It comes as no coincidence that both my letterbox and media feeds are sending me all sorts of catalogues and top tips on gardening… it seems that now is deemed to be THE time in the gardening calendar to get it ready for next year. That, coupled with turning my attention outdoors to a much-neglected garden during lockdown, has obviously put me on the mailing list radar.
Whilst sifting through all this mail what struck me was that the parallels between Autumn brand planning and the Autumn gardening activity calendar both serve to make the right preparations for an impressive performance starting next Spring. After all, there’s nothing like getting the year off to a good start to make the hard slog to the end of the financial year so much easier. Plus there’s the feel good factor and confidence in what you are doing to bolster the commitment for the rest of the year – without the need for any budget cuts!
So, how to make the most of Autumn brand planning? Here are five things to consider:
Review your performance over the year. It has been a testing year for all but by taking the time to take stock of what has worked well, what has failed, and sifting past the big macro-level factors that have impacted everyone to find the deeper underlying reasons of why for your brand, is time well spent between the trading peaks of Summer and Christmas. Too often marketing teams talk about but then don’t spend time unearthing the real truths behind performance: why new launches failed, why new distribution opportunities didn’t quite deliver, why redesigns fell flat or flew.
Mind the gap! Where have other competitors performed well when you have struggled to make your mark? Has your brand been overshadowed by new market entrants? Were you waiting in the wings, hoping things would get better when other brands were stealing the march and confidently pushing forward. Gap spotting is such a critical part of understanding your brand’s opportunities.
Perfect your positioning. Be really honest. Do consumers, customers, stakeholders and colleagues truly have a shared understanding of the brand, what it delivers & how it delivers it? Is it consistent, distinctive and differentiated? If it isn’t, now is the time to get under the skin and review.
Try something new. When the stakes are high, risk is often avoided but sometimes when the market is stagnating, breaking away with new ideas and approaches is what is needed to invigorate growth. How brave are you?
Land the brand. A great plan needs the support of the business. an insight is nothing if it doesn’t grab people. A strategy is nothing if it doesn’t create action. Innovation is nothing if you can’t bring the ideas to life. A brand plan is nothing if it doesn’t inspire. Focus time on creating the tools that will sell your brand and your plan not only to customers but also internally, to stakeholders and sales teams. Buy-in is everything, don’t leave it as an after-thought.
Now more than ever is the time to get your brand back on people’s radar – start planning!
Gael Laurie is Brand Building Director of The Crow Flies, a research, strategy and innovation company that helps brands find a direct route to long lasting success. firstname.lastname@example.org; +44 (0) 1283 246260; www.thecrowflies.co.uk; @crowflieshigh
Pull your brand through isolation and come out stronger
These are distressing times, unprecedented times and times when the needs of the community and those most vulnerable in it rightly have to be placed above those of businesses. Nothing supersedes this. For marketeers and brands however, this adversity presents opportunities to get brand and marketing plans in the best shape they’ve ever been. Planning can’t be rushed but that’s invariably what marketeers are asked to do. Few if any marketing teams are given enough time to develop, refine and sell their plans.
Proper time. Not the snatched moments between the multiple distractions of corporate office life. Planning sessions are squeezed in when a calendar gap allows. Instead, the focus becomes getting plans done, getting them sold in. It’s little wonder there are gaps and inconsistencies. It’s little wonder that there are different agendas pushing the brand in different directions post ‘sign-off’. We see six common issues:
Not all consumers or even business stakeholders fully understand the brand or really get behind it
There are too many different views on what the brand stands for and how it should be behaving
Plan activities spring out of nowhere. Ideas get their boots on before strategy has woken up
The plan tries to tick every box (& can’t). Everyone’s been appeased but the brand makes no impact
Different agendas. Plans are derailed by a lack of shared unity on the strategy or the focus of activities
For brand owners, the commercial world slowing from its usual pace means that there is a rare opportunity to stop the fire-fighting and get deep and strong brand foundations in place. Foundations, that link powerful insights to purposeful activation, focusing energy on activities that genuinely impact the consumer instead of endlessly discussing and tweaking.
