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Marrying Brand and Demand Marketing to Drive Sustainable Growth in China 

To break through the crowded and cutthroat landscape of consumer brands in China, marketers must not only drive brand growth but also build lasting brand love.

According to an alarming statistic from market research firm Kantar, 74% of consumer goods startups in China were eliminated after their first three years of operation. Brands are struggling with how to sustain growth in the face of increasingly sophisticated yet “disloyal” consumers while growing competition is being exacerbated by an expansion of channels and consumer data. Meanwhile, a higher level of accountability is expected of marketers. Therefore, marketers today are under intense pressure to make every dollar count, prove returns and drive impact.  

In Prophet’s latest report, “Brand and Demand Marketing: A Love Story,” we examined how marketers can use both brand and demand marketing to achieve their short and long-term objectives and maximize marketing ROI. Below, we share our learnings from across the globe as well as important nuances for Chinese marketers, unveiling the key to building sustainable brands through balancing brand and demand marketing efforts. 

Brand and Demand Opportunities Throughout the Customer Journey 

Brand marketing typically describes efforts to drive awareness of and preference for a company, product or service, while demand marketing seeks to compel audiences to act immediately (e.g., purchase, click on an offer, sign up for a newsletter). Many marketing organizations experience significant tension between brand building and demand generation – a tension we believe undercuts growth and harms performance.  

Prophet introduces the brand and demand maturity model. It lays out an actionable roadmap for how different stages of a customer journey may lean more on brand or demand. But the opportunity is to always show collective value for each moment. 

Hungry for Growth but Missing Out on CLV 

When asked about their prioritized business objectives, Chinese marketers demonstrate remarkably expansionary mindsets, especially when compared with other regions. They pursue new segments, new business, increased shares and are full of ambitions to expand their reach. However, they tend to focus less on levers that drive CLV (Customer Lifetime Value), such as increasing sizes of orders and repurchase rates. 

Top Priorities in the Past 12 Months

Q: Which of the following business objectives, if any, were the top three priorities for your company in the past 12 months? (Rank 1 results) 

This mentality is likely driven by the fact that marketing teams in Chinese companies tend to shoulder more growth-driven accountability than the average global marketers, with twice the amount of involvement in near-term P&L management, revenue growth and operations. 

This propensity is also evident in the top KPIs Chinese marketers focus on when measuring the success of their marketing campaigns. They are significantly more likely than their global peers to track return on advertising spend (ROAS) and revenue generated, while less likely to consider brand awareness, brand preference and CLV among their top three metrics.  

Top Performance Metrics for Marketing Campaigns 

Q: Which of the following are the top five metrics your company tracks performance of marketing campaigns against? (Rank 1, 2 and 3 results) 

In keeping with the whole customer decision journey, we believe that they place a narrow focus on the left side of the model – persuading customers to choose and buy – while ignoring the enormous potential of the entire CLV contained on the right side of the model – the ownership journey.  

For many of China’s fastest-growing new consumer brands, for example, repurchases, referrals and brand communities are largely being driven by transactional benefits (e.g., free gifts, cash back or steep discounts), instead of brand understanding and advocacy. This is fundamentally still a demand-led approach that is unsustainable in the long term.  

As a next step, in addition to the buying experience and short-term conversion, Chinese marketers should extend CX excellence to the ownership journey to maximize CLV. Meanwhile, a more holistic set of metrics should be used to assess impact and success across all activities and tactics.  

Taking Brand Marketing to the Next Level 

Chinese marketers are particularly skilled at demand generation and have created a variety of effective tactics (private traffic activation, KOL/KOC matrix, etc.) to attract customers. Most new consumer brands succeed by leveraging short-term demand generation tools (e.g., low prices, viral products).  

On the other hand, the explore and advocacy stages, where brand marketing initiatives should take the lead, tend to be undervalued. Brands rarely give consumers the opportunity to actively engage and resonate with the brand’s point of view, story and value proposition. Thus, the customer retention rate fueled by recognition and loyalty is unable to increase due to a lack of brand pull.  

Despite the difficult nature of balancing brand and demand efforts, we’ve highlighted a few examples below of consumer brands in China that are standing out in a highly competitive market by excelling in explore and advocacy. 

PMPM: Attracting New Customers Through an Inspirational Brand Story

(Image source)  

While the beauty industry has long relied on hero products, startup skincare brand PMPM is built on a distinct emotional foundation that speaks to consumer truths. Through a clearly defined value proposition, “spirit of exploration,” PMPM focuses on creating high-quality products with natural ingredients sourced from around the world. The brand’s latest promotional video spotlights its founding team of accredited skincare researchers and beauty experts, telling an inspirational story of the brand’s determination to create a Chinese-born, world-class skincare brand in the next decade. 

Manner: Engaging a Loyal Customer Base Through Shared Values 

(Image source: social media) 

Manner initially won over customers by offering inexpensive but quality coffee to increasingly caffeine-addicted Chinese urbanites and office workers. As the first Chinese coffee brand to introduce the idea of “BYO reusable cup for a 5 RMB discount,” Manner solidified its economic and eco-conscious positioning. Through quality products and a seamless CX that includes mobile order-ahead, repurchase rates increased steadily, and a strong base of loyal customers followed.  

Manner’s additional sustainability and customer engagement efforts, such as giving away branded reusable canvas bags for its 6-year anniversary, have turned customers into eager brand advocates. Compared with other brands in the category that are still trapped in creating complicated pricing schemes to acquire new customers, Manner has moved away from reaping price advantages by connecting with consumers’ values and lifestyles, thus creating a higher and more sustainable CLV. 

Key Takeaways for Marketers in China 

With customer journeys becoming increasingly complex, non-linear and hyper-personalized, the real challenge today is not acquiring new customers, but keeping them.

To wrap up, these are our takeaways for building an evergreen Chinese brand by balancing brand and demand: 

  • Think beyond short-term growth to adopt a broadened and balanced lens for execution and measurement. 
  • CX is not limited to the buying journey. Carefully consider how to optimize the ownership journey as well to fully activate CLV. 
  • Dynamically balance demand and brand across the entire customer decision journey while further increasing branding efforts – particularly in brand exploration and advocacy – to cultivate lasting brand love.

