Beloved Brands in the Market

Airbnb nails the consumer experience better than the rest

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bnb_billboard_01-2000x1125Airbnb does an amazing job in delivering an amazing consumer experience. They deliver on their big idea of Don’t just go there. Live there. I have always been a traveler, more than a tourist. And, I would love to live everywhere in the world. I don’t need a hotel.

I have always found it better to rent a place for a week, and live there. And, I hate staying hotels, like a tourist. My first venture was in Peebles Scotland, in 1992. I found an amazing place through the classified section of the newspaper. Do you even know where Peebles is? Wait, do you even know what a classified section is? Then, I met the person, went through a photo album. And, then handed them the cash. I had an amazing time. The flat was the top half of a house, in a small village 30 minutes south of Edinburgh. Then throughout the 1990’s, I found a place in France, Belgium, Austria and New Zealand.

Still no technology. It was not really easy finding these gems around the world. It was like finding a needle in a haystack. But, ever so rewarding when I did find them. I’ve been so lucky to have stayed in so many great places.

Airbnb takes all the hard work I was doing and puts it right in front of the consumer. Screen Shot 2016-07-18 at 6.44.58 AMYou can sort by city, even down to the neighborhood, sort by the type of residence, specify a few needs (e.g. wifi) and then put in your price range. With most, you can see 15-20 photos to give you an idea. You can also see reviews, but they need help in that department to ensure honesty.  (e.g. It looks like everyone hands out 4’s and 5’s). You make your choice, select the dates, provide government I.D. to ensure it is really you and then off your offer goes to the owner. Moments later, or when they wake up, the reply saying yes. There is a bit of hunting that goes on, but it is so much easier than everything I used to do.

Don’t just go there. Live there.

Airbnb has nailed the creation of the big idea of “Don’t just go there. Live there.” It replaces their original big idea of “Imagine a world where you can belong anywhere”, which felt a bit dreamy and disconnected from the reality of the product they were offering. Airbnb’s own data says that 86% of the consumers who use Airbnb are picking the platform because they want to live more like a local. Exactly the same reasoning I was looking up places in newspapers. That insight of living rather than visiting inspired the brand’s latest and largest marketing campaign, “Live There.”

At Beloved Brands, we have created a model that shows how to take your big idea down to every part of your business through 5 consumer touch-points: brand promise, brand story, innovation, purchase moment and the consumer experience.

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While Airbnb has created a great experience with their system, they are taking it a step further with their advertising and their smart use of partnerships around the world to express the brand’s point of difference versus hotels. The latest advertising really caught my attention as they nailed the insight that speaks to those of us who want to live there. According to Airbnb, 52 percent of these younger-minded U.S. travelers find crowds at major tourist attractions to be more stressful than doing a tax return, while 47 percent don’t like to be labeled as tourists when they go to a new place. Such an arresting spot.

 

In a partnership with the Art Institute of Chicago, they were able to recreate Van Gogh’s famous bedroom to be rented for $13 a night on Airbnb. While it showcases the museum, for Airbnb, it really brings their brand experience to life, saying anything is possible.

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Next, to embed the brand experience through the culture, Airbnb built their new office in Singapore around the actual homes on Airbnb to showcase the vast diversity of destinations on offer through the community-driven platform. These include an apartment in Batignolles, Andy Warhol-inspired art loft in Bangkok, a caravan in Cornwall, a villa in Kuta, amongst others.

AirbnbOffice_Singapore_Bangkok_BetonBrut

 

“Airbnb has never been a traditional workplace. At Airbnb, we want to create the sense of travel when we welcome people into our office,” said Airbnb Asia-Pacific regional director Julian Persaud. “Simply having photos of unique accommodation and far-off places are not enough, we want our employees and guests to experience the feeling you get when you travel.”

AirbnbOffice_Singapore_Auckland

 

As a sports fan, Airbnb partnered with the Air Canada Center in my hometown of Toronto to provide an amazing experience for a couple. They converted one of the executive suites at the arena into a place to stay for a couple. They saw a hockey and basketball game, then skated on the ice and shot on the court. Have a look:

What can you do to bring your consumer experience to life?

To read how to create a beloved brand, read the following presentation:

 

Beloved Brands: Who are we?