Home working and isolation are a potential liberator. Working this way is more efficient and effective. It creates the time for you to delve into and reflect on the category, and to properly plot your competitive strategy and review your brand positioning. It frees precious time to get closer to your target audience, to review & refine your consumer segmentation or even test innovation concepts (research is alive and well incidentally, and consumers who would otherwise be unavailable or harder to recruit suddenly are more open to spending some time with you).
Don’t miss this opportunity, use it wisely and you’ll never look back:
Spend time understanding your consumers: don’t just re-read an aging insight report. Immerse yourself in their world, properly understand them, talk to them. Pinpoint your target audience, prioritise their needs and place irrefutable insight at the heart of your strategy.
Review your positioning: do consumers, customers, stakeholders and colleagues truly have a shared understanding of the brand, what it delivers & how it delivers it? Is it powerful, consistent and differentiated? If it isn’t, now is the time to make changes.
Create a brand plan that stands up to challenge: are the key insights clear? Do they run like a vein of gold all the way through to actions? Do they confront the brutal truths or address the differentiating opportunities? Look at what you’re planning: are you ‘salami slicing’ and investing too little in too many activities? Have you forced sacrifice to execute with scale?
Get innovative: you’ve finally got time to be creative, do so. You don’t need to be in groups to come up with ideas. Time to reflect is stimulus in its own right. Idea generation sessions can be held digitally, innovation frameworks can be agreed to focus efforts on areas with the greatest commercial scope, ideas can be tested, refined and prepared for launch.
Build the big sell: an insight is nothing if it doesn’t grab people. A strategy is nothing if it doesn’t create action. Innovation is nothing if you can’t bring the ideas to life. A brand plan is nothing if it doesn’t inspire. Focus time on creating the tools that will sell your brand and your plan not only to customers but also internally, to stakeholders and sales teams. Buy in is everything, don’t leave it as an after-thought.
When we all return to offices and ‘normality’ you don’t have to return to a culture of justification and endless debate, you can return with a brand and business strategy that unites, inspires and frees you to focus your efforts on delivering it. It may feel odd to say it, but there’s rarely been a better opportunity to set up your brand with foundations of stone as good as this. Grab it.
It’s always great when work that impacts the market gets recognised and one of The Crow Flies long-standing clients, Whitworths, has had just that. We’re delighted to have played our part in the wider team that helped turnaround the Whitworths brand – we’ve partnered with them on research, strategy, innovation and planning . Read more about it in the Telegraph (below).
This was a great example of brand building – a team effort working with great partners (a big call out to Springett’s and Chapter), consistent focus on consumer and commercial insights, and then making some tough choices to free up the space, time and resources to impact the market.
If you’d like to chat to us about your brand building challenge, be it strategy, research, innovation or brand planning, we’d love to talk. And well done to Big Phil and the team at Whitworths!
I’ve always been fascinated by maps; I can lose myself in maps just as easily – and perhaps as ironically, as losing myself in the landscape. The detail, the contours, conveying 3 dimensions in 2 dimensions; the sense of personal discovery, even knowing that there’s rarely anything new to discover. Maps, unlike books, which as you turn the pages leave what was written behind as a memory, lay everything out in front of you to see. The past, the present and potential futures, right there.
But we tend to manage brands like we’re turning the pages of a book. The past is there, vaguely remembered, but as soon as the page is turned its tangible form, its vividness is lost; it’s not visible today as it was yesterday or 10 years ago. We plot the future with the past as an indistinct and selective memory. This is why with the churn of people that modern businesses have it’s very easy to justify changing a new course for a brand. Individual interpretation of what went before becomes more justifiable when the facts of what happened aren’t mapped out clear to see.
Maps then are a better way of thinking about how to build a brand if you are bothered about building a sustainable brand for the long term. Why?
A map shows the past. You may notice that a ‘weather forecast’ is often more of a ‘weather hindsight’ focusing most of the time on explaining what had happened rather than telling us what is going to happen. And it would be easy to think that a map merely shows the lie of the land today – in fact, they show the past and the present. They show the marks of man and the marks of nature.
And as we look at a brand today and we audit it’s various touch-points and assets, so too is it easy to forget the marks of the past. Yesterday’s brand custodians ran activity that built the franchise. Today’s brand custodians should look for those foundations and build from there. Sure, as you dig, there will be a lot of detritus to sweep away but buried there will be the foundations, still strong, still supporting the brand today. Part of stewarding a brand is to log the activity; the learnings and reveal it, share it – ensuring that tacit individual knowledge becomes organisational learning. The brand’s past becomes a tangible asset deployable by the brand to its future advantage.