FINAL THOUGHTS

To break through the crowded and cutthroat landscape of consumer brands in China, marketers must not only drive brand growth but also build lasting brand love. Brand and demand marketing have distinct roles throughout the customer journey, but combined, their effect is amplified.

For more insights on how to unleash their power, check out Prophet’s latest report, Brand and Demand Marketing: A Love Story.

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5 Elements Required to Secure Your 2023 Marketing Budget

During times of uncertainty, it’s important your marketing strategies and spend are aligned with business outcomes.

During recessionary times, marketing is often one of the first disciplines needing to evolve and adjust spending. As you enter 2023 planning, you should be prepared to have to make a case for the budget you will need to drive key business outcomes.  

For savvy marketers, this doesn’t mean shutting off in-flight brand and marketing strategies in service of demand generation. Instead, it means strategically aligning marketing activity to business outcomes and articulating the value in terms that resonate with non-marketing leaders—including the board of directors.   

To help you get started, we’re sharing our five critical elements needed to make a case for your 2023 marketing budget.  

Know Your Baseline  

Performance dashboards are often a wise first point of entry for data-minded marketing leaders looking to show real-time insights and build transparency across business verticals and disciplines. At their most robust, such dashboards can bring value across the business by providing a single view of the customer across sales, product and marketing.   

As a starting place, you should have a consolidated understanding of topline metrics that can empower and facilitate discussion around performance and the next best action, which should connect the marketing activity with business outcomes. A data baseline builds accountability and can relieve concerns regarding marketing efficacy. While it may seem obvious in theory, this level of reporting is rarer than one might think.  

When you align marketing activity with business performance, you empower your partners and teams by efficiently attributing c-suite level metrics. Holding companies and traditional media agencies may not be equipped to discuss the possibility of recessionary budget cuts – primarily because many agencies do not align brand spend with business outcomes. At Prophet, we do things a bit differently. As a growth-minded consultancy, we help our clients connect the dots between business objectives and marketing planning, customer metrics and in-flight marketing results.  

Make the Business Case  

From our recent global research, “Brand and Demand Marketing: A Love Story,” we learned that marketers in the most successful businesses are more likely to cite “customer lifetime value” as a key marketing objective. Whereas, within lower-performing businesses, marketers are more likely to focus on tactic-level measurements, such as “enhancing digital marketing support” and “coordination with channel partners.” While the latter are critical operational goals, they are less growth-oriented and trickier to connect to customer relevancy and business outcomes.  

When making a case for your 2023 marketing budget, ensuring your objectives and the funding needed to execute quantifies the impact on the business will lead to a more successful outcome.  

Developing a marketing budget that delivers a measurable ROI requires a holistic understanding of the business and your customers. Once you have accomplished this, you can map your spending to in-market marketing tactics.  

As you develop a proactive business case for your customer-centric marketing budget, there are three primary areas you should focus on:   

  1. Budget Benchmarking: Your c-suite will not always understand the importance of investing in brand and demand marketing, especially during a recession. To help you justify your budget, you should leverage competitor research to build your budget benchmarks.
  2. Agile Strategic Planning: Building a marketing budget requires investment in off-cycle marketing strategy and planning. Marketers will benefit from correlating their strategies with revised strategic business goals, especially as operating climates and customer needs evolve.
  3. Aligning Marketing and Business Goals: You should ensure your KPIs roll up to topline corporate metrics. We believe this means aligning budgets toward a closer marriage of brand and marketing spend, or what we lovely call at Prophet “performance branding.”  

Benchmarks for Everyone  

You must translate marketing performance into a simple language centered on business outcomes so your C-suite colleagues can understand the impact you can make with the right budget. Benchmarks provide the necessary context on what key metrics mean regarding marketing efficiency and effectiveness and opportunity.   

Finance leaders will want to know how the return on marketing spend compares against peers through the campaign, channel and partner analysis. Sales leaders are concerned with how marketing-owned activities have contributed to revenue generation and how those efforts stack up against industry competitors. Colleagues of all functional areas are interested in marketing insights that identify competency and performance and product gaps and how marketing addresses those opportunity areas.   

A thoughtful spectrum of benchmarks focused on industry and out-of-category leaders and laggards can highlight specific improvement areas where business contributions may be trailing average and high performers.    

Optimize for Agility  

As businesses pivot to accommodate changing economic trajectories, so should marketing function. Marketing teams that are organized to perform against an agile strategic plan are best poised to keep up with evolving customer needs. To build an agile strategic plan, you need to map marketing activities to growth objectives. We recommend leveraging a simple taxonomy to ensure marketing teams are in sync with other departments such as finance, sales and leadership.   

For organizations experiencing more fundamental market shifts or disruption, optimization might require a more robust re-evaluation of investment priorities across operating and execution budgets to support the opportunities that will likely make the most business impact. As customer expectations evolve and go-to-market strategies are upended, marketing planning and overarching program spending must adapt accordingly.   

Embrace a Performance Branding Mentality  

Last is the need to marry the art of marketing with the science of topline fiscal reporting. There is a relatively clear correlation between CFO-level metrics and marketing conversion KPIs for late funnel metrics. However, top-of-funnel, traditional marketing-centric tactics and measurement approaches are rarely understood by non-practitioners.   

What do we mean by that? CFOs are unlikely to understand metrics such as impressions or clicks, especially in a constrained or contracting revenue environment. Downturns are not the time to attempt a profound education on the value of these metrics. Instead, we believe it is critical to put marketing success in terms that the CFO (and other C-suites) can understand.  

Taking a performance branding mentality to your budget can collapse the funnel between brand and performance – and maximize efficacy. Traditional approaches to brand marketing allocate limited rigor in managing upper-funnel digital tactics and media.  

