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How Challenger Brands Drive Acquisition With Brand Experiences

Challenger brands have a bold vision to transform the market they exist in, to disregard the odds, and in doing so accelerate business growth and bring change to the industry. They have clarity around their purpose, which leads to a drive and identity that even market leaders struggle to match. Many of these challenger brands have been able to drive acquisition with brand experiences. This is how they did it.

The Thinking That Separates Challenger Brands From Everyone Else

Challenger brands know that it’s not the size of your media budget that defines you, it’s how you tell your story, how you choose to innovate and the way you push the category forwards in a consumer-centric way.

More and more of these companies are turning to brand experience to gain attention, drive acquisition, and sustain loyalty. It’s in their DNA to defy the rulebook, often looking beyond traditional marketing channels to deliver memorable, meaningful, and useful brand experiences that surpass all expectations. The result is challenger brands rising to the top, creating unforgettable brand engagement experiences at every touchpoint of the consumer journey.

Communicating Brand Values To Drive Acquisition

Challenger brands are defined by their state of mind. They have an idea of what the world should be like, and they work tirelessly to achieve that change.

A great example of this is Tony’s Chocolonely, a brand that challenges the ethics of the chocolate industry and commits to “100% slave free” chocolate production. The Netherlands-based business became the leading chocolate brand in its home country without the use of paid ads. Consumers are more willing to recommend a brand that supports a good cause over one that doesn’t, proving that it’s likely this ethical stance is driving word of mouth and rapid growth.

From the unequal and uneven pieces of chocolate itself (cleverly representing the cocoa industry) through to the convention busting aesthetic, Tony’s Chocolonely tells its story at every available opportunity. There is no better way of doing this than showing up in the real world, with a meaningful brand experience tour.

A Brand Experience Can Humanise Your Brand

The most successful companies humanise their brands in ways that make their marketing more relatable and magnetic. A recent study reveals that brands who deliver humanised experiences were twice as likely to outperform the revenue growth of their competitors.

Swedish oat milk brand, Oatly are the masters of this. Famous for their simple, humble, and irreverent tone of voice, they have historically avoided traditional marketing channels and instead opted for grassroots guerrilla tactics, such as murals, fly posting, and product sampling. This grassroots approach even goes so far as to make fun of marketing, which is refreshing for consumers, positioning Oatly as the favoured underdog.

When launching in the US, rather than investing in droves of Google ads, Oatly decided to expand its commercial reach and raise vital product awareness by going straight to the front line – the coffee shops. This approach saw Oatly team up with a selection of artisanal coffee shops, positioning itself as the greatest alternative to dairy, searing its name (and taste) into the minds of satisfied coffee drinkers across the nation.

See Everything As A Medium – With A Generous Dose Of Creative Courage

The most successful challenger brands take a format-free approach to marketing, which results in original experiences that cut through and don’t cost the earth.

Babe Wine, fronted by The Fat Jewish, embodies this way of thinking with its unconventional marketing campaigns. After giving away millions of dollars’ worth of wine on social media at the beginning of quarantine, the brand created a socially distanced manicure truck to deliver much needed TLC to New Yorkers, partnered with Bumble to help fans survive lockdown breakups, built its own Monster Truck, and released jockstrap-scented candles.

These newsworthy experiences, combined with its consumer-savvy, social-first strategy, have kept the sales fizzing, building on its DTC efforts.

Stay Tuned In To Opportunities That Drive Acquisition

Challenger brands are typically fast to react to their environment, using all viable opportunities to drive brand engagement and customer acquisition. Unlike above-the-line channels, brand experience can often be deployed quickly and at little relative expense, meaning it’s a helpful tool to have in the armoury.

Miami-based debt relief app Relief recently disbursed 10,000 lookalike business cards, inviting recipients to take practical steps to get their finances in shape, playing on the theme of the Netflix hit show, Squid Game. This is not only a highly PR-able stunt but also a hardworking and cost-effective acquisition driver.

Reactive marketing can be increasingly difficult to pull off. The fallout from badly received content can cause immense damage to a brand’s reputation, sometimes so that it would have been better to remain silent. It’s important for marketers to time campaigns wisely and treat reactive marketing as more of an occasional opportunity within a wider marketing strategy.

