Very few beloved brands stay on top for long. We live in the moment, so it is hard to imagine that Starbucks, Amazon, Google, Uber, Tesla, Apple or Nike would ever collapse. While there are no signs any of those brands will, history tells you that a few of them will falter. Staying at the top is just as hard as getting there. Just ask former beloved brands that have fallen from grace, including Blackberry, Gap Clothing, Kodak, Cadillac or Benneton.
Brands usually have a turning point, based on a decision they have made or a decision they avoided making. They lose touch with the reality of their marketplace. They ignore competitors, stop listening to consumers or fail to attack themselves.
The brand love curve
I first came up with the idea of a brand love curve when I ran a marketing department with 15 different consumer brands, which exhibited various degrees of success. Honestly, it was hard for me to keep track of where each brand stood. I did not want to apply a one-size-fits-all strategy to brands with dramatically different needs. I could have used some traditional matrix with market share versus category growth rates or stuck with revenue size versus margin rates. Every day on the job, I noticed brands that had created a stronger bond with their consumer outperformed brands that lacked such a close connection. I started to refer to the high-performance brands as “beloved” because I could see how emotionally engaged consumers were with the brand.
At the other end of the scale, I referred to the inferior performance brands as “indifferent” because consumers did not care about them. They failed to stand for anything in the consumer’s mind; they were not better, different, or cheaper. I could see how these brands were unable to create any connection with their consumers – and they faced massive declines.
Everything seemed to work better and easier for beloved brands. New product launches were more impactful because the brand’s loyal consumers were automatically curious about what was new. Retailers gave these the beloved brands preferential treatment because they knew their consumers wanted them. With a beloved brand, retailers knew their consumers would switch stores before they switch brands. Everyone in my organization, from the President to the technician in the lab, cared more about these beloved brands. No one seemed to care about the indifferent brands. Internal brainstorm sessions produced inspiring ideas on beloved brands, yet people would not even show up for brainstorms on indifferent brands.
Our agencies bragged about the work they did on beloved brands. Even my people were more excited to work on these beloved brands, believing a move to the beloved brand was a big career move while being moved to an indifferent brand was a career death sentence.
These beloved brands had better performance results and better consumer tracking scores on advertising. They saw a stronger return on marketing investment, with a better response to marketing programs, higher growth rates, and higher margins. The overall profitability fuelled further investment into beloved brands.
The stages of the brand love curve
I always believe it takes a strategic mind to figure out brand love.
For new brands, they were completely “unknown” to consumers. Unless there were genuinely compelling messages, consumers would walk past without even looking. To achieve some success, the priority for these brands is to get noticed within the clutter of the market.
At the “indifferent” stage, consumers feel O.K. about the brand, similar to how they usually feel about commodities, like fruit and vegetables. These brands satisfy the consumer’s basic needs. Consumers will only buy the brand when it is on sale, but switch back to their other brand choice when it is not. Make your brand more than just a commodity. Brands need to be better, different, or cheaper. Otherwise, they will not be around for long, and you waste your investment.
Brands that reach the “like it” stage experience the first sign of business success. Their consumers see the brand as a logical, functional, and smart choice. However, the lack of any emotional connection leaves the purchase up to chance. Consumers will still switch brands randomly. Brands at the like it stage stress the product performance so much they forget to trigger any emotions.
Brands at the “love it” stage start to see more emotionally engaged consumers. The rule of love you must follow: Consumers must love the brand before you can tell consumers you love them. Consumers see the brand as a favorite choice, usually connected to a favorite part of their day. They are loyal and build the brand into a routine. These brands must also find a way to demonstrate their love toward consumers and continue to tighten the bond with their most loyal brand lovers.
The “beloved brand” stage is where the brand becomes iconic, with a core base of brand lovers who cherish and defend the brand. These consumers see the brand as a personal choice, a badge they proudly hold in their hand or wear on their feet. At the beloved stage, the brands must create magical experiences that inspire brand lovers to share with their friends.
Case studies of the ways that beloved brands fell from grace
Beloved brands that fell from grace because they struggled to keep up with the times.