In an inflationary environment where every dollar is being counted, you must deploy a clear understanding of your customer behaviors and preferences earlier in the funnel to apply greater precision to brand spend.  

But it’s important to not over-index on metrics like ROI. Instead, you should evaluate leading indicators for revenue that demonstrate marketing’s influence on growth, such as nurture or account-based progression.   

Prophet has an established baseline framework for evaluating marketing spend. This framework helps translate marketing KPIs to business performance metrics, seeking to integrate brand and demand and create clarity of impact across the organization.

While this can vary slightly by industry, rethinking traditional marketing insights to business-level measurements is the first step in substantiating future marketing budgets. The more you can show a linear impact on business growth, the easier it should be to substantiate marketing spend in support of customer outcomes.  


FINAL THOUGHTS

During times of uncertainty, marketers need to align their budgets to business outcomes and effectively communicate the value in terms that resonate with executive leadership teams. To do so, ensure your budget is customer-centric and includes the performance dashboards, benchmarks and agile plans to make the business case.   

Connect with Prophet today to learn how to build a customer-centric 2023 marketing budget that is aligned with your business objectives.

REPORT

Winning the Innovation Game in Banking

How incumbent banks can build resiliency by transforming their innovation engines to drive growth. 

Banks that go on offense and remain committed to innovation will have the competitive edge as the economy returns to growth cycles.

Based on ongoing market research and interviews with industry experts and executives, “Winning the Innovation Game in Banking,” provides insights for senior banking leaders seeking to re-energize their organization’s innovation engines. Specifically, this report:

  • Provides pragmatic actions for avoiding costly mistakes and translating innovation investments into market impact and improvements on the top line
  • Defines leading practices and proven frameworks that accelerate efforts to operationalize and scale innovation programs
  • Identifies the most promising market territories for innovation aligned to the growth agendas of incumbent banks

Download the report today. 

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VIDEO

Prophet Healthcare: Champions for Change

Find out how we help partners across the healthcare ecosystem transform care experiences, create new enterprises and build empathy-driven sustainable ways of working.

4 min

Summary

At Prophet, we believe the organizations that thrive in healthcare are those that dare to change the game – striving to improve human health, create better experiences, and make the best of care an enduring and sustainable reality for all.

Find out how we help partners across the healthcare ecosystem transform care experiences, create new enterprises and build empathy-driven sustainable ways of working. See our healthcare services.


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From URL to IRL: Four Pillars of Experiential Design for the Future of Offline Retail 

As consumers begin returning to in-person shopping, it’s time for retailers to revisit the role of physical retail stores.  

The last few years saw a boom in e-commerce, with innovations such as shoppable live streams, virtual try-ons and AI-powered recommendations enhancing the online retail experience. Today, as consumers re-enter physical stores, retailers can seize the opportunity to reimagine what in-person shopping looks like in the future of retail.  

Consumers’ shopping behaviors have changed. Physical stores are no longer simply places of transaction. Instead, they can serve as storytelling centers that bring brands to life. Offline retail can help customers learn about products, provide an experience value and create stronger relationships. Customers like to view stores as places to experience something unique, memorable and human. 

Also, brands must be clear on their story and audience when designing spaces and their content to create an in-store experience. Once the retail strategy is clear, it’s all about execution. To create a distinct offline experience, brands must think critically about what experiences are only possible in person and how technology can be leveraged to deliver them.  

Below are four areas for brands to consider when developing an experiential design for the future of offline retail: 

1. Beyond POS: Cultivating Community at the Storefront 

It’s time to think beyond transactions. Having a physical footprint in today’s world can be so much more for a brand than simply a point-of-sale. Stores can become multi-purpose spaces dedicated to activities and brand activations that create a sense of community. Customers can come to a store to discover and learn about a brand and touch and feel its products.  

(Image source

IKEA has long been known for its one-of-a-kind in-store experience, with its winding paths, tiny model homes and world-famous meatballs. Its new store in Vienna takes it one step further. Rather than the giant blue warehouse that customers are used to, this 7-story structure of stacked glass pods and covered in greenery was designed to resemble the brand’s minimalist shelving units. Inside, the building offers a public rooftop terrace in addition to a hostel and café. Shoppers can shop, scan and pay directly from the IKEA mobile app and have larger items delivered to their homes via emission-free electric vehicles. IKEA plans for this new store to be more than a shopping center; instead, it’s meant to serve as an urban hub for people to gather in the heart of the city center.  

2. In-Store Analytics: Connecting the Data Dots 

Retail stores are also untapped data mines for brands. By leveraging technology that can track customer behavior in stores, brands can improve the offline journey for their consumers and even create personalized shopping experiences. This behind-the-scenes investment can give brands valuable data about how their customers shop as well as help better predict future trends. 

(Image source

Emart, Korea’s largest retailer, partnered with Seoul Robotics to install patented sensor technology in one of its busiest hypermarkets in the country. In doing so, Emart is able to capture data on customers’ shopping behaviors, such as their typical path around the store and where they spend the most time. Seoul Robotics’ technology also addresses concerns around consumer privacy. By using sensor technology that anonymizes customers rather than cameras that collect their images, no biometric data or personally identifiable information is recorded. This anonymized data is still hugely useful to Emart, though. Through a comprehensive customer data strategy, the information can be used to better manage inventory and product assortment as well as offer customers a highly personalized shopping experience, such as specific coupons based on aisles browsed.   

3. Omnichannel 2.0: Bringing Seamlessness Offline 

The ubiquity of e-commerce has elevated customers’ all-around expectations of a brand. Consumers have the same demands for ease and convenience when shopping in-store as they do online. Brands should view brick-and-mortar stores as opportunities to weave in technology, create more seamless touchpoints between them and their consumers and offer a true omnichannel experience. 

