Topic: Brand Strategy

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Self-Selection, Archetypes, & Symbolism

April 24, 2017  |  an article by David Lemley

Creating a cult brand takes a lot more than clever positioning. After coming out with a bang, then what? Your brand’s reason for being needs to be meaningful and it has to create its own visual and verbal language that is unique and resonates with its fan base. Each “member” must feel that they’re important, treasured, and that they share special values with everyone else in the group—to the exclusion of society as a whole. The brand forms a common core; from it emanates shared values that are holistically satisfying and enrich lives on physical, emotional, and spiritual levels.

In part one of this article, I discussed the concepts of exclusive inclusion and branded ritual as tools for marketers who are tasked with taking a brand stand they can uniquely own. Rituals are simple, straightforward, and easily replicable actions that can be shared by members of the group or solo. Simply put, rituals are behaviors embedded with meaning, purpose, and belonging. Rituals are not the same as routines. Routines become habits. Rituals, when your brand’s community vitally enacts them, become a way of life. Rituals are the glue bonding together memory, identity, community, and daily living.

But for rituals to take root there has to be a strong brand archetype and compelling symbolism.

An archetype personifies the brand—makes it human. Archetypes give brands context and storylines. As long as established brands stick to the meaningful archetypes they’ve created, the emotional resonance of their storytelling power will only increase with time. Sounds great, but what is a meaningful archetype?

Archetypes can be summed up easily in our minds by a single word. Here are some examples:

  • Caregiver: All State, Lululemon, Whole Foods (self-care and nurturing of one’s loved ones)
  • Creator: Apple, Lego, Crayola (uses talents and unique vision to make something new)
  • Dreamer: Godiva, BMW, Coach (indulges in luxuries large and small)
  • Everyman: Walmart, The Home Depot, (no pretensions to elitism wanted or needed)
  • Rebel: Harley Davidson, Virgin (pride in nonconformity)
  • Seeker: North Face, Patagonia, Jeep, REI, Levi (intrepid; enjoys overcoming challenges)
  • Warrior: Nike, The Olympic Games, Gatorade (“Just Do It”)

Archetypal brand strategy works because it appeals to all people. We all share a deep need to feel stability, belonging, discovery, and achievement. In today’s world, many brands have taken on the role of building blocks we use to fabricate our sense of self. For most of us, our self-identity is textured with personal and archetypal mythos. Learn more about archetypes and how to use them in brand development.

This form of character alignment has the potential to reach far deeper into the human psyche than traditional advertising mascots such as Tony The Tiger, Ronald McDonald or The Old Spice Man ever could. To be clear, Tony the Tiger is an advertising mascot not an archetype. He has nothing to do with Kellogg’s brand values or the brand promise of Frosted Flakes. Because the truth is, kids who eat sugary cereals for breakfast are not on the swim team. Don’t get me wrong, these are all great, long term, contiguous storylines that have wielded some power over my childhood. The simple fact remains that advertising is really the only differentiating element in these brands. And that approach, Dear Reader, is a 20th century concept and an antique.

The universality of archetypes.

Brand implementation based in an archetype has great power. Archetypal brands have compelling stories that are universally or globally understood, memorable, and persuasive in their appeal to specific consumers who become emotionally invested in them. Storytelling is as old as mankind, yet there are only a small, finite number of universal themes, so it is crucial for brands to first identify themselves by archetype and then to weave a unique story within that framework. For example, there are a number of cult brands that are based on magician archetypes, but there is only one Dr. Bronner’s Magic Soap; only one Disney.

They have unique stories based on their founders’ visions. Those visions grew as posthumous chapters were written that began to weave their founder’s unique point of view and history into brand’s new frontier. Even with new, invented landscapes Dr. Bronner’s and Disney magician archetypes success comes from being so single-minded that they are willing to ignore everyone for whom the brand’s core values and belief systems don’t resonate. Instead of trying to be all things to all people, they have built their brand by focusing on a small, but dedicated group who value what’s important to the brand, and who strongly believe that, through and with them, dreams do come true.

Words as symbols and a broader definition for icons.

Established archetypal brands with cult followings are identified by both visual and verbal brand communication. I’ve been discussing the verbal aspects of these brands but they have equally strong visual cues.

We live in a world that is dominated by symbolism and we are hard-wired to tap into it. Regardless of whether these symbols are religious icons or iconic logos, people create and attach meaning to them. These symbols, and the meaning we ascribe to them, are the building blocks that we use to build our personal identities.

Therefore, taking a symbol we already know and adding another layer of meaning is a wise and powerful way to build brand story. Icons are quick concentrations of meaning that cause your brand identity and brand values to spontaneously resonate. The Nike Swoosh, The Apple Start-up Bong, The smell of Cinnabon, The Coke Bottle, The Beatles mop-top hairdo, KISS’s make-up… Iconic symbols can be sounds, hairstyles, platform shoes, or even an absurdly long tongue. Whether Icons are visuals, sounds, smells, or some other form, they are sensory imprints that instantly summon the brand essence.

People are hard wired to create shorthand.

Symbols are empty vessels that we pour meaning into, and then carry around in our subconscious. Symbols like stories, or memory-anchored pictures, serve us in powerful ways. The ones we hold onto longest and care about the most have a spiritual element and are based upon genuinely caring about people.

