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20180928 Hofstede Insights Conference Milan The Power of Culture Led Brands.pptx
- 1. Sponsored by: The Key to Culture Organised by:
- 17. Ideal Break: Favorite Things High school girl I forget about all the nuisance. Salary Man I feel relaxed and become tender. Watching Kitty-chan. I don’t actually drink the bottles in my collection. Just looking at them gives me satisfaction.
- 20. % % % % %
- 21. 受検 受験
- 22. きっと 勝つ
- 25. Asahi Shinbun Ao Enpitsu “KIT KAT“ “What‘s the hot new good luck charm, for success today...“
- 27. 勝 新しい工場
- 31. HOW DOES THIS AFFECT RETAIL DESIGN? HOW DOES THIS AFFECT CHARITY AND COMMUNITY PROGRAMMES? WHAT DOES IT MEAN FOR THE TEAM? %
- 32. -22%
- 35. EVEN LOWER HOW AND WHERE DO WE COMMUNICATE FORMULA ONE? WHAT DOES IT MEAN FOR THE TEAM? -22%
- 38. Sponsored by: The Key to Culture Organised by:
Notas del editor
- Thank you for those kind words. I’m a Hofstede newbie, freshly minted in August. Before that, I was among the many hundreds of thousands of marketing professionals who put Hofstede 6D principles into practice in our working lives.
- The organisers today asked me to tell stories from the shop floor—some examples of how the 6D model can transform business thinking. Over the course of two decades in global marketing, I’ve seen the 6D model do two things. Generate insights about consumers unachievable in any other way. And inform marketing decisions for global brands; decisions that unleashed transformative change. https://www.twenty20.com/photos/bd0d4281-c0e1-40ad-97d5-bf46773e4e32/?utm_t20_channel=bl
- I want to spend most of our time together with a case that’s dear to my heart. It starts in 2002, when J.Walter Thompson Japan had just been awarded the Kit Kat brand by Nestle. Kit Kat was underperforming, especially among the young women, often teenagers, who form the core market for light chocolate everywhere. Since its introduction to the Japanese market almost 25 years before, Nestle had been selling it with the global tag line in English, “Have a Break, Have a Kit Kat”. https://www.twenty20.com/photos/6a982f52-908c-4050-b764-cfdfea3e9dd4
- But we weren’t reaching young women. We were reaching their mothers. Over 70% of Kit Kat was sold in supermarket multipacks, often at a discount. Usage studies showed that most Kit Kat was consumed at bedtime. Our target was simply buying chocolate, not having a break.
- The strength of the brand around the world was always that we accompanied a high-value moment. Where you needed the pleasure of a chocolate to lift your mood, like a coffee break during the day—With its combination of chocolate and cookie, the product is explicitly tailored for a coffee or tea break. An occasion when you probably bought it at a convenience store, often at a much higher margin for Nestle. https://www.twenty20.com/photos/dffb682a-d68f-4e4c-86df-7755073c9b03/?utm_t20_channel=bl
- Luckily, there was a long-running global campaign which successfully had encouraged chocolate eaters to put a Kit Kat in their break. Here’s an example from around that time.
- Not very Zen, is it? But the approach was extremely successful around the world. A Kit Kat grants you “a moment of unexpected pleasure, with an element of surprise, fantasy or magic”, a respite from the the frustration and predictability of daily life. (That sentence comes from brand literature of the time). It was originally a British campaign, and (build) you can see the unpredictability fits well to a low Uncertainty Avoidance culture
- As you can see, Japanese culture is very different—not just in Uncertainty Avoidance. In this environment, how does Japan take a break?
