How inward focused insight can kill innovation: what all brand builders can learn from managed pubs
Last week I took my family to a local pub which had just re-opened following significant investment. We were excited to see what changes had been made, how the money had been spent and the offer improved. We speculated en route, talking about the simple, obvious changes they would have made to improve the experience: a gate to prevent younger children from running out of the play area and straight on to the main road, a larger restaurant area, the development of the beer garden as a place to relax in the summer months. Maybe, given the number of very similar competitor businesses in the area, they would have gone further and taken the chance to differentiate and premiumise their offer: they might have invested in a pizza oven, added more natural and healthy options to the menu or improved the entertainment available to children – there was so much scope to enhance the offer and we couldn’t wait to see how the experience had been improved.
Unfortunately it hadn’t. Instead the investment and four week refurbishment had been spent in making it look even more like every other pub in the area. You know the look – most managed pubs look the same – a sort of toned down version of how trendy Shoreditch bars looked 5 years ago. Don’t get me wrong, it looks good. Pubs need ‘freshening up’ and my issue is not with the choice of furnishings. What frustrates me is what sits behind the decision: the issue that too many marketing strategies are being built on the wrong insight.
This issue is not limited to managed pubs. Indeed, some managed pubs get it beautifully right. The Revolution vodka bars are a brilliant example of a differentiated brand proposition, with a singular thought and focus which brought something new to the high street. The issue is that too many competitors now only look at what Revolution are doing to fuel their own offer development. What’s more, the problem is spreading. When you’re in your local managed pub, have a look at the drink brands ‘extending’ in to the spirit beer and cider categories and, if you fancy a challenge, try and work out what they’re bringing to the party that is truly different or better. If you’re struggling, order yourself a pulled pork burger while you think. It’ll be on the menu because it’s on everyone else’s.
Innovation, (and I use it to mean the development of the offer, be that a retail refurbishment, menu development, FMCG product extension or NPD), needs to start with the right insight and that rarely comes from looking only at what your competitors are already doing. It is well documented that pubs have been closing at an alarming rate and there are many reasons for this including the cost of labour, duty rates, macro consumer trends around wellbeing and so on. However, it is worth adding to the list that the industry has been too introspective, that the offer has not developed far enough and so consumers have voted with their feet.
Where are they going? To the garden centre of course, a strange but relevant parallel. You can buy almost all gardening equipment more cheaply on line and a good range of plants from your local supermarket or DIY store, just as most drinks are almost identical but a third of the cost if bought from the off-trade. However, where pubs are shutting, the garden centre industry is thriving and is forecast to continue to grow through to 2020. The reason? Their offer has evolved through external insight. They realised that they were competing with cafés, theme parks, shopping centres and, of course, pubs, for people’s leisure time and so they developed and differentiated their offer. When you go to a garden centre, the plant might cost more but you’ll be helped to pick the right species and told where to plant it. As a result, it will grow and so you’ll go back. Furthermore, when you return, you can shop in the craft store, take in a drink at the cafe, order a summerhouse, furnish it and, at Christmas, you’ll probably find one of the best Santa’s Grottos outside of Disneyland. And here’s the frustration – there is a much better place for that Grotto to be. A place where you could sit and wait for your turn in warm comfort, whilst enjoying a meal. A place that should be the beating heart of the community – your local family pub. But instead, they’re trying to sell you craft beer and pulled pork.
Doing things differently doesn’t need to cost more. It’s about choosing more carefully where to invest both time and money. My local pub could have committed to staff training and updated their range to offer food and drink discovery for the family. They could have spruced up the beer garden to create the optimal outdoor child-friendly space for the summer. They could, at the very least, have put a gate on to the main road to make the children’s play area safer.
So let’s step off the band wagon before it runs over a child or at the very least, before it leads to further poor strategy and ill thought through investment. Marketeers need not beat themselves up about it – nobody can reasonably be an expert in one category, immersed within their own business and simultaneously have the objectivity to look beyond it. However, look beyond it we must or the offer development that results will continue to disappoint.
At The Crow Flies, we help businesses to research, plan and develop compelling brand strategies and innovation pipelines – a process which starts with finding the right insights. If you have a brand or innovation challenge and would like some fresh thinking, give us a call – we’ll be in the garden centre having a pint.
Rob Parker is a Partner at The Crow Flies, a research, strategy and innovation company that finds the direct route to success for brands and businesses. email@example.com; +44 (0) 1283 246260
© The Crow Flies, 2016