We have chosen to subject Kevin Roberts' () recent book on respect then it has the status of being a lovemark (Roberts, , p. PDF | Purpose – The purpose of the paper is to argue that an enriched comment on, and analysis of, a popular management book, Kevin Roberts' Lovemarks. our Lovemarks philosophy regarding the future beyond brands, but more Kevin Roberts is the New York-based CEO Worldwide of Saatchi.
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In Kevin Roberts wrote Lovemarks: the future beyond echecs16.info was admired by many as a breakthrough in marketing thinking, but was also controversial. Lovemarks: Loving Brands – Brief Magazine (PDF). Tuesday, 1 July An article on Lovemarks, a philosophy that approaches brands and products, with the. echecs16.info - Ebook download as PDF File .pdf) or read book online.
I signed up o n the spot. T here was press ure o n me to res tructure the business. We're talkin g , when the management consultancies were still in the ascendancy with th eir sli ce 'n' dice reci pe fo r dea ling with anything that moved. I was advised to bring in my tru sted guys: my HR guy, my marketing guy, my money guy. Instead I bro ught in nobod y and I move d nobody fo r twO yea rs.
So protecti ve was the co mpany of its high status that when Stanley Kubrick wanted to use an IBM machine as the rogue computer in A Space Odyssey, the company pulled o ut. Kubrick, tongue- in-cheek, named the softspo ken killer co mputer by moving one letter back in the alph abet, and creating HAL. In an average day you can expect to have contact with around 1, trademarked products. If you go to the supermarket, rack that up to 35 ,!
T ime Changes Everyrhing 27 Everyo ne wants to trademark their stuff Names and slogans are old hat.
Now th e push is to trademark shapes, scents, and so unds. Even colors. Owens Co rning trademarked the very particular PINKof th eir fiberglass insulation material in the s. But not all expansionary efforts have been successful.
In its application, the company claimed that the sound of this engin e was "as recognizable to motorcycle enthusiasts as ' The Star Spangled Banner. And ir wo rked- for a while. That was until it came up aga inst busi ness' own necrotizingfosciitis o r Resh-earing disease: co mmodi fica tion.
For anyone in business, the rapid cycling of their valued products into generic stuff is a dark and constant fear. One day YO LI are sini ng 0 11 a premiulll product, enjoying high margins and fighri ng off co nsum ers. Th e nexr yo ur produ ct is being bottom-loaded on bac k shelves or dumped inro "Specials" b ins.
The warning signs: Now we're not just talking about bulk stuff like salt and pork bellies , rice and sugar. Anything can become a commodity, given enough competitive pressure. C onsider the once mighty airline industry. No wonder brands were seized on as a way to fight back. Brands were developed to create differences for products that were in danger of becoming as hard to tell apart as chunks of gravel.
They are also a proven way for compan ies to capture and exploit their innovations. But the little or "patent pending" note was never enough.
You had to make sure everyone knows the value of what they are getting. Brands do this brilliantly. Neil McElroy was a hero. He had understood the potential of the brand idea and codified it in into the brand-management system that made it a reality. Commodities got a big hit, right on the nose.
They wou ldn't be back for another round until late in the century. My experience on th e street-in th e back offi ces of retailers and ar bottling plants as we battled for Pepsi in the Middle East-gave me the first hints that branding was at the final front ier. Talking wirh co nsum ers, I could see that as their choices gtew wider, their loyalty to brands that didn't to uch them in any perso nal way was shaky.
And there was much morc co mpetition comi ng. Sure the main event was the tussle between us and Coke, but morc and more local and international co mpetitio n was edging in. The deep insight for me was that many of our markerers saw Peps i as a business of margins.
T hi s is the first sure srep towards becoming a commodi ty. I always thought of Pepsi's business as a business of selling case by case. Let me explain. One of the realities I faced in business was that I didn't have an M. I hadn't been trained in all the ru les-so it meant I had to focus on the people: they were the ones who did the real day-to-day business and were close to co nsumers.
Time Changes Everything 31 Many of m y colleagues didn't feel the same way. They believed that busin ess was won through the best plans, memos, recommendations. I beli eved that the co la business was won th ro ugh cases. In dividual cases of Pepsi sold by individual reta ilers to individual peop le who wa nted to drink it. Cases are strategic. He was right.
And because I believed this, and still believe it to this day, I was never in the office. I'm still not. Later, when I was working for Lion Nathan and marketing beer, the fundam e ntal problems with brands became eve n clea rer.
T here is no such thin g as bad beer. They're all refreshing, taste great, a nd are the world's best socia l lubri cant. Techno logy is not a barri er. Beer is reall y srill just a local co rtage industry.