A map illuminates today. Like a map of the landscape, categories and brands have a terrain that can be mapped too: that of competitors, customers, consumer, the company and its context (shopper dynamics, legislative changes and so on). Cognisant of the past, a mapping approach builds more certainty and confidence over where you are today and how that is perceived relative to other factors. Mapping the past makes your future brand strategy more likely to be distinctive and defensible.
A map points to the future. Look at a map of some mountains and put yourself on a summit. On a map you can see the routes of descent, the options open to you. A couple of ridge routes, a few longer but less challenging descents, or the ‘direct descent’, vertically off the edge. It’s the same for brands: you have options and often options create inaction. A mapping approach, where learnings from the past are published and shared; where the situation today is clearly laid out narrows the options for the future. It helps you to choose between the real contenders and the cul-de-sacs, which sap resource for no benefit.
There’s something else too. Maps connect the senses. Maps are perhaps the original infographic. They uniquely combine words, imagery and dimensions. They’re labelled in a common language that decodes complexity, quickly. More than this, in their own way, they are eye-catching, arresting and simply beautiful – to paraphrase Terence Conran, a perfect example of form and function coming together to produce something that not only works, but is also aesthetically beautiful. For brands they can be anything you want them to be: an illustrated story; an annotated flow chart; a potato stamped visualisation. The point is bringing to life the outputs of your strategy or plan in ‘map’ form engages, educates and informs in a way that few other media can. Too often, we stop at a PowerPoint presentation and hope that our voice over will do the rest.
But what is a ‘brand map’? In truth, it’s not some rocket-science new invention. I’m not even professing that it should be a term you use. It’s not a brand plan but a brand plan plus. Too often, brand ‘plans’ aren’t that. So many suffer from being a random assemblage of fanciful opinion – justifying data snippets that don’t build into a clear narrative. An effective brand map isn’t that. It’s an purposed plan that is clear on how the past has informed current status; that shows the context of the brand today and evokes the senses to flow, logically, unerringly through to the commercially exciting possibilities of the future. It’s a story laid out so that everyone can see how it builds on the greatness of the past to make a future consistent yet even greater.
As we approach the middle of January, these words do start to lose their resonance. Unlike Christmas, there’s no accepted cut-off, no Twelfth Night, to guide us. There’s a fair chance that this is the last time you’ll hear them, for a year at least… New Year’s Resolutions usually follow the same timing plan. By the middle of the month, many a ‘Dry January’ is already looking decidedly moist, gyms are getting emptier and houses return to their less tidy, but more homely, natural states. Even newly converted plant-powered Veganuary-ists may be waking up to the smell of bacon.
Saying that, as the world turns on its axis and the daylight hours extend, it’s as good a time as any to consider what changes are needed to step-up brand performance – and never more so than when you’re responsible for a team of people, accountable for their commercial performance and central to the culture they live in 5 out of every 7 days (and often more). Reflecting on the changes needed over some slightly stale mince pies, we realised that the answer lies with Call the Midwife.
If you’ve never watched it, it’s about a group of midwives (no, really!) in London during the 1950s. In most episodes, nothing happens and then it snows. Yet on Christmas Day it was the fourth most watched programme and is the biggest new drama series on BBC One since records began. Or there’s Downton Abbey too, set around the 1920s where ‘those upstairs’ flirt with ‘those downstairs’. And before both we had Heartbeat, the ITV police drama set in 1960s Yorkshire which used the same plot for every single episode for 18 years.
But what has this got to do with your marketing resolutions?
As it turns out, everything, really. When you consider why these programmes are so popular, you uncover the heart of so many frustrations with the current status quo. The gentle nostalgia appeals because it paints a picture of a period in time when communities mattered and people cared. Policemen were respected, midwives were magical and jobs were for life. Contrast this with the return to work for many in January 2018: huge commutes, little job security, the globalisation of industry set against an international political framework of growing extremism: you can understand why many are questioning just how far we’ve come in the last 60 years. We may have ‘Smart Homes’ and technology at our fingertips but now we also have armchair ‘experts’ & professional sceptics in all areas of life…why trust your doctor when you can diagnose yourself on the internet before you go to your appointment and then check whether the doctor gets it right?