As you think about how to use symbols and symbolism to elevate your brand, consider the influence of pop culture, the endurance of long standing human ideas, and the pervasiveness our collective subconscious. Watch 3 minute webcast on the cultural relationship between icons and longstanding symbolism. Remember there is power in a good story. Story doesn’t discriminate and is not dependent on a big advertising department or celebrity endorsement.

Story is the universal marketing tool available to anyone. Remember, for it to get under our skin, your story should not be about significance, but rather contribution. Tell me again, why does your brand matter?

David Lemley

David was two decades into a design career with a wall full of shiny awards and a portfolio of clients including Nordstrom, Starbucks, Nintendo, and REI. His rocket trajectory veered when his oldest child faced a health challenge of indeterminate origin. Hundreds of research hours later, David identified food allergy as the issue and convinced skeptical medical professionals caring for his child. Since that experience, David and Retail Voodoo have been on a mission to create a cleaner, healthier, more sustainable food system for all.

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Brand Purpose: The Key to a Cult Following

January 16, 2017  |  an article by David Lemley

It’s no secret that everybody yearns to be a part of something greater than themselves, their loved ones and their work. But it does seem to be a secret to many brands.

So let us tell you: not only can brands do well by doing good; they can, in fact, create devoted, avid cults around them if they commit to a deeper mission or raison d’etre. People respond to brands that inspire, give back and work for more than profits.

Who doesn’t want to support brands that do good things within their communities or to the larger world community? Some brands that started small grew in a big way due to the quality of their product, their business practices, and their philanthropic bent. Don’t kid yourselves: all of these things matter.

For example, Ben & Jerry’s support of environmental and social causes is legendary; it goes to their earliest days and the heart of their brand. They also practice sustainability within their business and give back to the local community. The consistent quality of their product, and the innovative way in which they launch quirky new products are hallmarks of their brand. These are all of the ingredients in the secret sauce that keep a brand relevant… a brand that continues to grow and maintain a cult following.

Our friends and fellow Seattleites, PCC Natural Markets, support local and organic farming, embrace sustainability and work to establish standards of the highest quality for the food products that it offers to the community. PCC is also a major donor to the PCC Farmland Trust, a non-profit that seeks to preserve farmland and move it into organic production. The brand talks the talk and walks the walk.

It’s transparent and it’s authentic; a top priority if brands want to create a cult following. Note that PCC is also deeply committed to a cause that’s greater than doing business profitably. Even cooler: it’s set up on the co-op model with 10 stores and 52,000 members and counting, who have a stake in PCC Natural Markets. Nothing inspires a community like having direct ownership in a brand that has a larger mission.

Why B Corps Rock

We’ve always been fans of Benefit Corporations, better known as B Corps, because inherent in their brand DNA is the desire to do business at a higher level. Sure, they’re in business to turn a profit and that’s great because if they’re not profitable they’re not going to stick around for very long.

These are brands that show the value of “conscious capitalism”. They build sustainability into their business models. They support worthy local, national and worldwide causes. Many support Fair Trade initiatives and small producers locally, nationally and abroad, and in doing so help to create shared economic growth while taking better care of our planet. These kinds of initiatives resonate with consumers and employees. In a big way.

There are other benefits, too. B corps can lead new movements. They differentiate their brands from competitors and pretenders – the brands that talk in a big way but do little in reality, other than an occasional local donation to a worthy cause. B Corps also have a way of generating PR without having to do all of the grunt work themselves. And they attract and engage real talent; people who want to work for them and contribute in meaningful ways because of who they are.

There are many solid-performing B Corps aside from Ben & Jerry’s. Method, Patagonia, Etsy and Warby Parker are all rock stars within the B Corps constellation. Almost 1,000 companies, large and small, from across the globe are certified B Corps, and the movement continues to grow.

New Belgium Brewery in Fort Collins, Colorado is a new breed of B Corp. Founded in 1989 by Jeff Lebesch and his wife, Kim Jordan, they set out with a core mission of crafting world-class beers while being environmental stewards. The company states that they “Look for ways to be less wasteful, be more efficient, recycle and reuse”. Reducing waste and water usage while lowering energy costs are cornerstones of the brand. Employees and owners work together to give grants to organizations that support sustainable agriculture, environmental advocacy and water conservation, among other worthwhile causes.

To top it off, New Belgium Brewery became 100% employee-owned in 2012 after the company set up an ESOP or Employee Stock Ownership Program and is all about full transparency in its business dealings and financials. Quality and innovation are equally important. To reiterate: all of these things taken together are components of the cult brand value equation. And it’s proof that you don’t have to be the size of a major corporation to create a cult. Local and regional companies, small and mid-sized, can create their own rabid fan bases.

Corporate Karma

There’s no mystery as to why brands like these create enthusiastic cults around themselves, right?
Their uniqueness starts on the inside and draws attention and devotees from the outside, making these brands grow exponentially.

You know the adage: “It’s better to give than to receive”. Ironically, those who give the most tend to be gifted in a far more significant way. We call it corporate karma.

And, hey, if your brand is lacking the richness and core meaning that lead to creating a meaningful cult and greater value, no worries. It’s never too late to reinvigorate your brand with a deeper purpose and mission. If the guys at Unilever are reevaluating their business model and becoming more community-oriented, why aren’t you?

