What is a brand?
When you think about it, a brand is a just a promise embodied in a product.
A promise of performance, and delivery of value.
It survives and grows, retains and builds relevance and attraction only when the promise is delivered.
Finding the promise that can be delivered in a way that is sufficiently different to make an impact is really difficult. Making a promise that is the same as everyone else’s promise, and the brand becomes indistinguishable, just another label on the shelf.
30 years ago I was heading a marketing group that amongst other successes, relaunched ‘Ski’ yoghurt in Australia. The relaunch was a huge success, and over the following 3 years, our national market share went from single figures to well over 35% in a market growing at double digit rates.
There is a lot of patronising bullshit around about the way to build a brand, advice that sounds nice but is usually just a template that promises an outcome, a bit like the paint by numbers paintings an old aunt had adorning her walls. Not very good, and certainly not original.
So, I thought that the hindsight afforded by the almost 25 years since that Ski relaunch might be valuable as you consider your own brand building exercise.
Following are the lessons I took away, often with the enlightenment that comes with hindsight, as the appearance of organisation and planning is a bit of a fiction, the real situation was considerably more chaotic as we juggled competing priorities, competitive and financial pressure, and all the jostling and risk mitigation that goes on inside big businesses.
Be different.
At the time conventional wisdom was that the fruit in yoghurt had to be mashed, the product homogeneous, that lumps of fruit were not good. All the research told us that consumers wanted their fruit yoghurt to be consistent with the fruit mashed and evenly distributed, and the launch of Yoplait a few years earlier had kick started a genuinely competitive race and significant market growth.
We relaunched Ski on the proposition of taste. The best tasting yogurt, the only one with pieces of fruit. It completely distinguished us from the then market leader, Yoplait, and all other brands, and gave consumers who liked or did not mind whole fruit in their yogurt a real reason to buy Ski. Of course, some rejected it, but many did realise after trying that they did prefer it, and whilst there was a lot of supporting activity and pack changes, the market share of Ski zoomed. A few of the small producers copied us, but the market leader could not, as their whole manufacturing process was designed to deliver a homogeneous product.
The value of true differentiation backed by a brand promise that was carried out and of value to at least some consumers was clear.
Across the range Ski was so different that it created new segments within the yoghurt category, segments we owned because we created and named them, and which made competition hard and expensive for our opposition.
Get onto a roll.
When you have a line-up of innovations that do add value, you can roll them out progressively and the competitive impact is cumulative, you leave the competition struggling to catch up with your first one, and spending valuable marketing resources to stay in the game while you roll out the second, and third iteration. I would not claim that Steve Jobs knew anything about Ski, but that is the exact strategy that Apple used from the launch of the original iPod on.
In our case, we relaunched Ski with the different product as noted, but we also changed the naming conventions that had prevailed. For example, the low fat version changed from Ski Low Fat to Ski DeLite. Worked a treat, and went some way to redefining the low fat category. The next ‘roll’ of the dice was to relaunch the 1kg size into the now common rectangular packs. To that time all 1kg Packs had been round, as they were operationally easier and the packs were much cheaper. However, we noted that most female buyers, and they made up 90+% of purchasers, could not easily handle the product in one hand, they did not fit on most refrigerator door racks, and were less than optimal on the retail shelves.
When we changed all this, sales of 1kg exploded, and gave us new retail distribution. We then followed up with Ski Double-Up, a product that had a range of ‘toppings’ in a separate compartment of the pack, and a completely different yoghurt that emerged from the combination of new strains of culture and operational process innovation, that revolutionised the market again, creating an entirely new category.
Your customers may not be who you think they are.
Innovation is a powerful way to attract fringe, lapsed or just reluctant buyers into a market. When we launched Ski Double-up the typical consumer was young, educated, and female. Consumption by men of yoghurt was only about 20% of female. Ski Double-Up changed all that. Not only did it attract more men, they were significantly older in profile, those who would not touch ‘yoghurt’ as it has been with a barge-pole. They tried Double-Up, liked it, tried other versions, and became regular and loyal consumers, adding significantly to the scope and scale of the Ski brand.
Start with ‘Why’.
