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LEADING IN LEANER TIMES @jontyfisher

Leading in leaner times

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Page 1: Leading in leaner times

LEADING IN LEANER TIMES @jontyfisher

Page 2: Leading in leaner times

WHAT HAPPENED MY CUSTOMER?

Page 3: Leading in leaner times

“Only when the tide goes out do you discover who has been swimming naked” Warren Buffet

Page 4: Leading in leaner times

WHERE HAS THAT LEFT

MARKETERS?

Confused

Inconsistent

Nervous Disempowered

Schizophrenic Reactive

Page 5: Leading in leaner times

WHAT’S THE USUAL REACTION?

Spending more money pushing the same message.

This rarely works.  

Page 6: Leading in leaner times

WHAT’S THE USUAL REACTION?

Trying to find safety in traditional quant research.

It usually isn’t the answer.

Page 7: Leading in leaner times

WHAT’S THE USUAL REACTION?

Stumbling through radical changes to the brand strategy, that aren’t based on true customer insights.  

Page 8: Leading in leaner times

WHAT’S THE USUAL REACTION?

Trying to find absolute differentiation, which is

increasingly becoming incredibly difficult.  

Page 9: Leading in leaner times

WHAT’S THE USUAL REACTION?

Less than 1 in 5 brands in the US are seen by customers as

being distinctive.  Source: www.brandingstrategyinsider.com

Page 10: Leading in leaner times

The answer lies in simple things

ALL IS NOT

LOST

Page 11: Leading in leaner times

THE BRAND

GAPS

COMPANYVALUE  

COMPANY OR BRAND PURPOSE  

CUSTOMER MOTIVATIONS,

EMOTIONS, DRIVERS  

BRAND PERFORMANCE GAP  

NOT PRODUCT/SERVICE

BRAND VALUE  

CUSTOMER VALUE  

CULTURE  

REALISED BRAND POTENTIAL  

Page 12: Leading in leaner times

Marketing Myopia redux

Inside out versus outside in thinking

WHY IS THIS APPROACH

IMPORTANT?

Page 13: Leading in leaner times

Brands often seem most interested in talking about: •  Who they are •  What they sell •  What it retails for •  Their size and geographical spread •  Their ownership •  Who their customers are (usually in demographic terms) •  Their financial performance •  Their innovations/news •  Their CSI projects and what they sponsor •  Their social media/content marketing initiatives

WHY IS THIS APPROACH

IMPORTANT?

Page 14: Leading in leaner times

Contrast that with consumer priorities: •  Is this brand desirable to me? •  Is this a brand I will be proud to be seen with? •  Is the brand well made? •  Is it easy and convenient for me to get it? •  Is the brand interesting? Do people talk about it? •  Who speaks for the brand? Are they someone I admire? •  Is the brand consistent? Do I get what I expect to get from it? •  Is it easy to understand? Is choosing options easy and simple? •  Is it priced right for me?

WHY IS THIS APPROACH

IMPORTANT?

Page 15: Leading in leaner times

Customers don’t care about brands.

They care about how

brands help them add value to - or solve a

problem - in their lives.

WHY IS THIS APPROACH

IMPORTANT?

Page 16: Leading in leaner times

We have a flood of content, but a crisis of context.

WHY IS THIS APPROACH

IMPORTANT?

Page 17: Leading in leaner times

WHERE DO WE

START? Embrace intelligent

naivety

Page 18: Leading in leaner times

Understand the humanity of your customer – the emotions, motivations, desires and drivers at each stage of the engagement process, to understand how to deliver personal value to that customer.

WHERE DO WE

START?

Page 19: Leading in leaner times

THE BRAND

GAPS

COMPANYVALUE  

COMPANY OR BRAND PURPOSE  

CUSTOMER MOTIVATIONS,

EMOTIONS, DRIVERS  

BRAND PERFORMANCE GAP  

NOT PRODUCT/SERVICE

BRAND VALUE  

CUSTOMER VALUE  

CULTURE  

REALISED BRAND POTENTIAL  

Page 20: Leading in leaner times

ANSWERING TWO QUESTIONS

Answer two questions: Is your brand’s proposition in alignment with your company purpose?

Page 21: Leading in leaner times

GOLDEN CIRCLE

WHY  

HOW  

WHAT  What do we do?

What value to we add to our customers’ lives?

How do we do that differently?