The beloved brands of General Motors, including Cadillac, Oldsmobile and Corvette, fell from grace. Not only only did they peak in the 1970’s, but found themselves stuck their as well. The 70’s were one of those decades with such a distinct look with Disco, perms, gold chains and the 3-piece suit, that most things connected to the 70’s were completely rejected in the 1980’s.
The Oldsmobile was a classic American family car who sales soared through the 1970’s. By the mid-80’s, in an effort to try to capture a new generation, they used the infamous tagline of “Not your father’s Oldsmobile” which only re-enforced that it IS your father’s Oldsmobile.The near-bankruptcy of General Motors can be traced back to the 1970’s when the brands peaked and yet felt stuck in a time-warp forever. GM failed to keep up in design, and failed to change as gas prices rose dramatically. They found themselves attacked on the lower end from the Japanese cars like Toyota and Honda and at the higher end from German brands like Mercedes, Porsche, Audi and BMW.
Beloved brands who forgot who they were and what made them famous.
Benetton is great example of a brand who fell from grace because they forgot what made them famous. In 1990, Benetton could do no wrong. Business schools wrote case studies of their success and Ad Agencies held them up as the brand of envy for all clients to learn from. They had shock-value advertising campaigns that people talked about at the lunch table and there was a Benetton store in every mall. Their colorful and stylish fashion was the desire of the core teenage crowd.
Benetton’s brand promise was providing European fashions at an affordable price. But the arrogance of the “can do no wrong” brand quickly faded. While they were so busy creating shock-value advertising and arrogantly talking of their brand as it were art itself they forgot about the fashion part of the business. Benetton started to look like a hollow promise of cool ads with not-so-cool clothing. Benetton expanded so broadly and so fast, they opted for franchises instead of maintaining ownership over the distribution.
Beloved brands that fell from grace because they were afraid to attack themself. If you don’t, you can expect an attack from someone else.
Kodak was such a revered brand for so long. But they refused to attack themselves and fell from grace. This opened up so many windows of attack from others. The first attack came in the traditional film business from low-priced Fuji film. Kodak did nothing to stop Fuji for fear of eroding their margin, letting Fuji gain a 17% share of the film market.Untitled-2 The second attack came from new entrants into the digital camera market before Kodak was ready to enter. Kodak invented the first digital camera as early as 1975. They never launched the product. Kodak feared the digital camera threatened Kodak’s photographic film business. In 1990 Kodak finally laid out a plan to enter the digital camera market. But, they took another decade to finally enter the market.
The world was changing, yet Kodak executives still could not fathom a world without traditional film. However, they saw little incentive to deviate into the digital camera space. The third attack came once Kodak entered the digital camera space. Kodak entered at the high-end of the market and for a brief moment was the #1 digital camera. But Kodak failed to recognize how quickly the digital camera market would become commoditized. They did cut their prices, but couldn’t lower their cost of goods fast enough to keep up with the Japanese manufacturers. Kodak’s traditional film business was dying. The result: Bankruptcy. Interestingly enough, at the time of their bankruptcy, Kodak released 1000’s of patents for sale. Kodak’s refusal to act on the right innovation in a timely fashion killed the Kodak brand. They failed to attack themselves only to let others attack and ultimately destroy them. Kodak is definetly an example of brands that failed.
Beloved brands that lost focus and let their cosnumer experience slide
A case study in a brand that fell from grace because their consumer experience not living up to expectations is the Blackberry. It’s a classic case where they grabbed early share as the category innovator and then forgot to keep making improvements to the overall experience. The list of problems for blackberry is long: major service outages, keyboard that sticks, small screen size, bad cameras, poor quality speaker-phone, slow internet browser and when the screen freezes you have to take the battery out and re-boot. In my last few months as an angry blackberry user, I was taking the battery out 5x a day.
The leaders at Blackberry believed they were invincible almost laughing when Apple launched the iPhone. These guys would next launch a tablet without any Apps on it. Oh man! What I think Blackberry’s biggest failure is not mapping out the customer experience and attacking every possible weakness. And, the blackberry experience has just not kept pace with Android and Apple. As a result, the Blackberry share price is down 98% since its peak of 2008. It is an example of brands that failed.