Breweries a re ever "Vhere.
These are all tables takes, just th e stake any player has to bring to rhe ga me to earn a seat ar the tab le. I remember seeing a cover article in The Economist. It declared that was 'The Year of th e Brand. But is it the beginn ing or the end? Maybe they could have survived the pressures of commodification if not for o ne big and unavoidable fact.
By the s it was cl ear that we were living in the Attention Economy. There we re thousands of TV channels, movies, radio "ations, newspapers, and magazines. Millions of websites. Billions of phone calls, faxes , and e- mails. And right through all of it, new product laun ches and new improved product-lin e extensions and ads struggling ro be heard. Too much information! People are overwhelmed by the choices they face. Forget the Info rmation Economy. Human attentio n has become our principal currency.
I just want the one channel that gives me what I want to see. W hoeve r yo u are. Where ver you arc. And on ce you've captured that anc nrion , you've got to show YO LI deserve it. Th e process really only has two steps-so why does eve ryo ne find it so hard ' It's all because we obsess over rh e arrention part and forget abo ut why we need that attention in the first place : the relationships.
Emotional co nnections w ith consume rs have be at the foundation of all o ur cool marketing moves and innovat ive tactics. V iral marketing.
No thing to build, nothin g to add to, nothing [Q valu e or ca re about. Let the relemarketing debacle be a warnin g. W hen it was first hot in the s ir was a ragi ng success. Fasr-forward a decade or so and yo u looked at a very different picture. Even if the telemarketers get past our answering machines and caller ID, the rules have changed dramatically. Nowadays we'll hang up rather than order the steak knives.
Brands are out of juice Th ey ca n't stand out in the marketplace, and th ey are strugglin g to connen with peopl e. He re are six reasons why: of multi -ge nerational , multi -e thnic , multi - national consumers. Brands are worn out from overuse Michael Eisner of Disney has called the word brand "overused, sterile, and unimaginative.
As the brand manual grows heavier and more detailed , you know you're in trouble. Making sure the Rowers in reception confo rm to the brand guidelines just shows yo u a rc loolcing in the wrong direction.
Consumers are 4. Brands struggle with good old-fashioned competition Th e morc brands we inve nt, rh e less we notice them as individuals.
If yo u're not Number One o r Two, you might as well forget it. And the greater the number of brands, th e thinner the resources promoting th e m. You get a treadmill of no vel ty, produc tion value, in c re me ntal c hange, tacti caJ promotions, and events. What matters to them.
Otherwise, yo u're hiding, and you're in trouble. Brands have been captured by formula 1 lo se patie nce w ith th e wanna-be scie nce 2.
Brands are no longer mysterious There is a n ew anti-brand sensibility. There is much more consumer awa reness, morc consumers who unde rstand how brands wo rk and , morc impo rtantly, how brands are intended ro wo rk on th em! Fo r most brands, there is nowh ere left to hide. Th e information age means that brands are part of the public domain.
Hidden agendas, subliminal messages, tri cky moves.. For most brands, it is a new age of consumer savvy; at th e ex tremes, it's th e atracks of Naomi Kl e in and the ant i-global gang. Th e d efinition s, th e charts, tables, and diag rams. The re a re too man y people following the sam e rule book.
When everybody tries to beat diffe rentiation in the same way, nobody gets anywhere. People were furious! They were panicking, and individual people were downloading a thousand dollars worth of real Coke before it ran out.
Coke listened and took the new formula off the market. Those consumers, who were loyal beyond reason, are called Inspirational Consumers. They'll defend your brand to the death. Therefore, you have to defend them. Reward them. Businesses don't want to give up the controlling relationships they have with these consumers. It makes them uncomfortable. But the fact is, these consumers are already in control.
They have the power of the internet. So, how do you create lovemarks? Kevin Roberts says a lovemark needs three things: mystery, sensuality, and intimacy. After reading this book, I have a great deal of respect for Roberts and his idea.
I think if marketers adopted the lovemarking strategy the world would be a better place with happier consumers. Here are some great quotes from the book: "Stop racing after every new fad and focus on making consistent, emotional connections with consumers. If you stand for nothing, you fall for everything. We wrap our imaginations around them. We express ourselves through them. We make them into what we care about. Because that's how we create a world we want to live in.
Without Love, I guarantee even the greatest businesses will topple. They won't even see it coming because no one will care enough to tell them. They all research the same stuff using the same processes and--not surprisingly--get the same numbers. But looking at the numbers is not where the game is going to be won.