At Beloved Brands, our purpose is to help brands find a new pathway to growth. We believe that the more love your brand can generate with your most cherished consumers, the more power, growth, and profitability you will realize in the future.

The best solutions are likely inside you already, but struggle to come out. Our unique engagement tools are the backbone of our strategy workshops. These tools will force you to think differently so you can freely generate many new ideas. At Beloved Brands, we bring our challenging voice to help you make decisions and refine every potential idea.

We help brands find growth

We start by defining a brand positioning statement, outlining the desired target, consumer benefits and support points the brand will stand behind. And then, we build a big idea that is simple and unique enough to stand out in the clutter of the market, motivating enough to get consumers to engage, buy and build a loyal following with your brand. Finally, the big idea must influence employees to personally deliver an outstanding consumer experience, to help move consumers along the journey to loving your brand.

We will help you write a strategic brand plan for the future, to get everyone in your organization to follow. It starts with an inspiring vision that pushes your team to imagine a brighter future. We use our strategic thinking tools to help you make strategic choices on where to allocate your brand’s limited resources. We work with your team to build out project plans, creative briefs and provide advice on marketing execution.

To learn more about our coaching, click on this link: Beloved Brands Strategic Coaching

We make Brand Leaders smarter

We believe that investing in your marketing people will pay off. With smarter people behind your brands will drive higher revenue growth and profits. With our brand management training program, you will see smarter strategic thinking, more focused brand plans, brand positioning, better creative briefs that steer your agencies, improved decision-making on marketing execution, smarter analytical skills to assess your brand’s performance and a better management of the profitability of the brand.

To learn more about our training programs, click on this link: Beloved Brands Training

If you need our help, email me at graham@beloved-brands.com or call me at 416 885 3911

Graham Robertson bio

 

 

Beloved Brands in the Market

Ritz-Carlton: Meeting the “unexpressed” needs of guests

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Impeccable service separates Ritz-Carlton

Ritz-Carlton does a lot of things right to earn the high prices they are able to charge–the best locations, beautiful rooms, nice beds and great meals. But in reality, every luxury hotel has to deliver against these or they’ll be quickly out of business. Recognizing that any great brand has to be better, different or cheaper to win, Ritz-Carlton focuses their attention on impeccable service standards to separate themselves from other Hotels. What Ritz-Carlton has done so well is operationalize it so that culture and brand are one.RitzCarlton.svg

I was lucky enough to be able to attend the Ritz-Carlton Training session, and as a Brand Leader, the thing that struck me was the idea of meeting the “unexpressed” needs of guests. As highly paid Marketers, even with mounds of research, we still struggle to figure out what our consumers want, yet Ritz-Carlton has created a culture where bartenders, bellhops and front desk clerks instinctively meet these “unexpressed needs”. Employees carry around note pads and record the expressed and unexpressed needs of every guest and then they use their instincts to try to surprise and delight these guests.

Employees are fully empowered to create unique, memorable and personal experiences for our guests. Unique means doing something that helps to separate Ritz-Carlton from other hotels, memorable forces the staff to do something that truly stands out. And personal is defined as people doing things for other people. Isn’t that what marketers do? So what’s getting in our way?

They bake it right into the Ritz-Carlton culture

The phrase that Ritz-Carlton uses with their staff is “Radar is on and Antenna is Up” so that everyone can be looking for the unexpressed needs. These could be small wins that delight consumers in a big way:

  • A couple arrives at the hotel, wife is six months pregnant. Normal service would be to observe and do nothing–at best help with the bags. But at Ritz-Carlton, antenna up means they get a special pillow for sleeping and alcohol free sparkling cider instead of champagne.
  • A business guest who was staying at a hotel for 4 weeks and the staff printed up business cards with the guest name, hotel address and phone number so that he could give them out during his stay.

But like any hotel, things do go wrong. The staff is encouraged to use these moments to not only address the problem and fix it but also try to surprise and delight guests turning a problem into a potential wow moment. With everyone’s antenna’s up, when a problem does arise they quickly brainstorm and use everyone’s input.