Defining the ‘Why’ of your brand is a foundation of all branding activity. The best articulation of “Why’ is the now famous TED talk by Simon Sinek. A brand without a clear and distinctive ‘Why’ is just a label. Sinek uses Apple as an example several times, because as he says, ‘everyone gets it’ and they do. Apple is a branding icon, but not the only one. Recently I stumbled across a new brand from a start-up, one that is breaking new ground on a number of fronts, competing against some of the biggest and best marketers in the world, but will (I suspect) succeed on the strength of their “Why’. It is whogivesacrap toilet paper, purchased by consumers direct rather than via retailers, with a very clear ‘Why’. Many, almost certainly most will not buy into the why, but enough will to make the brand and business a success, and they will do some good in the process.
The corporate benefit of ‘Why’ is that everyone in the business can buy into it, and the resulting culture can become a very powerful motivator and driver of performance. In our case, the ‘why’ was that we were producing a natural, healthy product, our workforce has all been taken into our confidence, and they were our market research as we ran taste group after taste group in the factory during the development process to get the variables right. When the products became very successful, those people saw what their contribution had resulted in, and took great pride in it, making a huge contribution to improving the production efficiencies .
Sweat the small stuff.
Details matter, a lot. Steve Job’s obsession with the experience of opening a shipper containing an Apple product contributed a core part to the brand identity of Apple. With Ski we pioneered amongst other things a process that used a new and expensive printing process that both accommodated the square shape of the 1kg tub, and delivered crystal clear graphics. It was expensive and difficult, but the attention to the detail that could have been dismissed for cheaper more utilitarian solutions paid huge dividends in volume, and profitability albeit at skinnier margins.
Be brave & committed.
Nothing really useful will evolve from just doing the same thing as others, but just a bit better. Being different means taking risks, being brave, pushing the envelope, all those clichés that mean someone has to be brave enough to open the door to the unchartered. That takes guts, rare in todays corporate world, but around aplenty in small and medium sized businesses.
When we changed Ski 1kg to the rectangular tub, there was no way back. Over a week long factory shutdown, the old machinery for filling the round tubs was removed, and the new rectangular filling machines installed. Had the change failed, there was no way back.
The steps we took with Ski were all brave at the time. We changed the dynamics and shape of the market, a seemingly obvious step, but at the time it was sweaty palms all around.
You have to be smart.
The marketing group had some very smart people, but more than that, it was a collectively smart group. There was great collaboration and support, and the longevity of the group was substantial, which had offered the opportunity to make a few mistakes and learn from them. At a time when the average tenure of marketing personnel was about 18 months, we averaged 6 years, giving us a significant depth of market understanding and intelligence. Just as important, or perhaps more so, we had the support of the CEO of the division who was prepared to support and encourage the things we did, and I am sure his palms were sweatier than any others, although at the time it never showed. His confidence in us, and support in keeping the corporate drones at bay never wavered. Innovation is impossible without that sort of support from the top.
It is really hard to continue to succeed.
This is a warning.
If you succeed, when the applause is over and the credit appropriated, the corporate gnomes come out to play, those who do not understand the dynamics of a brand. If you go into a supermarket today, Ski is an also ran, it looks like it is back to single figure market share, a shadow of its former self we had built. The brand we developed was raped by the accountants and sycophants who killed the golden goose by greed, short ‘termism’ and stupidity, rather than continuing to nurture and invest. The temptation to do so will be strong, and it takes a CEO with brass ones to resist the siren call of the throngs and maintain the investment required.
That rot had started a year or so before I was toddled off. By that time the corporate structure had changed a couple of times, and I was unable to keep the support that had enabled the success in the first place in the face of the changed structure and personnel. Unable to stay quiet in the face of the short term lure of the margins instead of continuing the investment for the long haul, I insisted on being the resident ‘Cassandra’ and ended up paying the price.
As I wrote this post I had to shake myself that it was 25 years ago.
Seems like yesterday.
A lot has changed in the marketing landscape, but the essentials remain the same.
It seems to me that ‘luck’ also favours those who treat ‘bad luck’ not as a setback, or indication that they should cease and desist, but as an opportunity to learn and build something better that sometimes, magically overnight after 20 years, comes together in a new way. Thomas Edison’s famous words telling us that the discovery of the light bulb was the result of 9,900 failed experiments says it all.
Then, there is also those who see opportunities as they emerge by, and have the sight to recognise them, and balls to act on them. Steve Jobs was a master at this. He saw a whole new world in combining the existing functionality of the telephone and MP3 player with the then unused touch screen technology that had emerged from NYU labs and demonstrated publicly for the first time in 2006.