(Image source

Amazon recently opened its first Amazon Style store, expanding on its offline retail presence portfolio. Amazon Style is the company’s latest foray into fashion and seeks to make in-store shopping as easy and seamless as the online experience. Customers can use the Amazon Shopping app to scan an item’s QR code in-store, which will show them product sizing, colors, ratings and deals. They can then choose to send the item to a fitting room and use touchscreens to request different sizes or colors while also browsing AI-powered recommendations for similar items. Checkout is also a breeze via Amazon One palm scanners: with a wave of the hand, shoppers can purchase their items and be on their way.  

But technology alone won’t be enough. Earlier this year, Amazon closed all its Amazon Books and Amazon 4-star retail locations. To fully convince shoppers, Amazon must find a way to create customer-centric experiences that combine the convenience and accessibility of online shopping with the in-store magic that only an IRL experience can deliver.  

4. Retail’s Ultimate Edge: Engaging All the Senses 

Ultimately, offline retail can win by creating experiences that are simply irreplicable online. Embracing stores as multi-sensorial touchpoints can allow brands to create innovative, memorable and highly engaging customer experiences. Brands that can do this successfully will have no trouble compelling shoppers to move off-screen and in-store. 

Scent, one of our strongest senses, has a direct linkage to the part of the brain that controls emotions and memories. When used strategically, scent technology can create a memorable and vivid in-store experience and create desired shopping behaviors. Bloomingdale’s, for example, uses different scents for different sections throughout the store, such as coconut in swimwear and baby powder in infant clothing. Kyobo Book Centre, Korea’s largest bookstore chain, uses a signature scent inspired by trees and wind, meant to relax customers while creating a unified experience across its stores. 

(Image source

Sound plays to another one of our senses and can have a surprising impact on customer behavior, such as increasing brand recall and dwell time by creating a purposeful auditory experience. Genesis, Hyundai’s luxury sub-brand, uses a unique audio identity throughout its entire brand experience, from inside its vehicles to within its showrooms. This auditory expression of its motto, “Quietly Iconic,” is gentle yet distinct, a reflection of the brand’s positioning of modern luxury. 

(Image source

Hyundai recently opened Genesis House in New York, which serves as a brand experience center rather than a traditional showroom, incorporating this meticulously designed sound experience throughout its restaurant, library and event spaces. 


FINAL THOUGHTS

While the pandemic posed its fair share of challenges to retailers everywhere, those that have powered through have the opportunity to rethink and redefine their retail experience strategy. Customers are hungry for in-person interactions, and memorable, seamless, multi-sensorial experiences that connect them to the brand – and each other.  

Connect with Prophet today to see how we can help reimagine the future of retail for your brand. 

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Is There a New Love Story Between Brand and Demand Marketing in Southeast Asia? 

SEA’s exploding e-commerce scene brings to the forefront the balancing act of brand building and demand generation. 

During my recent keynote at DigiBranCon in Kuala Lumpur, I spoke to a congregation of leading marketers on the dichotomy of brand building versus demand marketing. In the post-Covid-19 era, where digital adoption and acceleration changed everything, should you invest more on brand building or demand marketing?  

The Context: Southeast Asia’s Rising Digital Adoption 

Southeast Asia’s massive e-commerce sector is advancing at a rate that is exceeding expectations. There are over 350 million internet users today and close to 10 million more coming online each year. In SEA, the time spent online has already surpassed the time spent watching TV and the online time spent in China and Japan. 

Brands hoping to engage with SEA consumers must keep in mind the mobile-first nature of the market, with high levels of social media usage and influence. Successful brands are already using social as an e-commerce sales channel, catering to a young population with strong consumer ambitions. Established unicorns such as Grab, Lazada, Shopee, InMobi and Tokopedia are investing heavily in digital commerce and beginning to compete with newer, emerging players in the space. 

The digital acceleration that took place during the pandemic invariably led to more brands shifting sales online. While there is a myriad of factors that lead to success or failure, one key consideration is the tension of brand building versus demand marketing.  

Having a brand that stands out in the sea of competition is especially important online. In e-commerce, becoming a preferred brand is even harder yet critical – how do marketers build brand affinity and grow demand? Given most brands in SEA are small to medium-sized enterprises, this can be difficult given the time and financial investment required. As a result, many brands focus on near-term goals, relying on demand marketing for short-term sales and promotions. While this may convince consumers to make impulse purchases or trials, it doesn’t accomplish the longer-term goal of building true brand loyalty. 

Should You Invest in Brand or Demand Marketing? 

If no one knows your brand, your demand generation isn’t going to be as successful as it could be. You need brand awareness for demand generation to work and vice versa. Your brand establishes your legitimacy, creates loyal customer relationships and helps efficiently drive demand. Demand marketing is more about “Why buy one now?” It involves education and highlighting pain points with urgency. Branding is more about “Why buy from us?” It entails building your reputation so that people choose your product to solve that problem – even though there are likely other options.

As marketers, we know brand strategies don’t always directly connect to a sales pipeline, and demand doesn’t always lead to increased awareness in the market. But when the efforts from both sides are designed to complement each other, we’re able to reach a new, unprecedented level of cohesion across the entire marketing program –creating a powerful growth engine that helps us achieve the goals of: 

  • Building preference for your brand and products  
  • Reducing price sensitivity  
  • Nurturing loyal and repeat customers 
  • Saving costs with improved operational efficiencies 
  • Creating a sustainable revenue stream
  • Higher effectiveness and ROI with our marketing investment  

Prophet’s approach to brand and demand marketing is grounded in recognizing that there is a better way to engage with modern audiences, which is especially meaningful in SEA. It is a sustained, integrated approach that continuously engages with audiences inside and outside the marketing funnel in a value exchange that drives growth for both the audience and the brand.  

How to Strike the Right Balance?  

Is there a magical ratio between brand to demand? The conventional 60/40 brand/demand investment split is helpful but increasingly outdated and doesn’t accurately reflect what any medium or touchpoint can do. It also depends on the market situation and your business goals – the ratio will and should change at any given time to adapt to competitive environments.  

To be good, we need to do both. But to be great, we need a more intentional, unifying strategy. The ideal state is to develop a long-term strategy across the customer journey to build preference, which helps to achieve faster, short-term quick wins during moments when buyers are more receptive to “demand” campaigns.  