  • A guest who had just left the hotel called to say that their son had left his stuffed giraffe in the room. The boy could not stop crying.2012-05-17-Joshiepic5 The only thing these distraught parents could think of to tell their son, is that the giraffe was staying on the vacation a little longer. So the staff, found the giraffe and overnighted it to the boy. Most luxury hotels would have done that. But that was not enough for Ritz-Carlton. Knowing what the Mom had told their son about staying on a bit longer, the staff also included a photo album of the giraffe enjoying his extra stay, including photos of the giraffe sitting by the pool, in the spa with cucumbers on his eyes, and laying out on the beach. It’s not that the album would make the boy excited, because he was excited just to have his favorite giraffe back. But imagine how the parents felt and the signal it sends to them about the Ritz-Carlton staff and how many friends they may share that story with.
  • An activity coordinator noticed that one of them had a real passion for ballet. Over the week, the activity coordinator even came in before her shift every day to give the girl a private ballet class. She wanted to do something special for the young guest, and decided to teach her a special dance for her parents. On their last day, she arranged for a performance at the Jazz Club, with special music and lighting for the performance. The couple was very grateful and could not believe how much love and passion the activity coordinator had put into making their daughter’s stay so memorable. To complete the experience, they gave the guests a CD with pictures and videos of their daughter’s performance so they could share it with family and friends on their return home

To inspire each other, everyone at Ritz-Carlton goes through a daily line up where they share wow stories, both local stories and stories from other hotels around the world. This line up keeps everyone in line, but it also keeps people fully engaged. Harvard did a study on Employee Engagement, stating that the average company had 29% of their employees who were fully engaged and they labelled this group as the Super Stars. Using the same criteria, Ritz-Carlton has 92% of their staff considered fully engaged. No wonder they are able to win so many service awards and no wonder they can create such an experience for their consumers. They’ve fully created a culture that now defines the brand.

So what can brand leaders learn from Ritz-Carlton?

  1. How can marketers challenge themselves to meet the unexpressed needs of guests? As Henry Ford said: “If I had asked people what they wanted, they would have said faster horses.” So what’s getting in your way? Are you over-thinking things? Are you too worried about the short-term results that you’re not even seeing or hearing the unexpressed needs? Are you so analytical that you need to see the data first and never really reach for your instincts which might challenge the data or even fill in the missing gaps in the data?0da472d
  2. How do you get your antenna’s up so that you and your team are always watching, listening and thinking? As you run from meeting to meeting, filling in forecasting templates and spending evenings pretty-ing up your presentation for senior leaders, how many times a week do you talk to consumers, how many times do you walk into a store or what social media tools do you monitor and listen to. Do you ever sit with customer service for an afternoon? Do you read through the complaints? And while it’s great that you do this once in a while, how do you operationalize it with your team. Can you set aside time so that you’re doing regular store visits or a quick brainstorm on observations once a week.
  3. How can Marketers push ourselves to wow the Consumer? The Ritz-Carlton staff is constantly trying to wow their guests, in either a small or big way believing that both make a difference. Are you pushing yourself to surprise your consumer? Are you trying to wow your consumer? Are you rejecting OK work to force everyone to reach for Great? Do you have a standard for the work that exceeds that of your consumer, after all if you don’t love the work then how do you expect your consumer to love your brand?

Do something this week that meets the unexpressed needs of a Customer just to see what it feels like. It might feel pretty damn powerful.

 

To read about how to create a Beloved Brand, click on the presentation below:

 

Beloved Brands: Who are we?

At Beloved Brands, we promise that we will make your brand stronger and your brand leaders smarter. We can help you come up with your brand’s Brand Positioning, Big Idea and Brand Concept. We also can help create Brand Plans that everyone in your organization can follow and helps to focus your Marketing Execution. We provide a new way to look at Brand Management, that uses a provocative approach to align your brand to the sound fundamentals of brand management.

We will make your team of Brand Leaders smarter so they can produce exceptional work that drives stronger brand results. We offer brand training on every subject in marketing, related to strategic thinking, analytics, brand planning, positioning, creative briefs, customer marketing and marketing execution.

To contact us, email us at graham@beloved-brands.com or call us at 416-885-3911. You can also find us on Twitter @belovedbrands.

