Tag Archives: brand experience

Brand Engagement – The Lee Valley Tools Experience

No doubt you have read countless articles about the importance of brand engagement on social media. To this end many brands have scrambled to check off their to do list with the lattest Twitter or Facebook account so as to make new ‘friends’ or be ‘liked’ through these new channels.

That’s fine as far as I’m concerned but true brand engagement happens at the Moments of Truth – those places where customer and brand come together and something gets done (or not). To put it another way, when there is a moment of truth, there is an opportunity to deliver a superior customer service experience that is memorable to the customer in a positive way. In turn, customers will be satisfied, maybe delighted and at best, generate some ‘earned media’ (word-of-mouth) for your brand, the most powerful kind of recommendation and form of advertising.

The grass can be greener on all sides.

In my particular case, I needed a replacement part for my Lee Valley push mower. The part was a bolt that fits into a knob that is used to adjust the height of the roller. When I called Lee Valley with the intent of getting a replacement part, I was served immediately by a gentlemen who volunteered the following:

– 2 replacement bolts, 4 day courier delivery via UPS, free of charge.

Indeed, the parts arrived in two days and I was back in business. Not only was I pleasantly surprised but even happier to own a Lee Valley product. From a customer perspective, this was a superior and most memorable experience worth writing about for others to read especially since Lee Valley knew that I hadn’t even paid for the lawnmower as it was given to me by a neighbour who was discarding it in favour of a power mower.

As a practitioner of CRM and social media strategy, this is a fine example of genuine customer engagement by a brand this is not contrived, driven by a campaign or planted by an influencer. The Lee Valley experience was simply part of their script, as in reflective of their customer service culture and  the way they do business. 

It is clear that Lee Valley Tools own their brand and product way beyond the point that it’s in the customer’s hands as the positive perception of the brand was augmented several steps away from the original point of purchase.

Not only was this was a fine customer experience, it was very engaging.

– Ted Morris 

The Marketing Technology Landscape

I’m not 100%  sure how to address the growing complexity of the marketing function, except to suggest that you take some time to re-evaluate and redefine what marketing is about. Consider layering in your technology mix along with your media and marketing mix. Then bring together a team of mobilists, technologists, data analysts and creative folks and you can get the ball rolling.

– Ted Morris, 4ScreensMedia

The Digital & Social Era: Unlocking Brand Value in a Nanosecond

 

Monopoly, Scrabble, Mr. Potato Head, G.I. Joe, Nerf, Little Pony, Transformers.  These are only a few of the brands we are all growing old with, and are also seeing our children grow up with. They are all household names that have an extensive legacy and franchise around the world. They’re all Hasbro brands.

While many brand managers often think of extending a brand in terms of new product in the physical sense, the digital and social era offers the opportunity to transform brands into new media properties in ways that unlock the brand’s legacy. The age of new media offers up the chance to pull brands literally “out of the vault” and make them fresh again by relaunching them in an entirely new format.

Hasbro is a company that not only manufactures and distributes toys and games; it is an entertainment company that now competes with the likes of Disney. For example, one of the largest and most successful movie franchises is Transformers. Introduced in the mid-1980s, Transformers was a toy line that featured parts that can be shifted to change from a vehicle into a robot action figure and back again. A number of spin-offs followed, including an animated television series.

In 2007, a live-action movie, under sponsorship of Steven Spielberg, was released, with the latest installment to be released this summer. Around the brand is a vast array of media, including video games, a website, online games, TV commercials, a Facebook community, books, gear and all sorts of toys. Yes, there are apps for iPhone – in 3D no less – that include puzzles.

Not only has Hasbro become a force in the movie industry, it also is a direct investor in television having recently launched The Hub channel in the U.S. in partnership with Discovery Channel whereby the Discovery Kids platform was renamed The Hub. In Canada, Corus Entertainment and Hasbro Studios have come together to distribute Hasbro brands across the various Corus kids television platforms, such as Treehouse, the TV home of My Little Pony: Friendship is Magic (with HD episodes available on iTunes).

What makes the discussion even more compelling is how Hasbro has been able to artfully blend instinct with formal management process. I say this because the toy business, like fashion, has for many years been built on having a nose for what’s hot and what’s not. In the age of digital, so much is in the moment that risk and reward take on much shorter cycles, thereby requiring a balance between management discipline and entrepreneurial behaviour. As Michael Hogg, President of Hasbro Canada, says: “The toy business is like packaged goods with your hair on fire,” in that much of the action is in the moment, about today. This makes me think of the phrase Carpe Diem – on steroids.

Underlying this “360 degree” approach to defining the media mix is the foundational belief that there is also a value chain with regard to the media platforms. In Hasbro’s case, TV is the anchor to build brand awareness in key segments, whereby other media take on a supporting promotional role to augment consumer engagement.

In the days of traditional media, there was much talk about unlocking ‘incremental brand value’ by building out line extensions and adding ancillary products. In the era of digital and social media, brand value can be unlocked in an exponential way by developing the optimal media mix and devising the right formats for each brand.

It also means sticking to the fundamental questions: what are the demographics, who are the buyers, what are the right media choices and how do we build the trust factor into everything we do? The latter is most important especially when engaging audiences of ‘mommy bloggers’ who have valuable opinions about product safety, play value and ideas for innovation.

It also requires a change in mindset since metrics are not always conveniently at hand. In fact, it may be advantageous by allowing managers to take risk by investing in more trials, seeing what works through iteration and then building metrics that support additional investments for a calculated payoff.