David Lemley

David was two decades into a design career with a wall full of shiny awards and a portfolio of clients including Nordstrom, Starbucks, Nintendo, and REI. His rocket trajectory veered when his oldest child faced a health challenge of indeterminate origin. Hundreds of research hours later, David identified food allergy as the issue and convinced skeptical medical professionals caring for his child. Since that experience, David and Retail Voodoo have been on a mission to create a cleaner, healthier, more sustainable food system for all.

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What’s Your Language Saying about your Brand?

November 15, 2016  |  an article by David Lemley

If language builds and binds cultures, why shouldn’t it be used to build and bind cults around brands?

Think about the power of words. If I use specific words in a specific way, it builds an image in your mind. It paints a picture. It has meaning. Words tell stories and humankind responds to storytelling, as we all know, in an emotional way.

Now think about some of the world’s top brands. They know the secret of using the right kind of language to amplify who they are and what they’re all about.

That’s why it’s puzzling to see that so many brands aren’t effective communicators. If you’re going to use bland language, don’t be surprised when your target audience isn’t energized. When has lackluster, uninspiring language ever gotten people excited?

Another big no-no is misused language. You know: words that say one thing while the brand proves it’s something else in every action that it takes from the inside out—with its employees and with every customer facing aspect of its business. Look, nobody’s perfect and maybe we have a brand mission that’s tough to live up to 100% of the time, but misleading is never acceptable. Because then the brand is labeled as a fraud and avoided like the plague.

So moral of story: be selective about the words you use for your brands. And find the right ones and use them in the right context, too.

What about the grand majority of brands, the ones who aim to be compelling but cannot seem to supply the language? Well, brand language has to come from the creation of a unique, one-of-a-kind brand to make a meaningful impact. So let’s start there. And let’s have a real proposition to offer; one that can inspire. Then our words and story will fall into place.

Oh, so you have a commodity product line and there’s just no way for you to generate the kind of excitement we’re talking about? Think again.

Let’s talk about Johnny Cupcakes. What kind of cupcakes are Johnny’s? They’re not cupcakes at all. They’re T-shirts. T-shirts with cool art and wording on them. They happen to be sold in the brand’s own retail stores that happen to look like old, funky bakeries. They’re also sold online. And they’re packaged in bakery boxes.

A 19-year-old kid named Johnny Earle started up the brand in 2002. He had an idea, and a passion. He knew he could sell his T-shirts and he did; out of the trunk of his old, beat up ’89 Toyota Camry. Then he opened his first retail shop in 2004.

“When it came time to open a store, I really wanted it to be an unforgettable experience,” he said.

Some people just get branding in their bones, don’t they? And then more shops opened. And then Johnny got the idea to do some fun events and pop-up shops around the country.

It took a while but the way he used language, visuals and ideas to build a brand is pretty breathtaking. And you know what happened? Johnny Cupcakes developed a cult following around the country. By 2006, JC was getting all kinds of press—radio, TV, print—all about his brand. Free PR that has only fueled more interest in his brand. Wow—right?

“What blows my mind even more is that Johnny Cupcakes brand has been a case study in several branding and business books,” Earle is quoted as saying on his website. Maybe he’s surprised, but once you see his website and understand his vibe, you won’t be.

Not one to rest on his laurels, Earle is busy collaborating with a host of other brands: musicians, famous people and licensors to crank out more unique T-shirt designs.

As the icing on the cake, Johnny Cupcakes donates its time to community organizations in need and supports sports teams and other local groups in their hometown of Hull, Massachusetts as well as local charities. Plus: they donate T-shirts to fundraisers across the country.

Yep, we’ve always said it: the truly great brands are good corporate citizens.

So there you have it. Quirky brand, quirky brand owners and employees, cool tees. What’s not to love? Check out how to create and really rock a unique brand at johnnycupcakes.com. But remember: this language set is taken. Just use this to get inspired and go find your own.

David Lemley

David was two decades into a design career with a wall full of shiny awards and a portfolio of clients including Nordstrom, Starbucks, Nintendo, and REI. His rocket trajectory veered when his oldest child faced a health challenge of indeterminate origin. Hundreds of research hours later, David identified food allergy as the issue and convinced skeptical medical professionals caring for his child. Since that experience, David and Retail Voodoo have been on a mission to create a cleaner, healthier, more sustainable food system for all.

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Found/Owner Freakshow

June 10, 2016  |  an article by David Lemley

Something strange happens to entrepreneurs, it seems. They start their businesses with passion, insight and ambition. Many of them even get the concept of branding which is elusive to so many. Founder/Owners work relentlessly to build their brands, and then when their businesses take off—that’s when the strange thing happens.

They get lost, and for various reasons. For many, it’s a matter of getting lost in the daily grind and operations of running a business. Others get lost in space, navel gazing and contemplating what they might have done differently or better, or wondering which track they might pursue rather than the one they’re on. For yet others, there’s a constant second-guessing about their pricing structures, or whether and how to innovate their products or services. Often, that brings with it the inevitable fear of spending money; I mean, where and how should that be done? What kinds of innovations should be supported? Or should they just hold onto their money to improve their bottom lines?

Aye, aye, aye. It’s enough to give them—and us—a headache. And it does. To founder/owners of businesses: getting lost is not an option. Doing everything that needs doing every day, sans delegating anything, makes your brands suffer. I mean, who’s minding the store? Who’s seeing the big picture and running the show? Who’s at the helm? Apparently, nobody.