There are four golden rules that we identified in our recent, global research
 

  1. Build a marketing organization that has the skills and capabilities for both brand and demand, with teams working together against a shared purpose
  2. Design your marketing approaches in an integrated fashion starting with annual planning.
  3. Experimentation leads to success. Build a learning agenda and provide an investment budget.
  4. Track performance and progress with an integrated brand and demand view and laddering up to business goals. 

Through expertise and excellent marketing campaigns, you’ll build relationships that showcase how your product really is better than your competitors, and you’ll have a whole audience of loyal fans to back you up on that. The key lies in regularly fine-tuning your brand-to-demand ratios based on the goals of your brand, the product/campaign and audience response.  

A good example is the regional fashion e-commerce brand, Zalora. When it was still a lesser-known brand, it focused investments on building its brand through traditional and social media marketing across Facebook and search engines. Today, as the brand matures, Zalora invests more heavily in demand marketing through strategic brand partnerships and social commerce, while still investing in data-driven Google ad campaigns.  

Brand and Demand Marketing is the Ideal Couple and Content is a Compelling Aphrodisiac 

As we seek out tactics that will lead us to achieve a proper ratio, there has been a trusted hero of the brand-and-demand approach: Content. If brand and demand are the ideal couple to engage audiences, then content marketing is how we amplify the love story of the couple successfully.  

Experienced marketers know that one asset or social post does not result in a subscriber, let alone generate a lead. Trust takes time to develop, and the consistent cadence and drumbeat of a long-term content effort can help to build and nurture real relationships with audiences.  

Like those addictive Korean drama series, if you can produce a steady stream of engaging and compelling content throughout the customer journey, your audience will be more engaged, and your brand messaging and communication will become more appealing. When this consistent drumbeat aligns with memorable brand campaigns, you build brand recognition and earn loyalty across the marketing funnel. 

Through a strategic storyline approach, brands can extend their master narrative and create meaningful audience interactions throughout the entire funnel, ultimately nurturing prospects to conversion, recommendation and ultimately, loyalty. 

Take the Indonesia-based e-commerce platform, Tokopedia, for example. The brand has embedded K-pop in its marketing content to better target its younger and female segments across Indonesia since 2021. Not only did Tokopedia present K-pop groups BTS and BLACKPINK as the face of the brand, but it also created a long-term content strategy to feature Korean artists in its programs, campaigns and events to drive customer acquisition, engagement and sales. This creates a consistent customer experience, delivering key benefits to the target audience along every step of its customer journey, thereby building brand loyalty. 


FINAL THOUGHTS

During the mobile-first digital age, the new marketing benchmark requires an integrated strategy involving both brand building and demand marketing, calibrated to deliver impact based on the maturity of your brand. A balanced mix of both short- and long-term tactics is key to achieving uncommon growth.

At Prophet, we believe content is where brand meets demand – the sweet spot that fosters brand loyalists and fuels consistent ROI that compounds over time. Brand and demand marketing requires delivering a well-thought-out content strategy and cohesive customer experience. Download our global research report, Brand and Demand Marketing: A Love Story, to learn more.

BOOK

The Future of Purpose-Driven Branding 

BY DAVID AAKER

Learn how to guide, inspire and enable effective communication of a purpose-driven branding program.

In his book, “The Future of Purpose-Driven Branding,” branding expert, David Aaker, shows a pathway to business and social program leadership and offers five branding “must dos” to guide, inspire and enable effective communication of the program. The book includes:  

  • A thorough case for why social programs are the secret weapon to helping business leaders build stronger brands and more connected work cultures, while supporting important social causes 
  • Powerful case studies from organizations leading with exemplary social programs
  • Tools and insights for integrating social programs into the organization and business 
  • Five branding “must dos” when building signature social brands 

Download the first chapter today.  

Loved the first chapter? Order the book on Amazon.

About the Author 

David Aaker is the author of more than one hundred articles and 18 books on marketing, business strategy, and branding that have sold over one million copies. A recognized global authority on branding, he has developed concepts and methods on brand building that are used by organizations around the world. 

Connect 

Want to interview David Aaker or feature him on your next podcast? Please connect with us or David directly. 

Reach out to learn how David Aaker and Prophet can help your business create signature social programs that capture the hearts of leadership, customers, employees and brand followers.  

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3 Ways to Out-Innovate the Downturn 

Prioritizing innovation is key to unlocking sustainable growth – particularly in turbulent times – and enabling this requires a new level of collaboration. 

Collaboration inspires innovation. It fuels growth and accelerates transformation. Yet with so many eyes focused on the turbulent economy, companies are losing sight of innovation’s value. As fear infuses corporate conversations, many are already using the uncertainty to justify putting innovation efforts on hold. They shift from finding new sources of growth to focusing on ways to shrink–what projects to mothball? Which budgets to cut? Which workers to eliminate? 

That short-sightedness is a mistake. History has shown us, again and again, that companies that move into head-down defensiveness miss out on the rich opportunities that downturns create. Competitors change course. Customer behavior shifts. Old needs fade, and new ones arise.  

Unless companies actively seek ways to boost innovation, collaborating throughout the organization to enrich new and better experiences, they’re missing out on transformative possibilities. Past recessions have given us innovative new companies and operating models, from the sharing economy to the crypto craze. And companies that look for new ways to grow, expand and transform consistently outperform the batten-down-the-hatches crowd. 

It takes collaborative muscle. Our recent research shows that companies can systematically build that strength. And those that do are more productive, finding relevant solutions that aren’t just novel but also high-impact and potentially transformative. 

Three places to begin right now are: 

1. Prioritize Customer Journeys, Not Functions or Departments 

Getting teams to work well beyond their silos isn’t a new problem. But it’s taken on outsized urgency as companies see themselves constantly outflanked by category disruptors. Departmental boundaries serve a role but also thwart flexibility, speed and innovative potential. They slow transformation. And the bad news is that our research shows hybrid workplaces are even worse at collaborative efforts. 

