Occasionally in our work, we encounter a curious phenomenon: We’ve completed deep-dive brand strategy work with a client in the better-for-you space, and laid the foundation for them to achieve growth. Everyone’s committed to the new strategic direction.
And yet when it comes time to execute — a packaging refresh or marketing strategy or advertising buy — the client team hesitates.
Often, it’s not because of budget concerns — but because of fear. Marketers and executives are afraid to actually make the big moves they need to on design, innovation or activation, often to their brand’s detriment.
Why Marketers Fear Success
Setting strategy is largely theoretical; execution is where it gets real, where the risk lies. Some people are more comfortable playing small instead of going big, because it’s familiar and safe.
Our philosophy on the perils of playing small comes from this quote:
“Our deepest fear is not that we are inadequate. Our deepest fear is that we are powerful beyond measure. It is our light, not our darkness, that most frightens us. Your playing small does not serve the world. There is nothing enlightened about shrinking so that other people won’t feel insecure around you. We are all meant to shine as children do. It’s not just in some of us; it is in everyone. And as we let our own lights shine, we unconsciously give other people permission to do the same. As we are liberated from our own fear, our presence automatically liberates others.” — Marianne Williamson
The founder/leaders of entrepreneurial BFY brands are perceived to be so bold and brave. So why the hesitation to bring the brand fully to life through execution?
Commonly, we see that the companies that hesitate on execution are those whose culture avoids change or risk. We hear comments like this: “Prove it first, and then we’ll fund it.” “That’s not the way we do things.” “That’s not how we spend our marketing dollars.” “We’ve never had to do this before.”
Conversely, bold brands operate on a test-and-learn mentality and are open to incremental risk. They look to meaningful event horizons in the future and ask, “What will it actually take to make this big thing happen?”
To take the big steps that spark meaningful growth, you have to make smart educated guesses about what years three and five look like. What’s the likely future you’ll move into based on trends and scenario planning? Only when you take that long view can you get comfortable with risk and rationalize the resources it’ll take now to achieve that future.
Clients often ask us what it will take to execute the strategy we’ve developed together. After a few years of experience, we’ve determined that companies should anticipate spending 1 to 5x for the first year of the strategy cost in order to leverage the opportunity. It’s not a small figure, but neither are the stakes.
Your Responsibility is to Make it Big
Re-read this part of the quote above: “Your playing small does not serve the world.”
Customers want — and sometimes need — your product. So quit downplaying how awesome your brand is. Your company wants your brand to succeed in a big way, not just make enough to cover hard costs.
You have an obligation to follow through. What’s the point of coming up with amazing ideas and then not sharing them? Remember:
If you go small, some other brand will go big and you’ll be left in the dust — this has proven true 100% of the time.
In fact, all the encouragement you need is right there in your brand strategy: your brand’s WHY, its mission or passion or reason for being. Brands that know their WHY and institute it culturally aren’t afraid to play big. They have a different mentality around everything than brands that are just trying to hit growth targets. When you have a powerful WHY, you can’t let the mission die. You can’t play small.
Our client Loma Linda is the best example we know of a brand that wasn’t afraid to go big.
Loma Linda is the world’s oldest vegetarian brand, you’ve probably never heard of, founded in 1890 by J.H. Kellogg and owned until 1990 by the Seventh-day Adventist Church. When they came to us, Loma Linda was a small brand embraced by a specialized cohort of loyalists. But they were seeking to expand their audience beyond church membership and tap into the growing plant-based food trend.
We helped the marketing and leadership team listen to their loyalists and identified a key brand value — sustainability — that would appeal to a wider consumer base. With that strategic foundation, we then helped them build a new message that conveyed the brand’s heritage: “Vegan before being vegan was a thing.” We reformulated products and reimagined packaging to suit the modern consumer (for example, shifting from cans to pouches). We kept a core group of beloved long-time products and introduced new global flavors.
Loma Linda’s team was so committed to the brand’s mission that they knew the products had to be available everywhere, to everyone.
Their big play paid off: Loma Linda’s customer base grew from about 2 million church members to 50 million global customers, a larger distribution network including big-box retailers, and a growth trajectory that was 10 times what they anticipated.
Whether your brand team is ready to go big, or you need a bit of encouragement, we’re here to help. Let’s talk.
