How to Use Brand Archetypes to Attract the Right Customers and Repel the Wrong Ones
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Most executives want the answer to the following question: How can we clone our top five customers? And better yet, how do those customers find us (versus us finding them)? Archetypes is a way to do that. Jason Voiovich is Director of Corporate Marketing for Logic PD. As Director of Corporate Marketing, Jason is responsible for aligning Logic PD’s products and services with market needs. Jason has more than 15 years of experience in marketing intelligence and research, specializing in competitive intelligence, new venture strategy, brand valuation and business modeling. Prior to joining Logic PD in 2012, Jason founded Ecra Creative Group, a Minneapolis-based marketing intelligence and brand development agency. His clients included Target Corp, Blue Cross/Blue Shield, Guidant (Boston Scientific), and Michael Foods along with dozens of start-ups and mid-sized firms. Jason also acts as an advisor to the University of Wisconsin Eau Claire’s Entrepreneur Program and serves on its Communication and Journalism curriculum review committee. Jason received his B.S. in Communications from the University of Wisconsin, Eau Claire and his M.A. in Strategic Communications from the University of Minnesota.
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How to Use Brand Archetypes to Attract the Right Customers and Repel the Wrong Ones
- 1. How to Use Brand Archetypes to Attract the Right Customers and Repel the Wrong Ones A Complimentary Webinar from Aurora WDC 12:00 Noon Eastern /// Wednesday 1 May 2013 ~ featuring ~ Jason Voiovich Derek Johnson The Intelligence Collaborative http://IntelCollab.com #IntelCollab Poweredby
- 2. α Use the Questions pane on your GoToWebinar control panel and all questions will be answered in the second half of the hour. α You are welcome to tweet any comments on Twitter where we are monitoring the hashtag #IntelCollab or eavesdrop via http://tweetchat.com/room/IntelCollab α Slides will be available after the webinar for embedding and sharing via http://slideshare.net/IntelCollab α To view the recording and download the PPT file, please register for a trial membership at http://IntelCollab.com. Questions, Commentary & Content The Intelligence Collaborative http://IntelCollab.com #IntelCollab Poweredby
- 3. Using brand archetypes to attract the right customers (and repel the wrong ones). Aurora WDC Webinar Series, Jason Voiovich, May 1, 2013
- 4. "These changes are a result of considerable research that we've conducted including conversations with hundreds of customers, many of whom expressed a desire to see the Medallion program truly target our best customers," Jeff Robertson, vice president – SkyMiles, said in a statement. "Adding a revenue component to the SkyMiles Medallion program ensures that our most valued customers receive the best program benefits and a more exclusive experience."
- 5. New term: Customer Value Management (CVM) Research Question: Does it make sense to focus on your best customers? Findings: 1. Only works in a “no/low competition” environment (that rarely exists) 2. Competitors now know who to poach (customers who remain) 3. Treating your “bad” customers “better” not only wastes resources, but makes you even more attractive to poaching. Recommendations: Keep „em guessing. Find cheap ways to keep low value customers happy.
- 6. What they don’t. (emotional) What they say they want. (rational)
- 7. Peripheral Route (more emotional) Central Route (more rational) Understanding the mechanics of branding and consumer decisions. (Elaboration Likelihood Model) Increasing ability & motivation to elaborate
- 8. An Emotional Marketing Framework Archetypes as “shorthand” for brand conversations
- 9. Understanding Archetypes (emotional) The “Sage” The “Innocent” The “Explorer” Yearning for paradise The “Creator” The “Ruler” The “Caregiver” Providing structure to the world The “Jester” The “Regular Guy or Gal” The “Lover” No man (or woman) is an island The “Magician” The “Hero” The “Outlaw” Leaving a mark on the world Stability Change Belonging Independence
- 10. The “Jester” The “Regular Guy or Gal” The “Lover” The “Magician” The “Hero” The “Outlaw” The “Creator” The “Ruler” The “Caregiver” The “Sage” The “Innocent”The “Explorer” Stability Change Belonging Independence
- 11. The “Ruler” The “Hero” The “Outlaw” The “Caregiver” The “Sage” The “Jester” The “Lover” The “Innocent” Stability Change Belonging Independence
- 12. The Caregiver: Desire: Protect people from harm Goal: To Help Others Fear: Selfishness, ingratiation Gift: Compassion, generosity
- 13. Caregiver Example: Johnson & Johnson “We believe our first responsibility is to the doctors, nurses, and parents…”
- 14. The Regular Guy (or Gal): Desire: Connect with others Goal: To belong, fit in Fear: Rejection, standing out Gift: Realism, empathy, lack of pretense
- 15. Regular Guy Example: MasterCard “Every day, everywhere, we use our technology and expertise to make payments safe, simple and smart…”
- 16. The Sage: Desire: Discovery of truth Goal: To understand the world Fear: Ignorance, being misled Gift: Wisdom, intelligence
- 17. Sage Example: The Wall Street Journal “Our mission is to produce fair-minded, enterprising, well-crafted journalism that helps readers to understand their world…we tell them what it means and what‟s likely to come next.”