- So we set out to identify any cultural barriers that were inhibiting the sales of Kit Kat, or could inform our thoughts (Build) We didn’t look at Indulgence versus Restraint as a factor, because it hadn’t yet been identified. Had we known of it, we might have observed that high restraint countries (Like Japan—and Italy, too) are no strangers to gustatory pleasure. But in such cultures food is valuable; one always requires a reason, an occasion, or a ritual. Food in these cultures is seldom eaten on the run, there is a ritual that surrounds every meal. Unlike in my own native culture, the USA, where if we see something we wanna eat, we just chow down. Japan is neither particularly authoritarian or egalitarian in power distance, so we felt it would hold few clues. And it may come as a surprise to some that Japan is around the middle on individualism—though Japanese culture values group harmony, there is plenty of opportunity for individual expression—so we reasoned it might not prove useful to study, either. That left the three dimensions on which Japan is a real outlier. Long Term Orientation, Uncertainty Avoidance, and the first item we addressed, Masculinity.
- That left the three dimensions on which Japan is a real outlier. Long Term Orientation, Uncertainty Avoidance, and the first item we addressed, Masulinity.
- The key to masculinity turned out to be white chocolate—Nestle Japan invested heavily in white chocolate technology from Australia. It vastly increased the flavour palate—not just green tea flavour (very important in Japan) but expotics like crème brule, patisserie cheescake, vintage sake and Yubari melon. (build) This flagrant display of highly masculine luxury—Masculine in the technical 6D sense of the word—culminated in the Chocolatory, a boutique where you could can order your bespoke Kit Kat under supervision from top patissiers for $15 USD a pop. This picture shows the Chocolatory in Daimaru department store in Tokyo. A simple lesson: in masculine markets, follow (in Nestle’s words) a “premiumisation” strategy. Marieke de Mooij first pointed out the relationship between the masculinity dimension and luxury goods. Here we see it in action. (Green tea double berry and almond.) https://www.news.com.au/lifestyle/food/eat/new-nestle-factory-opens-in-japan-to-cater-to-bizarre-kit-kat-obsession/news-story/2ee276ef0d7fd1f295b31dad0efeed37 https://nestle.jp/brand/kit/inbound/common/images/chocolatory/store/image1.png
- Masculinity addressed, we could turn our attention to Long Term Orientation and Uncertainty Avoidance. The pleasure of a chocolate is over pretty fast, so Long-Term Orientation, we reasoned, is probably irrelevant. Right? Hold that thought for later. Uncertainty Avoidance, since it played such a large role in Japanese culture and a small one in British culture, held more promise.
- One of the things we observe about uncertainty avoidance is that uncertainty creates anxiety. So we set out to do some ethnographic research to understand how taking a break provided a moment of relief from the stress and frustrations of daily life. https://www.dreamstime.com/stock-photo-woman-eyestrain-tired-stressed-asian-business-image91768903
- It turns out that Japan really hates taking a break. When I have to do something I don’t like after the break, it’s not a break at all. I don’t get restored. The poor salaryman on the right had to make do with a shower because he didn’t have time to take a bath. In Japan, one stays tense during a short break. The only short break that was truly satisfying was a cigarette. And we couldn’t really substitute for one of those.
- On the other hand, good breaks come at the end of the day, when you can finally breathe a sigh of relief. Our salaryman on the left finally gets his bath. The college boy got a friend to take a picture of him just before he falls asleep—that’s his best break. And the salaryman on the right doesn’t have a drink to relax, he opens the door to the liquor cabinet and relaxes just by looking at all the wonderful bottles of scotch, and contemplating them. Remember our research on usage? Outside observers thought that eating chocolate at home at the end of the day was a sign that the product wasn’t being used for its purpose. But it was. So with this in mind, executive creative director Eisaku Sekihashi and creative director Akira Kamiutsuri created the following TV spot. Actress Anna Suzuki plays a high school student with a crush on the school’s science geek. The science geek usually finds himself alone in the lab after school, since nobody wants to join his Science Club. But one day, Anna shows up. The first part of their conversation is just idle chit chat as tension builds; I won’t translate it, stuff like “I didn’t know you were interested in science” “Do you have a favourite animal” etc… But watch what happens at the end. That’s a break.