In most companies, people are still primarily evaluated and compensated on functional and departmental key performance indicators. Their work is often not even in alignment with organizational goals. Because there’s no formal or systematic recognition for interdepartmental teams, efforts fizzle out. In addition, customers continue to face disjointed products and services. They feel like they’re dealing with one brand in customer service or marketing but a completely different one in operations or sales. 

Solving this problem doesn’t necessarily require sweeping organizational changes. Companies can move toward this type of change starting with small pods, giving them a clear focus and the agency to test and prove new collaborative models.  

The more touchpoints and complexity a product or service contains, the more critical this step becomes. Prophet recently worked with a large purpose-driven financial services company, which wanted to provide better tools, programs and support for its financial advisors. It also wanted to ensure that each new offer and channel conveyed its purpose, whether it was a young family looking for a first insurance policy or older consumers focused on estate planning. Using a “pods and squads” model, we helped the company build small cross-functional teams focused on core customer needs. Viewing that work within the context of the company helped create a model that it could scale throughout the organization and overcome internal friction by finding a more seamless approach for advisors and end customers. 

Where to Start:  

Think small, with concrete and specific projects. While the ultimate goal might be to organize cross-functional teams for each segment of the company’s audience, individual pilots are more practical than ripping out all the plumbing. Create goals and objectives, restructuring KPIs around jobs to be done. This works by creating small wins, fueling the collaborative mindset. 

2. Maximize Principles, Minimize Process 

Truly collaborative organizations–not surprisingly, the most innovative–are powered by principles. It’s not that they don’t have rules and decision matrices to govern how work is done–they do. It’s just that they have overriding principles and values that are more important. These principles provide clarity and direction in ways process guidelines can’t. 

Google’s 20% Project is one of the most famous examples and has led the company to such innovations as Gmail and Google Maps. Others have turned similar side-project principles into ventures like Slack and Twitter.  

When principles guide companies, they become social norms–more potent than rule-based ways to make decisions. But there’s an art to settling on the correct principles. Too often, they’re vague, benign and become something tacked up on the office wall, like “Be nice” or “Listen to others.” 

Fluffy platitudes aren’t enough – principles must provide enough depth and structure to feel relevant and contextual. They should inform people as they consider, “What’s right for this company? This brand? In this moment?” And they further a company’s purpose, emphasizing simplicity, adaptability and sustainability. 

When there are rules, people cooperate. When there are principles, they collaborate–but they must find common ground between themselves, their colleagues and the company. Prophet’s Collaboration Flywheel Model™️ helps leaders and organizations move toward an environment that is sustainable and delivers more impactful outcomes faster over time 

For example, our recent work with CVS Kidney Care focused on translating its “culture of courage” into innovations to help millions of people suffering from kidney disease. We established principles for how the group wanted to work as a team, how to communicate, and how to share information.  

Our teams supported CVS Kidney Care in translating those goals into principles required to completely disrupt the kidney-care universe. Using two-week agile sprints to break down silos, we helped it focus on patient, caregiver and provider priorities. The result? A truly transformed experience for kidney patients, delivering personalized, seamless care with less time away from home and work–and improved health outcomes. 

Where to Start:  

Focus on team autonomy and team charters. Positioning these as the first steps in building team dynamics often makes a natural step to developing or redefining the Employee Value Proposition. The EVP can and should distill these ideas, connecting principles to brand promise. This kind of collaboration leads to EVPs that intersect beautifully with an organization’s overall purpose and each part of the company, from experience and innovation teams to brand and culture specialists. 

3. Play with Prototypes, Not Presentations 

If pictures are worth a thousand words, prototypes are worth a thousand user stories. People learn best by doing, so involving people throughout the organization in play sessions that let them roll up their sleeves will lead to more innovative and effective solutions than yet another 90-page PowerPoint. Embedding a maker mentality stimulates constructive conversation about new ideas, which are often hard to share and explain. 

Put simply, doing uncovers more wisdom than thinking. 

And yes, we get that it’s challenging to convince a C-suite focused on cutbacks and retrenching to step up their commitment to play. But it’s a crucial ingredient. Play opens people’s minds, facilitating new ways of thinking and doing. We often use Lego’s Serious Play in workshops to help people better connect their brains’ right and left sides. This co-creation opens collaborators’ minds, giving them a better sense of what is and isn’t possible. 

Iteratively building–testing and playing in this way–gets organizations to more efficient learning and definition. 

Adults aren’t good at it. The famous Spaghetti Marshmallow Tower is one of our favorite examples. When given a marshmallow, some dry spaghetti, tape and the instructions to build the tallest tower in 18 minutes, those with MBAs perform miserably. They assume there is a single best approach. They over-analyze. They jockey for power. As they run out of time, they realize their towers can’t support a marshmallow. 

Those that do best? Kindergartners. Their sturdy towers are taller and more varied–precisely because they prototype every step of the way.  

This playfulness solves another problem: Not all people in organizations perceive collaboration in the same way. Enthusiasm, and the perception of effectiveness and value of collaboration, vary by department and across regions. Why not make it more enjoyable? 

We recently did a project for a healthcare company that wanted to extend its reach among small and mid-sized medical practices. These providers offer excellent care but often lack the marketing resources of large practices. 

Before we started building things, we developed a series of interactive prototypes. Many people from departments as diverse as risk, compliance, finance and operations had the chance to play with the different options. They poked and prodded, turning solutions upside down. 

When a roomful of people hears remarks like, “This approach is more engaging, but it would mean we’d have to change X or Y to implement it,” there’s less friction between departments–everyone can see why collaboration is better. It highlights what is most valuable to the end user and why. 

Where to Start:  

Rapid prototyping doesn’t have to be elaborate. It should begin with sketching on paper. It should be dirty, ugly and fun. Exercises like mash-up innovation, how-now-wow and bad-idea brainstorms can be light exercises to generate initial concepts. Service storyboards and mood boards help and so does writing a make-believe press release for a hypothetical launch. Anything that involves the team in different ways to communicate ideas is helpful. 