If anxiety is pushing off decision-making about the business, that can be even worse. No decision is a decision, right? Fear clouds judgment. It makes us freeze and that’s not a healthy thing. Look, if a unique brand was born as a result of a founding idea, it ought to be nurtured so that it can grow up healthy and strong. If it’s neglected, inconsistent, or constantly changing gears, it will lose vitality and eventually go the way of the dodo bird. You know, extinct.

Here’s the point: decision making is not as daunting when made through the prism of the brand; what it is and what it isn’t helps owners make the right decisions for their businesses. That’s not to say that they can’t change. Of course they can, and they have to if they’re going to remain relevant to their fan base, which is on the move and changing. But meaningful change happens when it makes sense to the brand and it’s in keeping with its values. Owners have to be on top of their brands to know what needs to be done and when.

Take a Note from Sahale

The Sahale Snacks brand was the brainchild of two co-founders who are avid outdoorsmen. They got tired of eating trail mix made from stale ingredients that lacked imagination. So they launched their own brand. “We went back to our kitchens the very next day and created unique combinations of premium nuts, dried fruits, and exotic spices, each reflecting a beautiful location, culture or culinary tradition somewhere in the world.”

That’s their brand. Everything they say and do reinforces that brand. When their packaging didn’t get the “Snack better” message across to justify its premium positioning, we amped up the package design to show just how appetizing and appealing it really is. End result of the Sahale spend? Increased visibility, rapid growth and strong sales among discerning consumers who are becoming brand fans.

This didn’t happen because the founders were star gazing or frozen into indecisiveness. They understood that Sahale had greater potential but they had to do something to make it happen. That could only happen because they were looking at the big picture and managing the brand.

There’s another moral to this tale. Most brands aren’t alone in a category, are they? And for those enviable brands that create a category, we know that they aren’t going to fly solo for very long. Too many wannabees are going to try to take a chip off the old block, steal some of the thunder and the sales.

So What’s a Brand to Do?

Take a page from Sahale and dig into what makes your brand one of a kind. And shout it out to the world. Keep on moving but don’t stray from the brand: it’s your reason for being. When you create a unique niche in a category, you ought to be able to own it if you market it wisely. If you don’t, somebody else is going to come along and take your niche and your brand positioning from you. It happens every day and you don’t want your brand to become one of those statistics. So take the rudder, please.

David Lemley

David was two decades into a design career with a wall full of shiny awards and a portfolio of clients including Nordstrom, Starbucks, Nintendo, and REI. His rocket trajectory veered when his oldest child faced a health challenge of indeterminate origin. Hundreds of research hours later, David identified food allergy as the issue and convinced skeptical medical professionals caring for his child. Since that experience, David and Retail Voodoo have been on a mission to create a cleaner, healthier, more sustainable food system for all.

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Sports Authority: A Name without a Brand

March 9, 2016  |  an article by David Lemley

A recent article discussed the woes of Sports Authority with the headline: “Sports Authority Is Sinking Under Discounts And Naming Rights.” Really? There’s no doubt, as the article cites, that Sports Authority has some major problems. What the article doesn’t explicitly say, however, is that these problems are of their own making. But they are.

In a nutshell: deep discounting to move out merchandise due to slow sales, paying a whopping $6 million per annum to have its name—Sports Authority Field—on the Denver Broncos’ stadium, and a $20 million default on its $343 million dollar debt all led to the company’s declaration of bankruptcy under chapter 11. These are the reasons given for the company’s demise. The company itself cites increased competition, as well.

And then of course, the lamentable state of retailing is yet again pointed out in other articles discussing the demise of Sports Authority. After all, retail giants like Macy’s, Wal-Mart, Radio Shack, Sears, Barnes & Noble are all going the way of the dodo bird; and with good reason in every case.

But coming back to Sports Authority, there’s more to the story than the company’s sinking under discounts, debt and naming rights. Let me ask you this question: what comes into your mind when you hear the name “Sports Authority”? Summarize their brand in a few words. Can’t, can you? Nor can I. And that is really the crux of their problem more than anything else.

Not saying they haven’t made bone-headed business decisions here, but Sports Authority is literally a name without a brand.

Make No Excuses

Brick and mortar retailers are finding it harder to pull in customers. Etailers are taking their customer base away from them. Competition is intense in every category. To all of that I say this: too many retailers aren’t giving customers a reason to believe. Too few are giving customers unique and compelling experiences. If they did, they’d have fans pouring into their stores. People can buy merchandise anywhere, but what they’re hungry for is the experience more than the product. Let that truth sink in.

Now think of this. Think of the sports names that represent meaningful brands. You know: brands that have meaning, substance and values, that they live and breathe up and down the line. In spite of a tough economy, in spite of increased competition, these brands are in it for the long haul. They can withstand tough times. They can even flourish because they attract customers and then turn them into brand fans. Their fans do purchase from their websites but they also enjoy coming into their stores because it’s always a great experience.

Who am I talking about? REI comes to mind. LL Bean. Cabela’s. Bass Pro Shops. Eastern Mountain Sports. All of these companies are brands. Brands with a clear position and value proposition. Brands with a vibrant story. What’s Sports Authority’s position, proposition and story, anyway? Hmmm, can’t seem to recall… isn’t that the larger point?