- So with this in mind, executive creative director Eisaku Sekihashi and creative director Akira Kamiutsuri created the following TV spot. Actress Anna Suzuki plays a high school student with a crush on the school’s science geek. The science geek usually finds himself alone in the lab after school, since nobody wants to join his Science Club. But one day, Anna shows up. The first part of their conversation is just idle chit chat as tension builds; I won’t translate it, stuff like “I didn’t know you were interested in science” “Do you have a favourite animal” etc… But watch what happens at the end. That’s a break.
- The campaign was such a success, Nestle followed it up in short order. Kamiutsuri-san worked closely with film director Shunji Iwai to create Hana and Alice, (starring Anna Suzuki, and Yu Aoi who won a best actress award for her performance). It a film about young love filled with uncertainty resolved. Kit Kat was the second major brand in the world after BMW to distribute the content online in short installments, later becoming a theatrical release in 2004.
- Q2 impulse sales +163%. H1 2003 127% overall volume. The Impulse channel grew from 30% to 45%, which means heavily discounted supermarket sales, while maintaining volume, moved from 70% to 55% of the business. 35% less media spend.
- But if we’re talking about stress for youth in Japan, unrequited romance probably ranks relatively low on her list. The real stressor is the university entrance exam, held early each year. You’ve probably heard of it. So important is it, that many students spend years worth of evenings in gruelling cram schools to prepare. These kids are sometimes known as jukensei. https://www.twenty20.com/photos/ig-495183939041802352_29451069/?utm_t20_channel=bl
- You may also have heard of this happy coincidence. In Japanese, the phrase Kit-to Katsu-to translates as surely win or surely succeed. The Nestle sales force in the southenrnost island of Kyushu created some simple point-of-sale that reminded buyers of that fact, and it got a good reception. Now, here is a typical commercial marketing decision. Is it just a nice little seasonal sales-promotion idea, or something bigger? Does one invest in blowing it out? With knowledge of culture, you can make such a decision with confidence.
- What we saw was a perfect storm of uncertainty avoidance and long term orientation—with a healthy dose of masculine success thrown in. When dimensions of culture are so strong, ignore it at your peril.
- How did the marketing team blow it out? (build) Country kids coming to the city for their exams naturally need someplace to stay. Many hotels shut off entire floors to create giant study halls. And when those kids arrived, they found a Kit Kat to wish them luck. (build) distribution in cram school bookshops with encouraging messages. (build) and what Australians would call a push poll. Goo.jp is a website which many kids use for practice exams and hints. Nestle ran a poll to ask which was your favourite good luck charm for exam success. First, of course, was the traditional omomori talisman from your local shrine. But thanks to some rather clever copy , Kit Kat came second. The novelty of this result attracted a great deal of attention.
- (build) The result was picked up in the Asahi Shimbun (then the world’s largest circulating newspaper) by the commuter page novelty column Ao Enpitsu, or Blue Pencil. Which led to our client, the brilliant and energetic Kozo Takaoka (then marketing director, and now Nestle Japan CEO) becoming a minor celebrity
- In 2009, the team came came up with Kit Kat Mail, Kit Kat in an addressable box, on which you could write a message of encouragement, and then simply drop it in the post. Not only did it prove immensely popular, but it created a new sales channel. 20,000 post offices now sell Kit Kat, a distribution channel to which competitors have no real claim to access.
- Today? (Build) Our Kanji for victory. Kit Kat has not only surpassed arch-rival Pocky (another biscuit based chocolate) but has overtaken Meiji Milk Chocolate to be the largest selling chocolate in Japan. (Build x 2) But we might as easily have used the following Japanese words: Atarashi kojo. Which means new factory. Nestle Japan had to build one to keep up with demand.
- Over the course of my ten years working on the Mercedes-Benz brand, you’ll appreciate that the concept of luxury (and the preservation of a luxury margin) exercised our minds greatly. The boom in luxury brands is arguably one of the biggest cultural and economic the word “value” is a literal metaphor, here. So we developed a presentation which we used for university outreach called From Barbie to Bentley, which focussed on marcoms for luxury goods, and how they reflect their cultures. Masculinity: Professor Marieke de Mooij noted the relationship between Masculinity and ownership of couture and high fashion. Indulgence/restraint is about controlling urges—important for the effect of discount and use of consumer credit. And, of course, Power Distance determines the manner of service in luxury retail. (To Audience) What dimension does Barbie illustrate. Astronaut Barbie, Doctor Barbie, TV Reporter Barbie, Presidential Candidate Barbie Think about how often Barbie is defined by her profession. Barbie—often A bride, never a wife.