For Hasbro, one formula that continues to prove itself in effect leads the consumer through the channels. Television is the anchor for certain target segments for brand building; websites are ideal for promotional activity and driving consumers to the retail store.

So let me end with a few more Hasbro brands that you may well recognize: Twister, Battleship, Yahtzee, Risk, Tinker Toy, Play-Doh, Sorry! and Easy Bake. And yes, there are and will be more apps.

– Ted Morris, 4ScreensMedia

 

Social Media: A “Head in the Sand” Moment

Seeing Your Brand With Eyes Wide Shut

It could not have come at a better or worse time – depending on whether  you are Google or Facebook. Or it may not matter at all given the continued high levels of adoption of “freemium” social media networking platforms. 

The recent survey by ASCI (American Customer Satisfaction Index) conducted by ForeSee Results,  yielded numbers worth considering.

For Facebook, it is basically ranked at the bottom of the deck by users when it comes to delivering on customer satisfaction – ergo, the user/customer exprience. Facebook is rated so low that it stands slightly above airlines and cable companies in general. Not surprising given that Facebook is really an Internet utility. Perhaps the only saving grace it that you don’t get a monthly bill.However, as a brand manager, you might want to ask yourself: “Do I really want to partner with a medium that is seen to deliver, in a measureable way, low customer value?”.  Even worse, some social networks may even dimish the value you are trying to deliver via your brand.

Not to worry, it looks like Facebook will be around for a awhile. Consumers or should I say “users” are as addicted to some forms of social media in a classic love/hate relationship. Things might be different however, if they had to actually pay to use this utility.

Pause for a moment.

– Ted Morris, 4ScreensMedia

United Airlines: Broken Guitar Triggers Stock Rally

A few days ago some of the bright lights in the social media domain were all lathered up about a group of academics who were able to ‘prove’ that Twitter ‘predicted the outcome of stock market’. As it turns out, it was a worthy attempt by some academics who looked at historical data and found a parallel relationship between public sentiment and stock market movement (go to the link here). They were the first to admit that they did not find any causality between Twitter and movement in the stock market. The paper was unpublished and had not been through an academic peer review. Nary a peep from those same lathered up socialmedialists since (I think they might have been avatars anyway, not real people).

This got me thinking about the United Airlines incident whereby some poor unfortunate troubadour had his guitar allegedly mishandled and damaged by United Airlines. He was so incensed that he wrote a song about the incident and posted it on YouTube. The digerati swooned as it was ideal fodder for these Internet imperialists to take down yet another brand. So United was vilified as have many airlines since the rise of social media platforms. As they are fond of saying, Mr./Mrs. CMO – you no longer control the brand.

Well, here we are a year since the United Broke My Guitar incident. It’s earnings week in the US airline industry. So far, AMR, Southwest and Delta have fared quite well and most airlines are expected to post strong Q3 results.

Which brings me back to United Airlines. Since July 2009, United stock has been steadily on the rise. In fact, it would appear that the rally coincided almost to the day of the Broken Guitar incident and the stock has risen 10-fold since. Maybe there really is something to this social media analysis stuff.

Broken Guitar Triggers Rally

 

– Ted Morris, 4ScreensMedia.

Mind The Gap

“At Gap brand, our customers have always come first. We’ve been listening to and watching all of the comments this past week. We heard them say over and over again they are passionate about our blue box logo, and they want it back. So we’ve made the decision to do just that – we will bring it back across all channels.” This is from a recent press release from Gap Inc. regarding a change in its corporate logo. The full text can be found here: link.

So the socialmedialists feel that they won the day. The people (crowd) has spoken. While some have speculated that this was a PR stunt, The Gap Inc. nonetheless appears have capitulated and reverted to its original logo. Amen.

My speculation is that this event was symptomatic of something else: a brand that is indeed struggling amidst a retail industry vertical that is recovering fairly well since the 2008 economic downturn. The stock price peaked near $26 around April 23, 2010 and has fallen 30% to around $18 today. Historically, the stock hasn’t done much in the past 5 years, remaining under $20.

From a marketing perspective, the outcome of the social media/crowdsourced and subsequent response by Gap Inc. suggests a brand that has lost control. There is little sense that the outcry actually came from Gap customers or whether the research that GAP conducted was segmented with respect to brand loyalists, frequent shoppers, Gap customers at large versus non-customers and people who generally make a habit of railing against brands for sport. To take this further, there was little evidence that Gap distinguished between social media in the broadest context or WOM – Word of Mouth otherwise known as earned media, a key metric of contextual online brand conversation. I would also surmise that the Gap’s logo wasn’t top of mind with its various customer segments as opposed to merchandise selection & availability, customer service and the on-line shopping experience.

At the end of the day, whether or not a company chooses to change its logo,  the value proposition has to be clear, strong and reflective of customer wants and needs. If the value is not there, perceived or otherwise and if the product/service delivery does not meet or exceed expectations and create conditions for repeat purchasing, logo changing will do nothing to affect corporate performance. This goes for any company in a fiercely competitive market.

– Ted Morris, 4ScreensMedia

Algorithms Predict, Brands Build Relationships

Bloomberg news recently published “Can Computers Predict the Next Big Thing?” a perspective on predictive analytics. 

One of the most ingenious predictive capabilities involved the identification of ‘organic’ trends in the form of viral buzz.  By seeding the most talked about items, one brand’s campaign was successful in leveraging organic content  (earned media), resulting in a spike in sales.

At the end of the day, as the article rightly implies, the power of a brand lies in its ability to persuade and strike a chord at the emotional level in humans – the very thing an application or algorithm cannot do.

– Ted Morris, 4ScreensMedia