The old advertising model advocated the creation of an external brand image to influence consumers. It talked about benefits, it talked about the company, it promised to give you sex appeal. Those times are long past. This is partly due to the sheer number of channels in which people interact, but we believe there is a deeper reason. And that deeper reason is that successful brands both reflect and transform culture. In other words, talking about what you do is no longer enough. To compete in today’s landscape, you have to convey why you exist and connect it to how people experience their world.
Today we’re seeing that certain issues which used to be considered secondary to a brand are suddenly primary. People are not just choosing the best, the sexiest, or the cheapest. They’re choosing brands that have meaning. Their concept of nature, of self, of society takes center stage. And this is where brands are taking on a new and intriguing role.
So, what role does brand play in this landscape? The simple answer is that brands become symbols for crafting identity. They introduce, reflect, and influence meaning. The most resonant brands are creating value not just by the products or services they represent, but by the symbolic power they impart.
We believe that to be relevant and long-lasting, a brand must operate like a member of a culture. A company must share out its core values and articulate WHY it exists. A brand must stand for something and drive people to participate in it, become part of it. People want to belong to something bigger than themselves. People need to be part of a tribe. A
How it relates to the creative process
We are not focusing on complex cultural concepts just for the sake of making people smarter. That’s completely useless if you can’t do anything with it. As such, we take the insights we uncover and integrate them into a creative strategy by asking questions such as: “What are the cultural forces and tensions that are acting on the consumer to influence how they perceive value?” or “What are the conventions or the categories that you may or may not want to disrupt?” The answers to these questions build a proposition to bridge between research findings and creativity that illuminates a new pathway to growth. Through that proposition, we are able to connect greater meaning to brands and grow share of culture. If you can understand the domain of culture, and actually use that understanding to build a strategy, you can increase relevance. Starting with a focus on cultural insights ultimately leads to looking at a problem from different perspectives.
Why do we take this particular approach? Because at a fundamental level we believe that when people make a purchase, whether it be a home, a new gaming system, a vacation package or whatever it is, they are actually using that product or service to add meaning to their lives. The meaning that has been created in the goods and services that everybody buys are not intrinsic to those goods and services, it’s actually our culture that says a diamond has more value than a ruby, and gold has more value than silver, an Apple mobile device has more value than a Nokia or what have you. If you come to marketing from that point of view, it suggests that the choice they’re making is actually very important to them. From that perspective, the marketer has a responsibility to do the right thing by those consumers, who are choosing a certain product in order to craft their identity. That means there are really no boundaries for clients and the emphasis becomes one of solving a problem rather than executing on a task. And quite simply, that sets up a brand for meaningful creative work.
Putting It Into Practice
So, what does all of this look like? Let’s take you through an example. BaM was asked by Microsoft to quickly come up with ideas for Windows Gaming’s VIP party for Gamescom in Cologne. Gamescom is the video game industry’s largest European event, with well over a quarter-million visitors and thousands of journalists, all looking to see advances in gaming technology. In other words, this is a very big, very visible event. And as with all such events, people are there to learn but also to have a good time, which of course means parties. But while Windows is a major platform for development and is home to a huge audience of PC gamers, it isn’t necessarily seen as the sexiest of brands. Windows needed two main things; 1) ideas to create buzz at the event and 2) a way to get VIPs to their party. Equally important, this was the event where Microsoft would premiere the auto racing game Asphalt 8, it’s newest release for Windows.
So, we began asking a very basic question. What makes a party meaningful? Through a series of interviews and recounting our own experiences with parties in a narrative-based brainstorm, we came to a very basic truth – a party is just another event, but a destination people want to actively be a part of. It creates a sense of excitement and suggests the promise of stories to come. For the attendee, a destination is something special, something tailored, something to live on after the drinking and dancing are done.