- So here’s another example—a current project. I’d like to share our latest work with you; a study we have just completed for AMG, the sports and performance car brand of Mercedes-Benz. Daimleris extremely careful about confidentiality, so I cannot show you any figures, nor say what is the company’s strategic response. But my client Kevin Fassbender, who runs brand and strategy for AMG, has graciously permitted me to share some insights.
- AMG is a success for Daimler. It operates in a growing segment; elite sports cars, such as Maserati or Porsche, are attracting a disporportionate share of automotive growth. So, while marketers naturally want to broaden their market, it is commercially prudent to study those who are organically entering our segment. We have a sample of them—the customers who have contributed to our growth. Since they reflect the sample of our Culture Compasss and original 6D surveys (professional, well educated, relatively high income) we sought to understand what made our customers different from their matched peers. We gave 1500 of them (build) a 6D questionnaire, along with a big 5 personality test, and more. Further, we did the same to a small sample of AMG staffers. How does the culture of our drivers differ from their cultural peers, and from our employees‘ corporate culture?
- Let’s start with Power Distance. (build) AMG is expensive, so our business does well in rich, developed countries. These, characteristically, have low power distance. In high power distance countries, many more wealthy people have chauffeurs as a matter of course; that’s not such fertile ground for drive-yourself sports cars. (build) But we found our buyers buck that trend. They show higher power distance than their compatriots. In the UK for example, our drivers are almost one-third less egalitarian than the average Briton. Our strategy for high power distance customers in a high power distance environment must be different from our strategy for those who live in a high power distance bubble inside an egalitarian culture. (build) It’s not hard to see how this affects retail design. Many German manufacturers (Germany is low power distance) favour a Bauhaus look, with open areas. They’re considered less intimidating and more welcoming. Is that a good thing? Should there be a counter? Private salons? (build) Higher power distance also affects CSR programmes. The World (charity) Giving index ranks Germany at number 21 in charitable donations, low for a developed country. But part of high power distance culture is a noblesse oblige; a public philanthropy. How do we manage CSR programmes? (build) And last—our team at headquarters were even lower in power distance than their already low German counterparts. How do we make them more comfortable with status? Do we fly them to Monte Carlo, chain them to the deck of a yacht and force feed them caviar, so they understand their customer? Well, no, because that would actually be more consistent with high masculinity, but we might send them to Paris or Milan to look at how high power distant cultures treat luxury customers. https://en.wikipedia.org/wiki/World_Giving_Index https://www.dreamstime.com/chauffeur-waiting-passenger-airport-runway-image102976726 https://www.alamy.com/stock-photo-das-logo-der-marke-laureus-berlin-126861607.html https://www.twenty20.com/photos/58811259-b1ad-4aa3-afd0-61ec2f0c4998 caviar
- Let’s talk a little about uncertainty avoidance.(build) It shouldn’t surprise us to learn that our playgrounds are in wealthy countries in so called contest cultures—we are, after all a racing brand—and these countries feature low uncertainty avoidance. (build) But it did surprise us that our drivers were so much more comfortable with uncertainty than even their uncertainty accepting compatriots. The overall sample was 22% less neurotic—that’s term used in the Big 5 personality tests, strongly related to UAI. Let’s call them uncertainty embracers. (build) That’s important, because it affects how a culture, and a cultural group like AMG drivers, deal with dangerous sports. https://www.twenty20.com/photos/78cc1412-add1-4f67-90ce-1ddd73eb8516/?utm_t20_channel=bl Douglas S. Smith (Douglas dss at en.wikipedia) - Own work (Original text: self-made), Public Domain, https://commons.wikimedia.org/w/index.php?curid=20344593 (2nd skydive) https://www.alamy.com/stock-photo-das-logo-der-marke-laureus-berlin-126861607.