In business terms, the impact on marketing teams is greatest of all as they sit at the very centre of the business: everyone is now a marketing expert. Performed well in sales? Have a crack at marketing. Done a great job as a management accountant? Try being a brand manager. Don’t expect to be one for long though – you’ll soon be moved to a role in customer marketing. Actually, do we still need brand managers? We don’t need to worry about brand positioning any more, this is the age of ‘big data’ and personalised marketing. Forget about long-term strategy, let’s build followers on social media NOW!
Extreme perhaps. But working across different client companies and sectors we see it as a consistent pattern. Unsurprisingly, the discipline of marketing itself is being undermined bit by bit. Brand success is not delivered within a calendar year regardless of resolutions. Brands are built over time, the product of a thousand small gestures – we all know this and yet too often we don’t create cultures in which such success can be delivered. So a break with the past is required. This year, make five OLD Year resolutions that will transform the happiness of your team, the approach they take and the commercial success that you deliver together. Here are our contenders.
OLDIE #1:Work Less Marketing is not a science, it’s an art and it needs to be treated as such. Brand-changing ideas are seldom created in windowless meeting rooms however well thought through your agenda might be. To get the best out of ourselves, we actually need to think differently about the working day. The human mind can focus on any given task for 90 – 120 minutes, then a break is required. Instead of worrying about time spent in the office and what can be achieved in any given day, switch the focus to ‘what can be achieved in a 90 minute session?’ Can’t be done in your working environment and your culture? Not true: challenge yourself. Create the physical & emotional space needed for creativity. Structure in time out of the office or undistrubed time for focused effort. Stop multi-tasking. Spend time with customers and consumers in the real world. Less time and more focus will transform productivity.
OLDIE #2:Market Marketing Marketing expertise needs to be respected and specialisms should be celebrated. This applies equally within businesses, within marketing teams and within the wider marketing communities of agencies, suppliers and clients. A great customer marketing manager should be allowed to flourish within their specialism, not pushed to also become an innovation expert. Agencies must also take note. Great advertising is born of great positioning which relies on solid research but no agency can claim to have expertise in all three. Marketing is wide-ranging, complex and critical to commercial success. It’s time to give the discipline back the respect it deserves.
OLDIE #3:Get Personal “Business is business, it’s not personal”. What a daft saying. Your career is not separate to your life, it’s a core and intrinsic part of it. It should be personal. When it comes to building brands, personality is absolutely everything: most purchase decisions are made subconsciously and great brands succeed by building intense emotional connections with consumers. Of course, marketing teams need to retain objectivity but this should never be at the expense of personality. A marketing team culture in which everything is a bit more personal – for the brand and the people working on them is no bad thing.
OLDIE #4:Focus On Your Foundations Modern technology is incredible and the pace of its development creates a myriad of new opportunities for brand building. However, despite the claptrap you may read, technology has not changed the fundamentals of marketing. Brand positioning is critical, consistency of activation is imperative and a brand without a purpose is never going to inspire. Start the year by making absolutely certain you’ve got your brand foundations in place – if you’re not executing consistently against a clear positioning built on unique insights then all the Twitter followers in the world and that lovely app that works with an Amazon Echo are not going to move your brand forward before 2019.
OLDIE #5:Be A Wolf There’s many a marketing regulation in 2018 that would have prevented the most famous advertising campaigns from existing had they been in place for the last 60 years. But that doesn’t mean that 2018’s marketing campaigns need to be timid. Brands have to be talked about. If not, they’re just products. Be bold and push boundaries, it’s the only way to be heard.
As trading environments intensifies, slows or tightens, so the pressure to focus more energy, investment and time onto innovation and its lustrous promise inevitably grow. And what signals healthy innovation plans more than a pipeline – packed to the gunnels with new product, packaging or brand ideas; some ready to go, some looser, meeting an unmet need a couple of years from now, others, little more than outline thoughts about the art of the possible, off in the distance.
Yet innovation failure rates are increasing – and the push for ‘the pipeline’ is part of the issue.