ANSWERING TWO QUESTIONS

Page 22: Leading in leaner times

•  77% of consumers don’t want a relationship with a brand.

•  Only 13% said increased engagement led to repeat brand preference (loyalty).

•  64% cited shared values as the primary reason for brand preference.

Source: Harvard Business Review study 2012

WHY  

HOW  

WHAT  

ANSWERING TWO QUESTIONS

Page 23: Leading in leaner times

Answer two questions: Do you have a complete understanding of your customers’ engagement journey?

ANSWERING TWO QUESTIONS

Page 24: Leading in leaner times

DOING

FEELING

THINKING

MOMENTS OF TRUTH

INSIGHTS

BARRIERS

HOW WE WIN

HOW WE LOSE

INFORMATION REQUIREMENTS

TOOLS

AWARENESS

CONSIDERATION

COMMITMENT

REPEAT PREFERENCE

ADVOCACY

CULTURAL PRESSURES

CUSTOMER ENGAGEMENT JOURNEY TOOL

ANSWERING TWO QUESTIONS

Page 25: Leading in leaner times

Understand not just what your

customer does, but why they do it.

For a copy: Twitter @jontyfisher

ANSWERING TWO QUESTIONS

Page 26: Leading in leaner times

!!!!!!!!!!!! !!

THE BEAUTIFUL PROBLEM !

STAGES

!!DOING ![TOUCHPOINTS & ACTIONS]

!!THINKING

CUSTOMER PORTRAIT!

!!FEELING

INSIGHTS

CONSIDERATION PURCHASERESEARCH/AWARENESS POST-PURCHASE RETENTION & ADVOCACY

MOMENTS OF TRUTH

GUIDING!PRINCIPLESCLIENT: ! ! ! DATE:

What am I doing, where am I looking for information?

I feel… (emotions only)

I feel anxious, I feel excited.

Rational thinking and information needs

Fresh, actionable & leveragable

Critical points

Page 27: Leading in leaner times

! !!!STAGES RETENTION & ADVOCACYPOST-PURCHASEPURCHASECONSIDERATIONRESEARCH/AWARENESS

!BARRIERS!

LOSS

WIN

TOOLS

INFORMATION!REQUIRED

What stops them from moving further?

How do brands win?

How do brands fall by the wayside?

What emotions do we need to reinforce or negate? What rational cues can we exploit?

With all of this in mind, what do we need to start doing, change, or stop doing?

Page 28: Leading in leaner times

What you’re looking for?

Fresh insights to connect your brand to your customer in a more meaningful way, to

enable actionable, powerful changes to your marketing program.

ANSWERING TWO QUESTIONS

Page 29: Leading in leaner times

DELIVERING A STRATEGIC PLATFORM CULTURAL TRUTH

HUMAN TRUTH BRAND TRUTH

Strategic Platform

Page 30: Leading in leaner times

SOME GUIDING THOUGHTS

•  More than ever, people still want to be inspired, so don’t dumb down messages. 

•  The familiar is even more important; rituals, and habits have renewed significance. 

•  Meaning matters. •  Reward people, small things go a long way. •  People love a good deal, but don’t want to

feel cheap.

Page 31: Leading in leaner times

SOME GUIDING THOUGHTS

Be human.

Page 32: Leading in leaner times

SOME GUIDING THOUGHTS

Be relevant.

Page 33: Leading in leaner times

SOME GUIDING THOUGHTS

Be interesting.

Page 34: Leading in leaner times

“We live in a world filled with technology and connections and ideas yet one that, in so many ways and places, remains unexciting for such long stretches. On reflection, so many of the situations we

find ourselves in are routine. Catching a plane is boring once you’ve done it a few times. Commuting is boring. Work cultures are

uninspiring. Most of the advertising we see is boring.

As Susan Ertz once observed, ‘Millions long for immortality who don’t know what to do with themselves on a rainy Sunday

afternoon.’ 

Page 35: Leading in leaner times

After all, as human beings, we long for things that catch our eye. We will find time to do things that make our hearts beat faster. We live for

what makes us feel alive. We want to be inspired by purpose.”

“So rather than spend all that time noodling brand opinions and agonizing over the largely irrelevant nuance of ‘difference’ between our

brand and the competition, we should be spending far more time thinking about what people are interested in.”

Martin Weigel

Page 36: Leading in leaner times

THANKS FOR LISTENING

@jontyfisher