And here’s the thing: when you own a brand, it dictates business decision making. It actually helps you to avoid making bone-headed mistakes that could derail your company because anything that isn’t brand-centric and customer-centric simply isn’t done.

Naming a famous sports complex might stroke the egos of the inhabitants of the C-Suite but it doesn’t do much else. Don’t tell me that wasn’t why Sports Authority chose to fork out millions to put its banner in the Denver Broncos stadium. After all, competitor Dick’s Sporting Goods did it, so the mentality was likely one of not being outdone.

Strong sports brands help to support and underwrite events in their local communities—the ones that make sense for them and their fans. No need to blow millions on extravagant stuff. And you know what? I’ll bet legions of Denver Bronco fans bought their team jerseys, hats and sweats online or from a competitor—not from Sports Authority. That makes this tale even sadder.

David Lemley

David was two decades into a design career with a wall full of shiny awards and a portfolio of clients including Nordstrom, Starbucks, Nintendo, and REI. His rocket trajectory veered when his oldest child faced a health challenge of indeterminate origin. Hundreds of research hours later, David identified food allergy as the issue and convinced skeptical medical professionals caring for his child. Since that experience, David and Retail Voodoo have been on a mission to create a cleaner, healthier, more sustainable food system for all.

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Disrupt. Create a Category of One

November 10, 2015  |  an article by David Lemley

We’ve heard it all before. “There’s nothing new under the sun.” “It’s all been done before.” “Timing is everything and this isn’t the time to start anything new.”

Thankfully, the intrepid among us have never taken any of these ideas to heart. If they did, great inventions would have never happened and great brands might never have seen the light of day.

If anything, consumers are hungry for something new and exciting since they’re mostly confronted with the banal and the boring. But here come the excuses. Challenging consumer economy. Too much competition. It’s a short route to commoditization. Check, check and check.

There’s only one thing to do in this scenario. Disrupt. Because if you don’t, your brand is just one among many like brands with nothing to distinguish it from everything else out there. (You’ll muddle along but you’ll never be great.) But you can only disrupt if you dare.

In a Fast Company interview a few years ago, brand visionary, Scott Bedbury, of Nike and Starbucks fame nailed it: “I walked through a hardware store last night and I came across 50 brands I didn’t know existed,” said Scott Bedbury. “They may be great products, but they’re not great brands.”

Exactly.

Before Starbucks came on the scene, there were local coffee shops. Mostly ho-hummers. Nothing exciting in the way of offerings; coffee burned from being kept heated past its expiration date and a little local gossip. So why not create a magical third place? A welcoming environment that isn’t home or the office. A place conducive to gathering and staying, engaging in conversation in a pleasant atmosphere replete with mismatched chairs for a touch of hominess. A place offering a plethora of caffeinated beverages made to order with the best of ingredients.

Result? Home run. All because Howard Shultz went to Italy and saw how a coffee shop could be. And dared to bring the idea to our shores. Shultz could have said: too much competition and too much commoditization in the category. He would have been right unless he dared to disrupt. And he did.

And he isn’t the only disrupter, right? Nike did it in the sneaker category. KIND did it in the crowded nutritional bar category. Glaceau did it with water (can’t have a more basic commodity than that!) Plum Organics did it with baby food. REI did it among outdoor gear retailers. Whole Foods did it among natural product retailers. And Trader Joe’s did it among specialty/gourmet and natural retailers including Whole Foods.

These are all one-of-a-kind brands. They’ve smashed through the walls of their categories and reshaped the world as we knew it. Think about that.

So what does it take to disrupt? A few things.

  1. A willingness to step back and take a different view of categories because you’re looking for opportunities.
  2. An assessment of what’s lacking that would make people find meaning in your brand versus the others that are out there (read: the uninspiring and meaningless.)
  3. An intrepid spirit to go where no man or woman has gone before within the category, whether you sell goods or services.
  4. A full commitment to the brand: sticking to who and what you are and forgetting about all of the rest. (Brand dilution continues to be a big problem for brands large and small.)
  5. A willingness to continue to innovate within your brand proposition; to be willing to try things and sometimes fail so that you can learn and get stronger.
  6. An acceptance that others are going to try to knock you off by emulating what you do and responding by doing even better.
  7. A total focus on your customer who is your fan and a follower of your cult.

I know what you’re thinking. “This is terrific but in this economy who’s done anything lately?” Answer: lots of entrepreneurs have and they’re still doing it.

To wit: two women in New York City started up a new cupcake bakery. That’s an idea that’s already peaked, right? Prohibition Bakery brought the talents of two women: baker Brooke Siem and bartender Leslie Feinberg together four years ago with a unique brand idea. “People love cupcakes. People love booze.” Why not make liquor-laced cupcakes?

The bakery creates WOM like crazy because of its uniqueness. It really doesn’t have much competition if any. Does that mean others won’t come along and try to replicate their brand? Of course not. So Siem and Feinberg continue to innovate based on drink trends. Partnering with drink brands for promotions and creating new cupcakes based on specialty drinks only creates more word of mouth.

What I love: they’re clear about what they won’t do: deviate from making cupcakes to make cakes or meet special requests for dietary restrictions and customized decorations (too costly and inefficient—there are plenty of bakeries occupying those niches, besides—important to note.) This brand is well-defined. So is the strategy. They’re not aimlessly seizing on just any old trend if it doesn’t fit their brand and its unique positioning.