To be clear, a well-stocked catalogue of NPD or renovation projects has clear advantages. For the leadership and the staff in the business, it’s engaging, exciting and gives confidence that new-news is coming through. For the brand teams, it is a demonstrable indicator that their charges are in good health. For others, there’s the ‘value’ of the pipeline: the financial projections for the money it will it deliver over the life of the plan: what can I report to the Board? What can I tell the analysts?
But innovation pipelines create false confidence.
First, there are the behavioural issues. The innovation team bust their guts to identify insights, ideate, develop concepts, validate and test. Strong, consumer-led projects are phased in to cover the next few years. The pipeline is filled with its innovation ‘oil’.
And what draws the eyes of the decision makers? Not the project for next year. Nor the one for 18 months out. No, it’s the “game changer”, slated for 4 years away. It is way more exciting. So the process of wrangling and re-analysing takes place; previous agreements are disregarded and the silver bullet is pulled forward. “Stage & Gate” processes are cast aside; project managers gently cough and look away as hitherto unassailable Sales & Operational Planning red lines are politely worked around. Ignore the additional technical risks; ignore the dislocation to other activities – the biggest, shiniest jewel wins through. And…. it’s quite possibly the right call (at least if it can be delivered safely). If something is motivating the business; if something excites a buyer, then major hurdles are already overcome.
Next, there’s the question of resource deployment. Pipeline thinking means salami slicing and prioritisation. Prioritisation sounds good, but with innovation it’s not what’s really needed. What’s needed is sacrifice. Pipeline thinking is built on allocation of resource, right throughout the chain – teams being briefed on 40% of their time here, 30% there, 20% further out and 10% for fire-fighting; same for investment. Not only is this allocation approach never realistic, more fundamentally it stops the discussion around elimination. Let’s not do this activity at all. Let’s put 0% effort into it. Let’s spend nothing on it. It’s not that it’s a bad idea; in fact it could have lots of possibilities, but this one could be a real disruptor. Big bets – not salami slicing is what’s needed – after all, it’s big bets that smaller, more nimble market entrants and future competitors will be making – they have no other choice than to be bold and single-minded.
And then there’s the tyranny of choice. It sounds counter-intuitive, but the issue for innovation currently is generating too much choice. Think about a typical supermarket today. Do you really want more choice? What we need are better choices. Pipelines drive quantity. What’s needed is quality. Single-minded ideas that meet desires and needs better. That establish a brand’s positioning more powerfully. Simple solutions to the simple problems that so often we ignore or miss in our closeness to our categories.
A pipeline, after all, is a metaphor for continuous flow and supply. That’s not needed for ideas. That’s needed more for insights: finding those illusive springboards to growth. Yet so often, the process of insighting is compartmentalised: ‘we’ll do accompanied shops once a quarter’; ‘we’ll have stimulus sessions twice a year’. And yes, you can get some useful outputs from it, but essentially insight development is emergent. It is always on: being curious; poking around; asking questions. That’s where a pipeline is needed.
If insight needs a pipeline, innovation needs a refinery: a factory where ideas are refined. A place where focus is given to the raw materials you have at your disposal. A place where you choose to make different products suitable for your needs. At some point with innovation, you need to get everyone round the table, everyone who has skin in the game, distil the ideas you have and thrash stuff out. Make calls. Kill ideas. Not prioritise. Not fill a pipeline – eliminate. Ask: what are we going to back here? What’s good, but not good enough? What’s risky – or stretching – but could change the rules for the category?
If you can credibly bring more than one ideas to market, plan them based on when you can actually get them to market not on some hypothetical timing. Build in some red lines. Avoid the false confidence. Step back and look at the world as a consumer sees it. We’re seeing the outputs of pipelines polluting categories in a slick of OK product choices. It’s time to stop. Build a refinery and make big, bold bets on the real problems your consumers face day to day.
“Change in inevitable. Change is constant” wrote Benjamin Disraeli. And more famously, Charles Darwin penned the now classic lines, “It is not the strongest of the species that survives, nor the most intelligent… It is the one that is most adaptable to change”. And ‘Change Management’ is almost a field in its own right nowadays, with ISO standards, higher education and degree courses, specialist training consultancies – the lot.