Positioning 2016.112

 

Beloved Brands in the Market

How Ritz-Carlton meets the “unexpressed” needs of guests

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The Impeccable service helps separate Ritz-Carlton. Ritz-Carlton does a lot of things right to earn the high prices they are able to charge–the best locations, beautiful rooms, nice beds and great meals. But in reality, every luxury hotel has to deliver against these or they’ll be quickly out of business. Recognizing that any great brand has to be better, different or cheaper to win, Ritz-Carlton focuses their attention on impeccable service standards to separate themselves from other Hotels. What Ritz-Carlton has done so well is operationalize it so that culture and brand are one.ritz-carlton

I was lucky enough to be able to attend the Ritz-Carlton Training session, and as a Brand Leader, the thing that struck me was the idea of meeting the “unexpressed” needs of guests.

As highly paid Marketers, even with mounds of research, we still struggle to figure out what our consumers want, yet Ritz-Carlton has created a culture where bartenders, bellhops and front desk clerks instinctively meet these “unexpressed needs”. Employees carry around notepads and record the expressed and unexpressed needs of every guest and then they use their instincts to try to surprise and delight these guests.

Employees are fully empowered to create unique, memorable and personal experiences for our guests. Unique means doing something that helps to separate Ritz-Carlton from other hotels, memorable forces the staff to do something that truly stands out. And personal is defined as people doing things for other people. Is that not what marketers should be doing? So what is getting in your way?

Ritz-Carlton bakes service values right into their culture

The Ritz-Carlton phrase they use with their staff is “Keep your radar on and antenna up” so that everyone can look for the unexpressed needs of their guests. These could be small wins that delight consumers in a big way, showing the hotel is thinking of ways to treat them as unique and special. But like any hotel, things do go wrong. When a problem does arise they quickly brainstorm and use everyone’s input. The staff is encouraged to surprise and delight guests so they can turn a problem into a potential wow moment.

Wow stories

A great story that makes its way around the Ritz-Carlton world. A guest who had just left the hotel called to say that their son had left his stuffed giraffe in the room. The boy could not stop crying. The only thing these distraught parents could think of to tell their son is that the giraffe was staying on the vacation a little longer. So the staff found the giraffe and overnighted it to the boy. Most luxury hotels would have done that. But that was not enough for Ritz-Carlton.

Knowing what the Mom had told their son about staying on a bit longer, the staff also included a photo album of the giraffe enjoying his extra stay. They took photos sitting by the pool, getting a massage in the spa with cucumbers on his eyes, and laying out on the beach. Imagine how the parents felt. And the signal it sends to them about the Ritz-Carlton staff. Imagine how many friends they may share that story with.

To inspire each other, everyone at Ritz-Carlton goes through a daily line up where they share wow stories, both local stories, and stories from other hotels around the world. This line up keeps everyone in line, but it also keeps people fully engaged.

Harvard did a study on Employee Engagement, stating that the average company had 29% of their employees who were fully engaged and they labeled this group as the ‘Super Stars’. Using the same criteria, Ritz Carlton has 92% of their staff considered fully engaged. No wonder they are able to win so many service awards and no wonder they can create such an experience for their consumers. They have fully created a culture that now defines the brand.

So What Can Brand Leaders Learn from Ritz-Carlton?

  1. How can Brand Leaders meet the unexpressed needs of guests? As Henry Ford said: “If I had asked people what they wanted, they would have said faster horses.” Are you too worried about the short-term results that you are not even seeing or hearing the unexpressed needs of consumers? Are you so analytical that you need to see the data first and never reach for your instincts?
  2. How do you get your antenna up, so that you are always watching, listening and thinking? How many times a week do you talk with consumers, walk into a store or monitor the brand’s social media feed? Do you ever sit with customer service or read through consumer complaints? Can you set aside time to do a quick brainstorm on consumer observations once a week?
  3. How can Brand Leaders push themselves to wow the consumer? The Ritz-Carlton staff is constantly trying to wow their guests, with surprise and delight that goes beyond the brand promise. Are you pushing yourself to surprise or wow your consumer? Do you have a high standard for the work that exceeds that of your consumer?

How to communicate to the corporate culture behind your brand

With most brands I meet up with, I ask “What is the Big Idea behind your brand?” I rarely get a great answer. When I ask a Leadership Team, I normally get a variety answers. When I ask the most far-reaching sales reps, the scientists in the lab or their retailer partners, the answers get worse. How Ritz-Carlton meets unexpressed needsThat is not healthy. Everyone who touches that brand should be able to explain what it stands for in 7 seconds, 60 seconds, 30 minutes or at every consumer touch-point. They should always be delivering the same message.