Why play in the same space as countless other brands? Why not seize on a unique idea as these smart women have done? I mean cupcakes that come with a warning label; that you need an ID to purchase? Cool.

Oh, wait. You’re not doing a start-up; you’ve already got an existing brand and it’s stuck in the mud. Okay, so what are you going to do about it?

I assure you: there are opportunities to stake out your own brand territory, but that proposition isn’t for the faint of heart. You’d better plan on rolling up your sleeves, working hard, and keeping your vision on track if you want to be successful. But the pay-off. . .to be the one and only? Wow!

Checkmate.

David Lemley

David was two decades into a design career with a wall full of shiny awards and a portfolio of clients including Nordstrom, Starbucks, Nintendo, and REI. His rocket trajectory veered when his oldest child faced a health challenge of indeterminate origin. Hundreds of research hours later, David identified food allergy as the issue and convinced skeptical medical professionals caring for his child. Since that experience, David and Retail Voodoo have been on a mission to create a cleaner, healthier, more sustainable food system for all.

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Dear McDonalds: Ads are Band-Aids and Your Injuries Require Open-Heart Surgery

April 24, 2015  |  an article by Diana Fryc

Let’s turn our attention to Steve Easterbrook, McDonald’s new CEO. He’s been in the position for less than two months, so we will give him the benefit of the doubt and say he is not a bad guy (or at least not yet). There is still time to change the direction of the company.

It is easy to say sales at McDonald’s are on the decline because consumers have changed tastes. That’s obvious. People are increasingly demanding transparency, healthy options and better labor standards. McDonald’s is struggling to keep up.

But that is far from the whole happy meal. They are in trouble because they cannot define their own brand or what their company stands for, aside from increasingly futile attempts to make a profit as a junk food in a health nut craze.

The past six months has shown a flurry of haphazard contradiction. They have both trimmed many items from their menu to speed up their service and added “Create Your Taste”menus to a host of locations. It may yield a more delicious, guacamole smothered burger, but at the price of waiting 7 minutes in the restaurant and hefting out $8.50 – a far cry from the quick drive-thru and dollar menu that once made them a staple.

Determined not to let the lovin’ die, they’ve recently staged a host of publicity stunts around “I’m lovin’ it”. But advertising will not solve their problems if they cannot define their own brand.

How can we love you if we don’t know who you are?

“When Ray Kroc helped found McDonalds in the 1950s, his business philosophy was that of a three-legged stool. One leg was the franchisees, the second suppliers and the third employees.”

Looking at the company objectively, we can see McDonald’s gives back to local communities. They do this through the Ronald McDonald House Charities, which helps children with medical support. It even offers tuition and education assistance to some of its workers. Their Corporate Responsibility Statement spouts on about how they are aiming for sustainably produced beef, coffee, palm oil and fish as well as fiber-based packaging by 2020.

Yet the associations most Americans equate with McDonalds are employees who are paid wages so low they cannot afford basic living costs and must result to welfare. We also hear tales of employees who are told to use condiments as burn ointment and returned unopened Christmas gifts for extra cash.

Their franchisees are not very pleased with them either, amid forced restaurant upgrades and mandatory advertising fees.

While McDonalds recently conceded to a $1 an hour pay raise, it only affects company-owned restaurant workers, which accounts for just 10% of their employees. Franchisees are arguing this will force them to raise wages as well, but without assistance from the corporation.

When Ray Kroc helped found McDonalds in the 1950s, his business philosophy was that of a three-legged stool. One leg was the franchisees, the second suppliers and the third employees. It seems they have lost their footing.

Companies like McDonald’s don’t know who they want to be or what they stand for. And the American public doesn’t either.

McDonald’s image and sales have slumped so badly they are closing 700 stores around in the world this year. In the US even Wendy’s and Burger King are passing them by. But Mickey D’s is the original – how is it being surpassed by its copycats?

It’s a conundrum we’ve seen too many times a company creates its own category, then sits back in horror as new companies move in and set up shop on their turf, some even making more money at it.

Give us a call, Easterbrook. Let us help you prove you are a good guy by quelling your company’s attempts to hurl money at dated advertising. Ads are Band-Aids and your injuries require open-heart surgery.

Focus that money on realigning and redefining your brand values. Stand the stool up again, and make your ethos value over profit as opposed to your current model of profit over value.

We may refuse to wear your Big Mac thermals, but we know we can help you fix your broken brand.

Diana Fryc

For Diana, a fierce determination to pursue what’s right is rooted in her DNA. The daughter of parents who endured unimaginable hardship before emigrating from Eastern Europe to the U.S., she is built for a higher purpose. Starting with an experience working with Jane Goodall to source sustainably made paper, she went on to a career helping Corporate America normalize the use of environmentally responsible products and materials before coming to Retail Voodoo.

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Want an Unforgettable Brand? Build a Strong Narrative

February 7, 2014  |  an article by David Lemley

“Storytellers have as profound a purpose as any who are charged to guide and transform human lives.”—Nancy Mellon, author

Nothing engages human beings like a good narrative. Nothing has formed distinct cultures and bound them together since ancient times like storytelling. Narrative has great power. It’s engaging if it’s relevant to an audience. When a story makes a deep impression, it becomes memorable. A strong narrative moves people because it elicits emotion. When they adopt it, it becomes part of the fabric of who they are.