It’s a shame about all those cheesy Pinterest Quotations, or the pseudo-motivational nonsense that does the rounds on LinkedIn, because change is fundamental – really fundamental (for alas, ‘fundamental’ is also a word over-used in these days of corporate claptrap). Ultimately, change is constant, and it’s described by the Second Law of Thermodynamics, which says – stay with me here – that any natural system effectively breaks down further and further, ultimately reaching (or attempting to reach) a steady state – or the highest state of entropy. A complex system – a building say, ultimately will become dust and dirt and component elements again if it isn’t nurtured. Living beings, ultimately die and are recycled. Change truly is inevitable – you cannot run and you cannot hide. So, as a brand marketeer we can only conclude that how brands are born, how they’re used, perceived, and finally how they die, is in fact, all to do with quantum physics. Don’t let anyone tell you that marketing isn’t science.
What the Second Law means for brands is that highly complex systems (brands) will undertake irreversible processes that will move them towards a state of higher entropy (counter-intuitively, this means simpler, more basic, more steady – in the course of time, more dead). Unlike pure natural systems though, the life path for brands, from creation to death, isn’t linear – witness the product life cycle. Through the intervention of sentient beings – us – we can influence and direct the life path of a brand. They will crumble back to dust eventually, but not without some fireworks and fancy dance moves wearing spangly dresses along the way.
The question therefore is how to respond to change. Effectively, what any brand stewards should be aiming to do during their tenure is to increase the complexity of the brand. To be clear, in no way does this mean to do complex stuff – but rather, broaden, strengthen and deepen the network of positive mental pathways and holloways in the target consumers’ brains. Create new sparks between those precious brand-related synapses in the old grey matter. Build, in effect, brand fortifications that can resist the denuding effect of time and other influences. To protect the brand ‘entropy’.
What’s important here is that a brand’s strategic response is not limited to one strategy or one set of options. It’s not limited to premiumisation. True, you’d be forgiven from thinking that it was given how often the term is mentioned in brand plans and around the planning table, but rather there’s a range of responses that are rooted in the brand’s current state and its desired future*. That relationship between past and future is the critical one: too often, in the rarefied and rather whiffy air of office political machinations, huge strategic leaps seem eminently possible: today’s commoditised brand is tomorrow’s luxury marque. That’s a real watch out: brands exist in the mind, and how far you can credibly move them from where they are now will be a large determinant of future success. The more established it is, the more effort, energy, money and time will be needed to shift it.
Broadly, there seem to be four primary tasks to protect a brand’s entropy:
Retain specialness: if the brand is positioned as premium but may be in risk of losing its sheen, then a specialness strategy is appropriate. Premiumise all the touchpoints; remind consumers of the underlying product truth; invest in a consistent experience. Give the brand a tune up, and a good spit and polish.
Retain distinctiveness: if your brand is a mainstream brand (you know, the sort of brand that consumers really like but the Board keep on banging on about premiumising the damn thing), then actually, your strategy is more likely need to focus on articulating distinctiveness. This could be from core brand values, from personality or tone of voice, from the central positioning or even from the insight that connects the audience to your brand. Whatever it is, you’ll need to find the hot spots and ensure that activity is built on something really interesting and compelling. Don’t try and please everyone.
Rebuild differentiation:commoditisation in increasingly common when we live in such tough competitive times. Commoditisation of course is very much a process of a change in entropy – it’s you feeling the effect of your brand being eroded. For everyday brands, that are struggling to balance their added value features in a competitive world, strategies should focus on your points of difference; squaring off your corners, proudly sticking out your shoulders and saying ‘look at me, here’s how I’m different, here’s how I’m better’. New product development can help here: reminding people about the difference at the heart of the brand family – even if that innovation is sacrificial to prompt core brand re-appraisal.
Retain cost or price advantage: it’s incredible how often a budget positioned brand is touted as tomorrow’s premium brand. And of course, it could happen, but frankly it’s unlikely unless consumers adopt and take it there themselves (Pabst Blue Riband, perhaps?). More realistic is to consider how a price advantage strategy can be leveraged to the brand’s advantage. What are the essential points of brand value that need to be bolted on and what is non-essential. This is not about being lowest cost, there’s own label for that, but it is about understanding what functions or services are the tie-breakers that a brand can offer better.