Check out our most recent research – Building Business Resilience Through Innovation


FINAL THOUGHTS

Effective collaboration is essential in order to increase the pace and quality of innovation efforts across the organization. It is also one of the most meaningful aspects of employee engagement and personal growth. And that personal growth – learning new skills, extending networks and increased productivity – translates to the entire organization, helping enterprise goals to be achieved more quickly. In down markets, prioritizing collaboration gives companies an innovative advantage and delivers new and different sources of growth.

WEBCAST

Enabling Transformational Growth in Asia Through Effective Collaboration

Learn how companies in Asia can drive innovation and accelerate outcomes through better collaboration.

52 min

Summary

In Asia, effective collaboration is paramount to unite a diverse set of countries and strive towards a common goal.  

Our latest global research report, “Catalysts: The Collaborative Advantage,” unveiled that companies in Asia value collaboration more than other regions, but lag in execution. How can the region work to close the gap? 

In this webinar replay, leaders from Prophet’s Organization and Culture practice and the APAC team share insights from our latest global study, introducing clear pathways for leaders to prioritize and accelerate the efforts to build their collaborative muscle. 

Learn how effective cross-organizational collaboration can help your business unlock transformational growth through a holistic, human-centered approach.  

Key Takeaways

  • How Prophet’s Collaboration Flywheel helps deliver better, more impactful outcomes faster over time through a 3-phase approach.
  • Characteristics unique to the APAC region, and why effective collaboration is paramount to unite a diverse set of countries and strive towards a common goal. 
  • Actionable tactics and case studies to unlock collaboration in today’s ever-evolving organizations with remote, hybrid and face-to-face workplaces and the future opportunities for improvement.   
Download the presentation PDF.

BOOK

The Future of Purpose-Driven Branding

BY DAVID AAKER

Read the book to learn five branding “must-dos” to guide, inspire and enable effective communication of the social purpose and program.  

Summary

Winners in the future will embrace social program leadership … or fade into irrelevance with customers, investors and employees. It’s not enough for companies to commit to reducing energy or have an ad hoc budget for grants and volunteering. The world needs the resources and agility of large businesses to address existential threats in society with imaginative and impactful programs. 

In his book, “The Future of Purpose-Driven Branding,” branding expert David Aaker shows a pathway to business social leadership that include four strategies:  

  • Employ resources to address the most pressing societal challenges – like climate change and identity inequalities 
  • Create impactful, inspiring, and mission-driven signature social programs that will help business leaders build brands that are more relevant and purpose-driven as well as impact important social challenges 
  • Integrate the signature social programs into the business to bolster the organization’s brand as a mission-driven enterprise that is “doing good”
  • Create and manage a portfolio of signature social brands that inspire, engage and communicate with passion and clarity by using the five branding “must-dos” 

Highlights 

  • A thorough case for why social programs are the secret weapon to helping business leaders build stronger brands and more connected work cultures while supporting important social causes 
  • Powerful case studies from organizations leading with exemplary social programs 
  • Tools and insights for integrating social programs into the organization and business 
  • Five branding “must-dos” when building signature social brands 

Take a sneak peek and read the first chapter here.

Endorsements

“David Aaker, the branding guru, shows how to leverage signature social programs using vivid case studies. Integrating the social program into the business creates a win-win infinity loop.  ‘The Future of Purpose-Driven Branding’ is a must-read book for the purpose era.”

Joe Tripodi 
Former CMO at Coca-Cola, Allstate and MasterCard

“Every company should adopt a social cause beyond profit-making. Aaker has written the perfect book to help you find that cause and build a unique program and brand that makes a difference.”

Phil Kotler
The Father of Modern Marketing

“This is a roadmap for nonprofits who want to build an inspiring brand and attract active business partners. The five branding “must dos” are game-changing.”

Eve Birge
Exec Director, White Pony Express, “All of Us Taking Care of All of Us”

 

About the Author 

David Aaker is the author of more than one hundred articles and 18 books on marketing, business strategy and branding that have sold over one million copies. A recognized global authority on branding, he has developed concepts and methods of brand building that are used by organizations around the world. 

Connect 

Want to interview David Aaker or feature him on your next podcast? Please connect with us or David directly. Reach out to learn how David and Prophet can help your business create signature social programs that capture the hearts of leadership, customers, employees and brand followers.  

VIDEO

A Human-Centered Approach to Digital Transformation

The point of digital transformation is not to become more digital; it is to become a better company.

2 min

Summary

Chan Suh, chief digital officer at Prophet, says that technology-led digital transformations often fall short of the intended impact. Instead, it should be steered by a purpose-led mission. At Prophet, we pull together our range of capabilities and expertise to help our clients transform from within. Learn more about Prophet’s approach to digital transformation in this blog.

Digital Transformation at Prophet

Prophet is a convergence accelerator and purpose-led transformation consultancy that will help you reimagine your firm, integrate and scale digital investments and drive real, defensible growth. We believe that to accelerate convergence we take your existing assets – such as data, brand, culture, business models – reimagine them for today’s customers and employees and look for new ways to integrate capabilities and talent with a reimagined sense of purpose. Then, we drive towards scale.

Get in touch today if you’d like to learn how to bring digital convergence moves to grow your organization.


BLOG

Transformational Change is the Name of the Game

How to create a change-ready organization through a culture of play.

The past few years have felt like anything but a game – unless that game is Monopoly and you’re losing to your older sibling after landing on Park Place for the eighth time. In this case, the taunting sibling has more teeth: global pandemics, social reckonings and war. 

All of these factors have shaken people’s sense of safety, identity and trust. And these challenges have required companies in every industry to accelerate transformation—something that’s difficult in an environment where people are exhausted, frustrated and, at times, scared.  

Fortunately, many companies are heeding the call to take care of their people with 90% of employers reporting an increase in investment in mental health programs (come on, the other 10%!) according to Wellable Labs’ “2022 Employee Wellness Industry Trends Report.” 