The kind of narrative I’m referring to isn’t about developing an interesting plot for a novel. I’m talking about brand building. A brand narrative begins by sharing the story behind the brand—the unique vision and aspirations of its founder(s) that employees, stakeholders and consumers can relate to and with which they can identify. It’s a powerful foundation for any brand but it must be shared and expanded upon to create a devoted following.

A story alone doesn’t cut it. No brand that enjoys a cult following has succeeded without have a powerful story that is not only shared but delivered across every channel, every customer touch point and every experience, or it doesn’t ring true. We talk about authenticity and honesty all of the time for good reason. A story is only as meaningful to brand fans as every experience that they have when they engage with the brand.

Coming back to touch points: I’m referring to in-store or on-site interactions with retailers or service providers; websites, social and traditional media as well as mobile; customer service call centers—every channel has to be a conduit for the delivery of the story to surprise, delight and WOW consumers. Narrative-building brands do not invade consumers’ privacy or their spaces; they compel their audience to interact with them because they offer so much richness and meaning.

Here’s the other thing. A meaningful story is only a starting point for a narrative that continues. It doesn’t get stagnant. It grows as new chapters are written; the beauty of the story is that brand fans’ own stories become part of the narrative. Information is shared to enrich the lives of the brand’s adherents, creating core value and that value is prized because it is not found in any other brand. And that, my friends, is how brand fans form a cult. The brand belongs to them and they belong to the brand. The cult becomes part of a microcosm; a special social stratum of believers who can’t conceive of living without their brand because it has become a lifestyle choice.

True cult brands are focused on helping their followers to improve their lives. Their stories are never focused on selling products and services; they’re focused on delivering insights and information that deliver value, as I said. That value might encompass ways in which to add convenience and efficiencies for time-strapped consumers. It might showcase new technologies that meet the needs of the brand’s fans. Or it might share ideas leading to better health and nutritional choices. And it should anticipate what their cult will want even before they do.

As the brand experience deepens, the relationship between the fan and the brand does, too. Brand culture has to really merge with its fan base in order to leverage the full power of the narrative. Understanding the preferences and deep-seated human needs and emotions of its fans, helps brand builders to keep their brands relevant as they advance their narratives.

To prove my point, think of the brands with huge cult followings and recall their stories: Whole Foods, Zara, Lululemon, Apple, REI, Zappos, Van’s, Harley Davidson, Starbuck’s, Trader Joe’s—to name a few. Note how these brands have heritage signifying that they’ve remained true to their stories for some time. Proof that their narratives are constantly being written to remain relevant to their current followers as they consistently attract and engage new followers.

Finally, the brands with the most compelling narratives go one better. They strive to make a difference by being responsible corporate citizens. They practice sustainability and/or they fully integrate into their communities by giving away a share of their profits to worthwhile organizations that help people. They step up when their communities need help. They feed and nurture in tangible and not-so-tangible ways. Brand fans feel good about supporting them because they add so much meaning to their personal lives and do so much to enhance the communities in which they live. No matter how big these brands become, they still feel personal and exemplify a grassroots spirit.

In order to develop a brand strategy focused on leveraging the power of narrative, the following considerations must be met:

– Start with the unique story that brought the brand into being.
– What is the vision, the purpose of the brand? How does that bring meaning to a specific group of consumers?
– How can the story focus on its consumer target with its content: informing, inspiring and elevating their lives?
– How can the story’s new chapters add its fans’ own stories for richness, relevance and to become increasingly personal?
– How can the brand story remain relevant by tapping into its cult’s most ardent desires, needs and anticipate those desires and needs to continue to create “belonging” for them?
– How can the growing brand remain rooted in its narrative and its values, so that it feels personal and “small” no matter how large the company becomes?
– How can the brand do well by doing good? How can it become intertwined in the community?

David Lemley

David was two decades into a design career with a wall full of shiny awards and a portfolio of clients including Nordstrom, Starbucks, Nintendo, and REI. His rocket trajectory veered when his oldest child faced a health challenge of indeterminate origin. Hundreds of research hours later, David identified food allergy as the issue and convinced skeptical medical professionals caring for his child. Since that experience, David and Retail Voodoo have been on a mission to create a cleaner, healthier, more sustainable food system for all.

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6 Things You Must Do to Crack the Badge Brand Code

September 8, 2013  |  an article by David Lemley

Who are we? Who do we want to be? When the vision, passion and values of one-of-a-kind brands inspire us and make us want to make their statement our own magic happens. These are badge brands.

Badge brands have soul and character. They own a position; one that no other brand can own or ever will own. They’re unlike anything else we’ve ever seen and they make us want to be a part of the whole experience. Badge brands aren’t only about the image we want to project to the world; they’re a lifestyle choice with a definite POV and not in a tepid way. They bowl us over and we’re eager to join them.

Badge brands should not be confused solely as luxury brands a la Louis Vuitton, either. Sure, status is a badge. But not all badge brands and not all people need or want to project the “I am rich” image to the world. There are so many more visions that resonate!

We want to belong; to become members of communities. Badge brands seem to effortlessly make that happen. We don’t even stop to think about it: we just belong. This is what we do think about: we can’t live without our badge brand. Wouldn’t even consider it. Badge brands are as elemental to us as breathing. Powerful connection or what? Every brand has the possibility to conjure up emotion at this level, rather than the yawn that most elicit.