- 18. The Outlaw: Desire: Revolution Goal: Destroy what isn‟t working Fear: Powerlessness Gift: Radical freedom
- 19. Outlaw Example: Harley Davidson “We believe in going our own way, no matter which way the rest of the world is going…”
- 20. But how can I do that?
- 21. How do I get my customers to tell me what they really want?
- 22. Attributes Consequences Values Self Actualization Social Harmony Happiness Enjoyment Truth, Honesty Virtue Role in Community Increased Knowledge Empower Engage Saves Time Add Value Filter Substance/ Quality Local Area Focus Analysis v. “News” Writers / Personality Sample Elicitation Results Weighting: 1. V > C > A 2. Connection Strength
- 23. The “Jester” The “Regular Guy or Gal” The “Lover” The “Hero” The “Outlaw” The “Creator” The “Ruler” The “Caregiver” The “Sage” The “Innocent” The “Explorer” Aligning Means- Ends to Archetypes
- 25. $0.0 $50.0 $100.0 $150.0 $200.0 $250.0 $300.0 $350.0 $400.0 $450.0 What’s the payoff? BillionsUSD Asset Value Market Capitalization – Asset Value
- 26. So what happens now? A journey of a thousand miles begins with one step. - Lao Tzu
- 27. Jason Voiovich Jason Voiovich is an Intelligence professional who focuses on the role of research and analysis as the basis for making critical decisions that move his firm and its‟ clients forward. He is Director of Marketing at LogicPD. Connect with Jason via: Web: www.logicpd.com Email: jason.voiovich@logicpd.com Twitter: @jasonvoiovich The Intelligence Collaborative is the online learning and networking community powered by Aurora WDC, our clients, partners and other friends and dedicated to exploring how to apply intelligence methods to solve real-world business problems. Apply for a free 30-day trial membership at http://IntelCollab.com or learn more about Aurora at http://AuroraWDC.com – see you next time! The Intelligence Collaborative http://IntelCollab.com #IntelCollab Poweredby
Notas del editor
- What’s the real question here?I wish I could clone my top N customers.B2B: Top 10B2C: Top 10%We’re going to talk about a different approach to doing just that. CRM is giving us the data, but not necessarily producing the results.Data is only part of the story.Customers aren’t just rational beings. In fact, they are mostly emotional (even if they won’t tell you that).Archetypes will be a way to systematically address the emotional side of the customer relationship, making it more sticky over time.Attract the right customers like a beacon.
- Set the table stakes: What are companies doing to address these issues?At the beginning of the year, Delta made some pretty meaningful changes to its “Medallion” program. The point is to better reward its “best customers”.Same type of behavior in all sorts of industries, all sorts of companies.Driven by better CRM data.Know who our better customers are and can quantify it.Hope: Exclusivity means you can attract more of the right customers (and hopefully, repel the wrong ones who take up time but don’t deliver value)
- Well, Wharton school professors JagmohanRaju and Z. John Zhang found something interesting about that:Works without competition, but in a high competitive environment, competitors know you've done it and know they should boost their efforts to poach your best customers (the ones who remains)Also, treating lower value customers better (to make them better customers) makes you even more attractive to poaching.Firms using incentives to focus (i.e. Financial Services) have not seen the impact to the bottom line.Advice: Keep everybody guessing; find low cost ways to keep low value customers.Very rational approach. Haven’t really answered the question. We have identified the customers, but we don’t know how to attract them.We know we waste time.We know we want to clone the best customers.Obviously missing something.