And while holistic well-being is incredibly important, work itself still lacks the humanity (the human beings in “well-being”) needed to sustain change. But that’s where play comes in. Forgive the pun, but it plays a part in the transformation.  

What is Play and How Does it Tie Into Transformation? 

Prophet’s Change Fitness Model reflects the different starting points for how companies see and address change, ranging from the transactional belief that “change is an obstacle to overcome” to the transformational state of play where transformation can be a sport to be enjoyed. 

You can think of play as “batteries not included.” Because, given the constant nature of change, those who have achieved play can spend less energy overcoming each effort and more time being fueled by it.  

So how do you get to the state of play? Exactly—you play!  

Scientists Meredith Van Vleet and Brooke Feeney define play as: A behavior or activity carried out with the goal of amusement and fun that involves an enthusiastic and in-the-moment attitude or approach, and is highly interactive among play partners or with the activity itself.  

Applying this lens to work clarifies the opportunity–making work that people enjoy, that brings out enthusiasm and deepens connections.  

The skeptic will say, “We don’t have time for play – we have work to do!” But those ahead of the curve see the intrinsic need to link the two. Better play means better work. In fact, in a 2019 study by Brigham Young University, teams that played video games together were 20% more productive than others.  

That’s because play unlocks creativity, helping people tap into new sources of inspiration and ways of thinking—which creates better solutions.  

And, especially at a time when the universe is playing chess with humanity, play creates sustainability and safety, encouraging people to enjoy what they’re doing, so they’ll want to do it more. And it deepens skill building, encouraging trial and growth in new ways. Checkmate. 

Of course, play is easier said than done and toxic environments will reject it. People can’t experiment if they believe their job or reputation is at risk. They won’t be themselves if they don’t like the people they’re working with. And they won’t prioritize play if they’re getting mixed or conflicting signals from leadership.  

Play shouldn’t be isolated to an innovation team, a single brainstorm, an occasional company outing nor the funniest person in the room. Play needs to take place across all levels and contexts – across a company’s culture, teams and individuals. Each reinforces the other with a company’s culture making it easier for teams to be able to play, and individuals bringing their whole selves to both innovation and the everyday.    

How to Create a Culture of Play Within Your Organization  

So how might you best implement a culture of play? We couldn’t not use the SMILE acronym, could we?  

Safe 

No one wants to play “the floor is lava” with actual lava. People need to feel safe in their environment. That means feeling confident that they can make mistakes and learn from them, not be punished by them.  

According to Peter Temes, founder and president of the Institute for Innovation in Large Organizations (ILO), “that hasn’t changed since we began this work 15 years ago, and probably hasn’t changed from decades prior to that—this idea of lowering the cost of failure.”  

Leaders can create safety by modeling and being transparent about failures and growth opportunities. Most importantly, leaders’ actions must speak louder than words – when individuals fail, they need to celebrate those learnings, not focus on the implications. 

Leaders can also help create a sense of safety through joy and levity in the workplace. Jennifer Aaker and Naomi Bagdonas, authors of “Humor, Seriously,” have shown that companies that embedded humor in their culture had employees who were 16% more likely to stay at their jobs feel engaged and experience satisfaction.  

Meaningful 

By nature, games have stakes and meaning – it’s what makes them exciting and, as defined above, creates the enthusiasm that creates play. Giving meaning to play can take many forms.  

One way is through reinforcing an organization’s purpose, helping people see why their work matters. Some companies create meaning through competition – whether individual incentives, team challenges or by focusing on external competition.  

One company created an internal fantasy league, resulting in an 18% increase in outbound calls and an increase in morale. Making play meaningful like this can be a great cause for celebration and recognition as well—reminding people about why they need to be invested in what they’re doing. Of course, “meaningful” must be rooted in safety – if people fear the stakes are too high, that fear can hold them back.  

Individual 

Everyone’s favorite radio station is WiiFM – “What’s in it for me.” Ask someone about a project they’re working on, and they might smile. But ask them what they did this weekend, and they’ll light up—even more so if they get to talk about personal hobbies or passions.  

Create more ways for people to light up, and you’ll create more ways to unlock that joy and translate it into their work and relationships. At a systemic level, consider how you’re fostering individuals’ passions and making them feel heard and represented. And at a team and day-to-day level, find ways to share them.  

Linked 

On the other side of the “individual” see-saw is the need to bring people together. Often, people have more fun working with other people, and collaboration creates those all-important feelings of togetherness and belonging. Prophet’s 2022 Catalysts research: The Collaborative Advantage finds that employees achieve better outcomes personally and professionally when they collaborate – 65% of respondents cited higher levels of productivity as a result.  

In hybrid environments, it becomes more challenging, where it may seem like people are working together on endless transactional Zoom calls. In reality, there is a shrinking emphasis on true connections which require smaller group interactions and a mix of both work-related and non-work-related focuses.  

Exploratory 

People need new inputs to get to new outputs. Trying a new dish can be more fun and exciting than eating the same meal for the fifth time this week. Consider how to fuel people’s joy and creativity by putting them in new situations, hearing from new voices or thinking about things in new ways. Then, use that space to give people a chance to get their hands dirty, safely.  

Build in the flexibility for exploration. A global airline used the power of play to teach the organization its seating pricing strategy. Leaders used a game of “The Flight is Right,” taking the principles of “The Price is Right” and applying it to the complex principles that airlines face. By approaching the learning in a new way, and allowing people to play and participate, the message stuck.  

LEGO’s serious play methodology is another great example of encouraging exploration to envision challenges in new ways while tapping into the joy of being a child.  

The creativity expert, Edward De Bono, describes “Rivers of Thinking” – the building nature of experiences that help us to unlock new solutions. When we fill our rivers with the same water, it becomes difficult to explore new ones.  


FINAL THOUGHTS

Play isn’t a moment in time or something you do outside of work. Organizations can use the power of play to create a sense of safety in the workplace, give employees a purpose, and build trust– all factors needed to accelerate transformational change in an organization. 

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