There are too many Brands where what gets said to the consumer is different from what gets said inside the corporate walls. The Big Idea must organize the culture to ensure everyone who is tasked to meet the needs of both consumers and customers, whether they are in HR, product development, finance, operations and experience delivery teams, must all know their role in delivering the Big Idea.

Too many brands believe brand messaging is something that Advertising does. The more focus we put on delivering an amazing consumer experience, the more we need to make sure the external and internal brand story are aligned. It should be a Big Idea that drives that story. Every communication to employees, whether in a town-hall speech, simple memo or celebration should touch upon the brand values that flow from the Big Idea, highlighting examples when employees have delivered on a certain brand value.

The Big Idea should drive everything and everyone

Brand Management was originally built on a hub-and-spoke system, with the Brand Manager expected to sit right in the middle of the organization, helping drive everything and everyone around the Brand. However, it should actually be the brand’s Big Idea that sits at the center, with everyone connected to the brand expected to understand and deliver the idea.How Ritz-Carlton meets unexpressed needs

Aligning the brand with the culture is essential to the long-term success of the brand. The best brands look to the overall culture as an asset that helps create a powerful consumer experience. The expected behaviors of the operations team behind the consumer experience should flow out of the brand values, that flow from the Big Idea. These values act as guideposts to ensure that the behavior of everyone in the organization is set to deliver the brand’s promise.

Can you do something this week that meets the unexpressed needs of your customer?

 

To learn more about this type of thinking, you should explore my new book, Beloved Brands.

With Beloved Brands, you will learn everything you need to know so you can build a brand that your consumers will love.

You will learn how to think strategically, define your brand with a positioning statement and a brand idea, write a brand plan everyone can follow, inspire smart and creative marketing execution and analyze the performance of your brand through a deep-dive business review.

Beloved Brands book

To order the e-book version or the paperback version from Amazon, click on this link: https://lnkd.in/eF-mYPe

If you use Kobo, you can find Beloved Brands in over 30 markets using this link: https://lnkd.in/g7SzEh4

And if you are in India, you can use this link to order: https://lnkd.in/gDA5Aiw

Beloved Brands: Who are we?

At Beloved Brands, our purpose is to help brands find a new pathway to growth. We believe that the more love your brand can generate with your most cherished consumers, the more power, growth, and profitability you will realize in the future.

We think the best solutions are likely inside you already, but struggle to come out. Our unique playbook tools are the backbone of our workshops. We bring our challenging voice to help you make decisions and refine every potential idea.

We start by defining a brand positioning statement, outlining the desired target, consumer benefits and support points the brand will stand behind. And then, we build a brand idea that is simple and unique enough to stand out in the clutter of the market, motivating enough to get consumers to engage, buy and build a loyal following with your brand.

We will help you write a strategic brand plan for the future, to get everyone in your organization to follow. It starts with an inspiring vision that pushes your team to imagine a brighter future. We use our strategic thinking tools to help you make strategic choices on where to allocate your brand’s limited resources.

Our brand playbook methodology will challenge you to unlock future growth for your brand

  1. Our deep-dive assessment process will give you the knowledge of the issues facing your brand, so you can build a smart plan to unleash future growth.
  2. Find a winning brand positioning statement that motivates consumers to buy, and gives you a competitive advantage to drive future growth.
  3. Create a brand idea to capture the minds and hearts of consumers, while inspiring and focusing your team to deliver greatness on the brand’s behalf.
  4. Build a brand plan to help you make smart focused decisions, so you can organize, steer, and inspire your team towards higher growth.
  5. Advise on advertising, to find creative that drives branded breakthrough and use a motivating messaging to set up long-term brand growth.
  6. Our brand training program will make your brand leaders smarter, so you have added confidence in their performance to drive brand growth.

To learn more about our coaching, click on this link: Beloved Brands Strategic Coaching

To learn more about our training programs, click on this link: Beloved Brands Training

If you need our help, email me at graham@beloved-brands.com or call me at 416 885 3911

You have my personal promise to help you solve your brand building challenges. I will give you new thinking, so you can unlock future growth for your brand.

Signature

Graham Robertson

Founder and CMO, Beloved Brands Inc.