If your brand is faced with change – and it will be – don’t knee-jerk to premiumisation. Think about its current state today; where your target market actually map and it, and where it’s desirable, and possible, to move to. You may not be able to change the laws of Physics, but perhaps you can delay the inevitable by a few hundred years.
*In fact, in a pleasant circularity, concepts such as past, present and future are also described by the Second Law of Thermodynamics. Effectively time is asymmetrical – what’s happened in the past cannot be reversed and everything will keep on trucking on until we reach a total steady state in the Universe (it is argued). I don’t think we’ll be worrying about premiumisation strategies too much then.
Isn’t it strange how in this age of ever smaller micro niches of ‘targeting’, powered by digital ‘big data’ engines, and the promise of ever-more accurate psychographic profiling, that the use of the term ‘Millennial’ is still used with so much unthinking and carefree abandon. Ahhh…the intoxicating, beguiling whiff of pseudo-expert terminology. “Millennial”. It’s like it has some magic power – to impress, to confound, to enthral. Marketeers, despite their intelligence and above-average ability for rational thought, are swept into the alchemical vortex created.
In fact, ‘Millennials’ wear many cloaks. Echo Boomers, Generation Me, Generation We, New Boomers the Net Generation and possibly the most interchanged name, Generation Y. The one factor that connects them all is that they’re a generation, sharing nothing more than a birthdate somewhere between the early 1980s and the early 2000s. That’s a full 20 years. And that’s everyone born during that period – or approximately 14 million people in the UK alone. Yet somehow, they’re too often seen as a homogenous mass, sharing traits and attitudes and behaviours that somehow, make them a useful targeting profile. Generation Y? Generalisation Y more like.
Here are just a few of those Generalisations.
Millennials are confident and team orientated with a greater sense of civic duty and social responsibility than generations before them. They want to achieve; indeed, they expect to achieve, and they expect to do it in their own way.
Millennials are lazy and work shy, apparently, and more like to have narcissistic tendencies – either a high degree of attention seeking and a quest for power or more of a self-orientation, being defensive, idealistic and having a keen sense of entitlement.
In the work place, work-life balance is valued more highly; they’re likely to pursue creative roles, or possible multiple roles to fulfil their different life goals. Not bound by loyalty to institutions, they’re also much more likely to hop from job to job, like ambitious rabbits.
Millennials are supposed to be more liberal – both socially and economically – yet they are typically less politically active (witness Brexit, where ‘Millennial’ voter turnout was lower than all other age cohorts)
They are ‘always on’ these super-connected digital natives, not knowing any other way of living – using digital for getting the news and connecting with friends with social media habitually –creating alter-egos
for themselves in the digital world vs. the physical world
I’m sure you know a ‘Millennial’ or two; indeed, you could well be one. You may recognise yourself in some of this – both positive and less so. But here’s the rub: you’re just as likely to recognise people who are older, maybe even younger – who share these traits. I don’t fall into the Millennial age bracket, but I’m socially liberal and fiscally conservative (a trait of Millennials apparently). I’m not lazy or work shy, yet neither are many younger people that I’ve worked with or mentor. In fact, I’ve not known a group of young people who have had to work so hard as this one: to afford to rent in London, to pay down student debt, or just to get or hold down yet another low paying internship for some much-cherished work experience. It’s as hard graft as the Industrial Revolution, just very, very different work – and slightly less grimy. And I’ve not known a generation who have been shown so little genuine loyalty by employers, many of whom are more concerned with metrics rather than real engagement. No wonder engagement is lower and little loyalty is shown.
Rather than targeting a whole generation, what’s more useful to brand owners and brand builders is striking the right balance between identifying a meaningful market segment – defined not by birth year, but by attitude and behaviour. One big enough and recognisable enough to the people you are targeting to actually move the needle commercially and ‘small’ enough to be differentiating and informative for targeting your brand or your marketing activities.
So, don’t think ‘Millennial’. Don’t think ‘Generation Y’. Think ‘Why Generalise?’ Why generalise when you can build a consumer targeting profile yourself. Why generalise when you can develop a whole consumer market segmentation if needs be – one that is more useful, more usable and more commercially valuable than crude brushstrokes.