- But the rational approach isn’t really working (Wells Fargo, Citi, Chase, and many others) are not seeing the impact on the bottom lineYou can say this is an execution problem, but I’m not willing to give it up that easilyThe rational side of the marketing is only the tip of the iceberg.Emotional side is more “driving” than we tend to let on
- Funny, sort of missing the point of why customers make choices. We do know quite a bit about that. Here is one way to look at it.Emotional and rationalELMOnly focusing on the "rational" side.Let's try to focus on the emotional side.ELM is an oldie but a goodieHelps us understand how to think about our brand – is it more of a “considered thought” or “impulse association”Wrong way to think about this is that people are “emotional” about a choice OR “rational” about a choiceNot true at all. All decisions are a mix of both.Easiest example: Buying a candy bar or buying a house.Candy: Quick fix, but health issues?House: Rational decision, but how does emotion NOT play into it? Realtors know this very well!
- FrameworkI am going to teach you how to do that in a structured way, and I’ll you Margaret and Carol’s work to do it.Lots of ways to think about archetypes, but they are really “cultural shorthand” – a way to communicate emotionally to the core of our cultural beingIt may not be clear right now, but it soon will beArchetypes:- Focus on the emotional reasons customers want from you- Align to that (not just messaging, but all the way to actions)- Very difficult to position againstLook at four categories of archetypes (and what they want from you, and how to align you products and services to meet those needs)
- Four-square chartStructure, Paradise, Togetherness, Impact12 archetypesBranding “shorthand” – the unsaid – how do you make decisions when the details are not clear?How would this “person” act???This can get more complicated, but it doesn’t need to be for your purposes. (Hint: If your archetype is complicated, it’s probably wrong)
- When we add recognizable brands into the picture, the picture suddenly becomes clearer.Strong association with brand archetypes allows companies to communicate quickly and implicitlyPractical implications of archetypal alignment for all organizations (not simply the ones with “big budgets”):Faster time to marketDefensible positionsLower marketing investmentEasy strategy to communicate at all levels in the organization, especially to executivesActually MORE important the smaller the organization
- If you ever have trouble explaining archetypes to an executive, I’ve found this example pretty helpfulNot just about brands, but something visceral and deeper about this connectionGreat brands are like great characters: we understand them at a deep level – they connect with us
- We’ll go through a few examples in each quadrant to help illustrate the point along with brands that do an excellent job embodying that archetype.
- We need to answer some questions:How do I learn the emotional attachment points of my audience?Once I know that, how do I align those findings to an archetype?How do I focus that energy and execute on a plan to “deliver” on that archetype?I am going to go through the high points quickly; there are mechanics here that I won’t get into now, but that we can address in a future webinar.
- You can directly survey for archetype alignment, but I’ve found you need to attack the issue from the ground up.Means-Ends is a classic elicitation technique that will help you get the rich qualitative data you need in a structure that’s useful.Start with CRM information on the specifics of what your top customers are telling youThese are the people you want to replicate, so you need to understand THEIR deeper attachment pointsSpecific process to move from one link in the chain to the next, but the idea is to move from a “data point” to a “core value” – the rational to the emotional
- Difference between “instrumental” values (behaviors), and “terminal” values (states of being)Thickness of the line directly related to strengthThis can still be pretty complicatedLet’s isolate the most important
- Complex picture – as much as a marketing person would want “complete alignment” it rarely happens. Goal can be set where you like, but should be 80% or betterAligning A, C, and V on a weighted scale to what the archetype stands forStrength of the “ladder”Alignment of the specific ACV to an archetype
- Step 3: Implementation / Branding PlanMarketing MOTsCompany-Wide MOTsHow that archetype (person) would address each of thoseLego is embodying the “creator” archetypePaying that off at each point of the processThis isn’t a substitute for CRM data, but rather a way to interpret, give context, make decisionsIn Lego’s case, creativity is “messy” – a data point showing “clutter” might be okay, where it would not be for DisneyArchetype helps put that finding in context
- What is the payoff of aligning strongly to a particular archetype?Here’s what we know: Those that do tend to build strong brands and outperform their balance sheet over time.They tend to attract rabid followings.They are hard to displace in the market.This chart is a way to gauge strength of that emotional connection.
- This is not an overnight processWe look at a brand like Coca-Cola, Harley, Apple, MasterCard as see the success and value of the brand todayTend to forget that Coke has a hundred years under its belt IBM was a 20 year journeyApple has only been a real “player” in the last 10 yearsAll others are decades in the makingBe strategicBe persistentBe patientIt will pay off