The next step was to gain a richer understanding of developer culture by thinking about them as a “culture of practice”. Culture of practice generally refers to the manifestation of a culture or subculture, especially in regard to the traditional and customary practices of a particular ethnic or other cultural group. In other words, what commonalities could we uncover in the developer tribe that we could speak to? Two key insights bubbled to the surface. First, there are close links with driving culture in that machines are points of fascination. But the machine itself isn’t enough. They want to understand it, test it, experience what it can do. Design, how quickly it reacts, how it performs, etc. factor into a love of technology – it isn’t about the parts that make it up, it’s about the sum total of the experience. Second, developers have in the past been often overlooked at events like this. They are important and people listen to them, but once the technical discussions are over they have traditionally been relegated to the “geek” corner. Not anymore. Look at the two classic characteristics of geeks: social ineptitude and obsessive devotion to some pursuit. They’re neither social climbers nor rebels, because they are indifferent to how the world sees them. But those days are, in many ways, dead and buried. Cory Arcangel is a Damien Hirsty hipster artist. Joss Whedon is not a geek but a talented hack writer in the tradition of Ben Hecht, capable of synthesizing junk culture in clever and knowing ways. The point being, developers are as much artists and rebels as anyone else. And they deserve recognition for it.
So, what if we paired the love of the machine with the cool factor of “geek culture”? Almost all of these developers are deeply familiar with the supercars in driving games like Asphalt 8, but how many have actually been in one? What if we created a taxi service involving high-end, high-performance cars? Even if our VIPs didn’t have a strong fascination with these amazing machines, they would jump at the opportunity to be in one. It spoke to the love of performance and technology, but also the sheer bad-assery of the design.
Knowing our venue was several miles from the event, it also provided an opportunity to do more than experience a pointless two-block ride – it let the passenger really feel the car. We found an incredible rental vendor and drivers to ferry our VIPs in Lamborghinis, Audi R8s, and Ferraris – the sort of things you might be familiar with if you were eagerly awaiting the next release of Asphalt.
The next step was to create awareness. Rather than sending an email or note that might never be seen, BaM created exclusive key cards, each featuring different 8-bit party icons for partygoers to present at the door. But for our select group of VIPs, we created cards featuring an illustration of an 8-bit car with handwritten phone number. Dialing that number landed them a ride to the club in our supercar taxi service. This did more than just get you to the event. It created a sense of exclusivity for the passenger and curiosity for the onlooker. It created buzz. Suddenly people were asking, what cool thing does Microsoft have going on and how do I get in?
The cars and the buzz were great, but the party had to pay it all off. And this is where details matter most. BaM gave the club’s drink menu a redesign with retro-gaming themed names like Castle Key, Magic Elixir and Combo Move. The staff wore shirts featuring 8-bit artwork that corresponded to the drinks they were serving. And partygoers had the chance to play a sneak preview of Asphalt 8: Airborne on Surface tablets that were walked around by the staff.
Coolness is defined in many ways by the company you keep. In this case, the party did more than attract our guests. It produced both gatecrashers and a visit from the polizei – nothing says “successful party” like people from other organizations, like Google, trying to get in and the police showing up to manage the growing crowd outside the building.
Great story, yes, but why does it matter? At a practical level, we were able to demonstrate that Windows provides outstanding game quality. In other words, we were able to change perceptions about the brand (Windows is, it turns out, kind of cool) and the products. We did more than just make the case for the platform and the game, we generated increased interest and share of culture.
It also opened up new venues to sell games. By proving the products in a very public way, we could exploits Windows’ tremendous reach. We’re largely outside the App Store/Android battle. By demonstrating what Windows has to offer, it allows developers and designers to broaden their market, thus providing Microsoft with new partners, products, and prestige.
Finally, at a broader level we were able to start shifting perceptions of Microsoft and Windows. Added to the successes of the Surface Pro, the exclusive use of Windows products in DC universe programming, and an increasingly user-friendly operating system, this event helped the company capture a greater share of meaning in the broader culture. It helped move the conversation from moments of advertising and marketing, to part of a deeper, positive undercurrent. In other words, it helped capture a greater share of culture.