They make the wrong strategic choices because they think of themselves before the consumer.
Gap Clothing got greedy and forgot what made them great: trendy American fashion for a stylish generation at a reasonable price. And who is the spokesperson for fashion–those who think they are the coolest people on earth–TEENAGERS of course. Every generation of teens believes they are the most important people on earth and they want products that speak for their generation. It’s all about them. They influence Music, Movies, TV Shows and Clothing and believe each has to speak directly to them and for them. Imagine being 15 in the late 90’s, you’re walking in your favorite mall, trying to be as cool as can be, heading for your favorite clothing store.
All of a sudden, if kids looked up, they saw favorite clothing brand flanked by BABY GAP and GAP MATERNITY. How could this brand speak for the teen generation. Your 2-year-old nephews are wearing a mini-version of what you’re wearing. Or even worse, your pregnant Aunt is wearing the stretchy version. GAP made the mistake of putting their name on all their line extensions, which most fans of Master Brands thinks strengthens the brand but it actually runs the risk of actually weakening the brand. GAP also forgot about feeding that desire for leading edge, trendy clothing–the whole reason for that “8 seasons” rotation of inventory. Go into a GAP store this year, and you’ll realize how boring and drab the products have become. No teenager today loves GAP or even thinks much about GAP. They are totally indifferent. Fast forward to 2020, GAP Clothing sales are significantly since the peak of 2005. They have just announced the closing of 200 stores–which will continue the downward spiral. The Gap definitiely fell from grace
How to maintain beloved brand status
Focus on maintaining the magic and love the brand has created with the core brand fans.
Focus most of your attention on those who love you the most. Treat them special. Listen to your consumer, giving them a voice at the table, with the brand being responsive as it can. Market the Big Idea, sell the innovation and the experience. Continue to invest in product innovation and brand experience. Leverage both into telling the overall brand story, using the big idea to push the marketing effort in two separate layers: tell the master brand story about the big idea and the related experience, tell the specific product innovation stories linking how they support and build on the brand’s big idea.
Perfect the experience
For those who love the brand, it is no longer just about the product, it becomes about the experience. Build a culture and organization around the brand that will keep finding new ways to surprise and delight consumers. Perfect every possible touchpoint with the consumer. Attack the brand before it can be attacked by others: However, many times, the biggest competitor for these brands is the brand itself. The constant goal has to be about getting better. Any degree of complacency will set the brand up for future attacks. Never become complacent or these brands will be replaced by challenger brands wanting to achieve the beloved status.
Broaden the offering and broaden the audience
Take advantage of your brand’s loyal following to launch peripheral products that build on the routine. Capture more share of wallet of your most loyal consumers.To ensure you are a brand that goes beyond the current generation of consumers, begin thinking about how to spread your brand to other age groups. A lot of fashion brands and restaurant brands have been trapped into the current generation and lose the status as styles change.
The most beloved brands must keep the love alive, attack yourself, and use your fans as spokespeople.
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Our playbooks will show you new ways for how to think, define, plan, execute and analyze your brand
- You will find new strategic thinking models and examples for each of the four strategic thinking methods, looking at core strength, competitive, consumer, and situational strategies.
- To define the brand, I provide a tool for writing a brand positioning statement as well as a consumer profile and a consumer benefits ladder. I have created lists of potential functional and emotional benefits to kickstart your thinking on brand positioning. We show a step-by-step process to come up with your brand idea and bring it all together with a tool for writing the ideal brand concept.
- For brand plans, I provide formats for a long-range brand strategy roadmap and the annual brand plan with definitions for each planning element. From there, I show how to build a brand execution plan that includes the marketing communications plan, innovation process, and sales plan.
- To grow your brand, I show how to make smart decisions on marketing execution with chapters on how to write a creative brief, how to make decisions on creative advertising and how to lead the media choices.
- When it comes time for analyzing the performance of your brand, I provide all the analytical tools you need to lead a deep-dive business review, looking at the marketplace, consumer, channels, competitors and the brand.
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