A new brand world with no room for mediocrity.

Now let’s talk about athletes, outdoor and wellness enthusiasts and how specific brands elevate their experience. Badge brands in these categories are statements made with exclamation points! Think of them in this way. They’re the difference between motorcycles and Harley Davidson. Between yoga gear and Lululemon. Between sneakers and Nike. Expressing ourselves with badge brands is like being on steroids without any harmful side effects.

There are so many outdoor and wellness brands that have the potential to become great badge brands, it makes me salivate just thinking about it. The thing is: many haven’t put it all together to make it happen yet. That’s because they’re too timid. Brand owners that think they ought to appeal to as many people as possible are wrong. They end up with brands as bland as vanilla; they’ve missed the point about how to create a one-of-a-kind brand with rabid fans, aka, a cult.

In point of fact, they need to take a stand, narrow their view, and mean a whole lot to a select community and they can’t be afraid to say so in every visual and verbal expression of the brand. That’s what makes the big picture marketers who create badge brands so admirable. They don’t get caught up in fads, trends and the minutiae; dismissing everything that could potentially dilute their brands. Everything is analyzed through the prism of the brand: does it make sense to embrace it or not? If not, it’s jettisoned. And that’s why they have powerful brands on their hands.

So here’s how to crack the badge brand code in six not-so-easy steps. . . If it was that easy, every brand would do it.

All strong brands share a set of common elements: A Foundation story, Brand Pillars, a Defined Brand Personality and, most importantly, a Brand Promise.

Addressing these elements through the lens of your brand’s archetype helps everyone deepen our answers to why our brand exists and why our employees and fans should care.

Look for ways your archetypal story might show up to the world:

Dare to take a stand that will ensure your brand isn’t for everybody. Stake out a position. Just make sure that the people you want to connect with get it. Taking a stand will make your audience sit up and take notice, stand up and applaud and then run straight for your brand. To stand for something you’ve got to make some tough decisions, mostly about what you will not be doing: you cannot be the lowest price, highest value, premium anything. This is heady stuff.

Do you have the courage and sincerity to make it happen?

Badge brand owners have to be able to stand up and fight—against wrong-headed ideas, fads and ideas that might seem cool but don’t align with your brand. This takes more determination, focus and sticktoitiveness than you think it does. It helps when you stop thinking like a marketer and have empathy for the humans you want to to buy from you. You’ll quickly realize that in our time-compressed days, most of us have little time for things that don’t really help us. For brands to matter, the customer must believe the brand is bringing something more valuable to them than the money they spent.

Do you have the guts to stick to the values that define your brand?

We all know how many “me-too” brands are out there. Ask yourself: do you want your brand to take a small piece of the pie or do you want to bake a whole new pie that belongs only to you and your brand? Differentiation really does matter. Giving it personality is huge, but remember you won’t succeed just because you have a story. You’ll succeed when you have a story that inspires people to connect with your brand at the expense of someone else’s. In today’s world, authentic soul matters most of all.

Does your brand have humanity-connecting soulfulness?

Get the look, feel and tone of your brand down. Brands must define and own their brand voice. Stay clearly focused on protecting your brand with a standardized style guide. This not only keeps your messaging on track, it helps reduce the emotional subjectivity that can paralyze even the best marketers. Don’t get me wrong, I am all for using emotion to tell a good story, and evolving it regularly to remain relevant. Be careful that your brand’s POV or mission doesn’t get tweaked to match the new creative. And please, don’t change messaging out of boredom or hubris.

Can you commit to your brand and say “I do”?

Know from the get-go that your brand will be the object of love and devotion, as well as some potential animosity. After all: you will not become a badge brands without a strong POV. Leaders swim against the current of banality and the status quo; they’re category disruptors so they can become targets. The brands that will own the world tomorrow are embarking on the journey towards a more sustainable and socially-responsible future.

Can you get on board and stick to your vision—even if it makes some people uncomfortable?

Achieving badge brand status is one thing. Retaining it for the long haul is another. Look at the brands that have blazed their own trails and resolve stay relevant. Rule Numero Uno: Never follow. Cut a new trail and lead.

How will you walk the line between staying true to your brand while evolving with the modern world to remain relevant?

David Lemley

David was two decades into a design career with a wall full of shiny awards and a portfolio of clients including Nordstrom, Starbucks, Nintendo, and REI. His rocket trajectory veered when his oldest child faced a health challenge of indeterminate origin. Hundreds of research hours later, David identified food allergy as the issue and convinced skeptical medical professionals caring for his child. Since that experience, David and Retail Voodoo have been on a mission to create a cleaner, healthier, more sustainable food system for all.

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The Cult Brand Value Equation

April 17, 2013  |  an article by David Lemley

David Lemley

David was two decades into a design career with a wall full of shiny awards and a portfolio of clients including Nordstrom, Starbucks, Nintendo, and REI. His rocket trajectory veered when his oldest child faced a health challenge of indeterminate origin. Hundreds of research hours later, David identified food allergy as the issue and convinced skeptical medical professionals caring for his child. Since that experience, David and Retail Voodoo have been on a mission to create a cleaner, healthier, more sustainable food system for all.

Connect with David

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