- I must say that I owe this particular insight to our training with Anna Paola Simonetti. Look at bullfighting in uncertainty averse Spain. Tightly controlled, ritualised, long periods of silence and preparation. (build) Look at a comparable sport developed in a uncertainty accepting culture like the USA. (build) Compare it to a sport like skiing; developed in uncertainty avoidant Austria and Switzerland, influenced by high UAI neighbours like Germany, France and Italy. Disciplined, controlled, an emphasis on technique. Comapre it to snowboarding, developed in the USA. (build) https://www.dreamstime.com/editorial-stock-photo-spanish-bullfighter-curro-diaz-bullfighting-crutch-linares-spain-august-bullring-linares-spain-image73928543 Dreamstime bullfighter https://www.twenty20.com/photos/dbf63551-713e-4dbb-acdc-235b2fff89f7/?utm_t20_channel=bl snowboarder https://www.twenty20.com/photos/a4200490-4807-4da8-a51d-d7b6be50fa32 rodeo https://www.dreamstime.com/editorial-stock-image-rasnov-romania-february-unknown-ski-jumper-competes-fis-ski-jumping-world-cup-ladies-image58698429 skijumper
- Now, let’s look at motorsport. (build) Based in uncertainty avoidant Germany, AMG has won the F1 Constructors’ Championship for the last four years, and looks to make it a fifth this year. For the last thirty years, only two Constructors Champion teams were based outside high UAI countries. If you look at the engines which powered those teams, you need to go back to 1981 to find a brand from a low uncertainty avoidant culture—Honda, Ferrari, Renault, Mercedes, we see these names over and over. Now let’s look at motorsport in a low uncertainty avoidance environment like the USA. (build) Can you perhaps see a challenge? https://en.wikipedia.org/wiki/List_of_Formula_One_World_Constructors%27_Champions https://commons.wikimedia.org/wiki/User:Morio https://en.wikipedia.org/wiki/Mercedes_F1_W06_Hybrid#/media/File:Lewis_Hamilton_2015_Malaysia_FP2_1.jpg By Morio - Own work, CC BY-SA 4.0, https://commons.wikimedia.org/w/index.php?curid=39430254 https://www.dreamstime.com/stock-photography-nascar-sprint-cup-series-aarons-499-apr-26-image9133492 Nascar
- (build) In which markets can we capitalise on our Formula One success? Do we describe the technology of the engine and the clockwork perfomance in the pit crew? Or do we talk about the speed and thrills of F1? (build) And our team at headquarters? Daimler is an engineering company at heart, so it shouldn’t surprise us that the team scores higher on UAI than even the German average. The way German culture tends to deal with uncertainty is by emphasising facts and detail; engineering diagrams and long technical explanations feel baked into our DNA. Many AMG engines are hand built (and computer checked), and the builder affixes a signed plate to every cylinder head (nice power distance move, by the way) Maybe, for our uncertainty friendly buyers, a simple “Made in Germany” reassurance is enough. https://www.twenty20.com/photos/78cc1412-add1-4f67-90ce-1ddd73eb8516/?utm_t20_channel=bl Douglas S. Smith (Douglas dss at en.wikipedia) - Own work (Original text: self-made), Public Domain, https://commons.wikimedia.org/w/index.php?curid=20344593 (2nd skydive) https://www.alamy.com/stock-photo-das-logo-der-marke-laureus-berlin-126861607.
- These are just a few of the ways in which I, and practitioners like me, have used Hofstede 6D to build brands and grow businesses. Today, you’re hearing more about the extraordinary new tools from Hofstede Insights. Tools that build trust, tools that target better, tools like the Culture Connections which describe the cultural values of your consumers in enormous detail. And to return to a theme from the beginning of our talk, tools which harness the power of cultural insight to unleash transformative change.