Change in Media, Change in Targets
It’s time to update the idiom. There are three things certain in life: death, taxes, and…branding. People are exposed to thousands of commercials in various mediums every day, including radio, television, social media and print. This adds up and evolves, resulting in the average individual adult or child being exposed to countless varied ad instances every year. But quantity is not the only thing that is changing. In the past, advertising was largely a one-way communication. Now, customers are taking control of the products, services, and the way they interface with them. In other words, audiences can volley back and participate in the millions of advertising interactions they experience every day. “It is shared communication, not only between the firm and customers but between actors in the marketplace.”
This dynamic personalization has advanced the industry beyond just marketing to personas, segments, and averages. We can be more specific in our design – we have the technology – and that has upped the bar. Today’s marketer should be able to 1) recognize every customer as an individual, delivering 1-1 experiences that feel one-of-a-kind in the hearts and minds of consumers, 2) know the discrete intention of every engagement, and 3) own every moment. Thus, the future of marketing lies in the battle for these micro-moments, shared in the space between the brand itself and the consumer’s response. Creating trust in this space, between brand and audience, is then vital. And the internet is influencing this interaction.
It is easy to see, then, that the moving target that is impactful advertising is only moving more quickly as the nature of advertising continues to evolve. Mass marketing isn’t dying, but it is definitely going through some natural selection. This denotes a change in what has long defined the consumer marketplace as fragmentation and niche groups come to define cultural patterns and, as such, hyper-targeted audiences. Increasingly sophisticated technology has enabled consumers to skip over these mass-market models, allowing people to quickly and easily search out specific products that speak to them. And data shows that this new self-curated buyer journey leads to consumers committing their dollars to brands that, across digital channels, give them content they care about1. In other words, people are choosing brands that help them define their individual identities and build their tribes over brands lacking a certain cultural trust or significance.
In this cultural resonance we find a huge opportunity for brands: people don’t hate advertising as much as they may claim. Now more than ever, brands are part of culture and identity – i.e. things consumers want to cultivate. 83% of people agree with the statement “Not all ads are bad, but I want to filter out the really obnoxious ones.”3 Translation: consumers don’t hate ads so much as they hate irrelevant ads, meaning ads that don’t speak to them functionally or emotionally. To endure now, successful brands must adopt a process that gives consumers a more relevant experience wherever and however they shop4. The experience will need to continuously optimize based on cues from the market and the target audiences2. This strategy will improve conversion rates, foster communities, and drive advocacy. Ultimately, brands with staying power will create a steady reciprocal relationship with their consumers, turning them into powerful ambassadors and fanatics.
So what do I mean by culture here? Culture is the sum total of shared values, ideas, beliefs, behaviors, and ideology of a group of people. You might say it is the glue that holds groups of people together and shapes their identity. Drawing on our extensive experience working in cultural influence, we tend to agree. When developing a campaign or marketing plan, other people tend to focus on benefits, features, and superficial aspects of the target audience. But, when we talk about a focus on “culture” we are talking about the deeper emotions, motivations, and associations people have with an activity, product, or service, many of which are subconscious. Culture is not a trend, though trends may impact it. Rather, culture is comprised of cognitive, social, and conceptual “frames” that people build upon. Think “pants”. Stylistically they change over time and if you make them, you better stay on top of the trends. But at a deeper cultural level we have an understanding of what pants are regardless of time. Understanding the deeper concept – what signals pants versus what makes bell-bottoms – and how it’s constructed gives you an incredible amount of power.
Perhaps the most important piece to remember is that culture is a process. Culture is shared interactions, which means it is fluid. The reification of culture (regarding culture as a thing) leads to a notion that “it” is a thing that can act almost independently of human agency. But culture does not. Culture is subject to change and change can be controlled, or at least influenced, in any number of ways, including how we insert a brand into a person’s life. There are undercurrents and motifs that remain focal points through time, but they are always subject to restructuring. We are able to harness this cultural restructuring into a step-by-step analysis to approach, influence, and react to audiences.
First, cultural change is a selective process. Whenever cultures are presented with new ideas, they do not accept everything indiscriminately2. A marketing message or innovation is most likely to be diffused into a recipient culture if: (1) it is seen to be superior to what already exists; (2) it is consistent with existing cultural patterns; (3) it is easily understood in the context of their symbolic and functional constructs; (4) it is able to be tested on an experimental basis; and (5) its benefits are clearly visible.
Second, new ideas, objects, or techniques are usually reinterpreted and reworked so that they can be integrated more effectively into the total configuration of the recipient culture. In other words, people don’t simply consume marketing, they interpret and reinvent it.
Third, some cultural traits are more easily accepted than others. By and large, technological innovations are more likely to be borrowed than are social patterns or belief systems, largely because the usefulness of a particular technological trait can be recognized quickly. But technological advancement can only get you so far. For instance, by any reasonable measure, the US should have adopted the metric system by now. The thing preventing it is a lack of cultural connection. The same process holds true for brands.
This cultural function means that the brand someone selects, that she is loyal to, is driven more by the deep emotional and cultural needs than by features and benefits. The sustainable brand, the brand that draws people to it again and again, reflects cultural truths. When you identify those deeper truths, you build a much deeper, more authentic connection both to that individual and to their “tribe”. From a strategic perspective, it provides you with more nuanced and adaptive creative, the ability to identify the right channels and platforms in which to market, and a long-term roadmap to evolve your communication as the brand grows. At a practical level, it means sustainable ROI and target audience ownership.
We believe that to be relevant and long-lasting a brand – one that sees return on innovation and investment – must operate like a member of culture alongside its consumers. 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.
So, we know we must tap into a brand’s cultural depth with its audience. We need to build and recognize trust and grab a piece of it. And that’s how you get a share of culture. If we were to define it for a textbook, we’d say Share of Culture is the positive feelings, attitudes and beliefs shared between a brand and its audience. We believe the key to creating marketing campaigns that resonate today is to leverage your audience’s culture, seeing the bigger picture and building a reciprocal space. And, in the end, placing your audience’s culture at the center of marketing strategies creates sustainable ROI because culture has the power to nurture stronger, longer lasting and more engaged relationships with your audiences.
To be relevant and long-lasting, a brand must operate like a member of a culture – an equal participant. At the same time, it must own a piece of it. To rephrase, a company must share out its core values and articulate WHY it exists. And because people want to belong to something bigger than themselves9., when they make a purchase – whether it be a home, a new gaming system, or vacation package – 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 is not intrinsic to those goods and services. The meaning is created as the brand interacts with culture. 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, etc. If you come to marketing from the vantage point of added meaning, it suggests that choices consumers make have great symbolic connotations, both within their life and without. From that perspective, the marketer has a responsibility to do the right thing by those consumers – the brand’s peers within their share of culture – who are choosing a certain product in order to craft their identity. The trust and respect between brand and buyer has been established. The result of building this sort of reciprocal bond is that you move customers from being loyalists to being advocates by establishing a very strong sense of brand affinity through meaning.