Spark Joy And Reap The Rewards

For those challenger brands who may be looking to go public, it’s worth knowing that guerrilla marketing campaigns that draw on emotions like joy are associated with positive activity on the stock market, according to a study published by the Journal of Advertising Research.

Dating app Bumble, who went public earlier this year, has caught consumer attention through high-impact stunts, gimmicks, and events since their conception in 2014. These experiences have ranged from handing out yellow roses on Valentine’s Day, raising awareness of catfishing through The Great Catch food truck, and taking over coffee shops for the Bumble Hive experience. Understanding how investors respond to these initiatives can guide marketers as they map out their brand plans.

In today’s fast-moving and volatile market, it pays to have a challenger mindset. Covid-19 has shaken up industries across the board and no matter your company’s size, your survival is at risk if you fail to disrupt, excite, and prove your innovative edge. These successful challenger brands maintain a fresh outlook on experiential marketing and focus on delivering incredible, format-free brand experiences with a nimble, bold, and creative approach to everything they do.

Driving acquisition through brand experience is not limited to challenger brands. By the same token, operating with the mindset of a challenger brand is not something out of reach.

Sense invites you to explore the opportunity that exists in brand experience and engagement. Take a stroll through our brand experience portfolio to see how we’ve pulled it off for many brands – both challenger and non-alike.

Hayley James is Vice President at Sense New York.

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How US and UK perceptions of experiential are converging

It’s no secret – the past 16 months have been tough for experiential agencies. So, it’s thrilling to see live brand experiences bouncing back strongly. It’s also important to acknowledge and applaud the innovation we’ve seen during this time, fast-tracking industry progress and stretching the possibilities for brands, beyond what might have seemed possible pre-pandemic. The brand experience landscape is forever changed. As are the perceptions of it.

What does this mean for the future of experiential? What is the impact in terms of how brands (and which brands) are using the discipline, and how and why does this differ by market? Starting with those at the forefront; the US and UK.

The omni-channel mindset

Before the pandemic, US brands were more inclined than their UK counterparts to view experiential marketing campaigns with an open, omni-channel mindset, looking to their agencies to create engaging experiences, regardless of the channel and developing more integrated activities. This forward-thinking “format-free” approach was not being embraced in the UK to the same extent.

Agencies could often be siloed or selected for their “specialisms”, and briefs were often more prescriptive, at times stifling the creative possibilities. The same brand types would incorporate brand experiences into their annual plans in the UK, in a somewhat formulaic style. While several of these brands remain on the experiential sidelines, we’re seeing the challengers stepping forward, with a more flexible, open-minded approach. Fully embracing the lull, or lethargy, from their big-brand competitors.

As US brands emerge into the recovery, it seems their hunger for this free-thinking approach has grown, as is their reliance and trust in their agencies to advise on the best and most appropriate approach.

Increasingly and refreshingly, brands are supplying briefs with no specific format in mind for their activation, willing to let the agency lead on how best to engage the target audience to meet campaign objectives. Idea first – execution second.

A cautious return

An activation for Henkel brand Zotos Professional (ZP) started out as a more traditional brand experience brief in a live environment, but evolved into a purely digital campaign, in order to deliver the best, most relevant and engaging experience for the audience in question. ZP was comfortable with the shift in format, so long as the integrity of the idea was maintained. It is one of a number of post-pandemic US activations being digitally led.

Indeed, the term “hybrid” appears to be the new normal, with agencies now able to offer clients the best of what went before, while also drawing on the innovation seen during the pandemic to amplify and deepen experiences. Live activations have a live-stream element. Digital is booming.

Brands are understandably cautious, so it makes sense that they’re leaning towards digital/virtual activations, but with more live elements being built into the mix than was the case a few months back. In this way, digital technology is helping to accelerate the experiential revival in the US.

There’s been a similar, if slightly more cautious, return to brand experiences in the UK, but in a more traditional way, with touring activations across the country still popular to reach consumers nationwide, rather than digital amplification.

However, there are signs that UK brands are taking a broader view. A recent survey of about 100 brand marketers found that 91% felt brand experience didn’t just have to mean live, which is unlikely to have been the case 16 months ago. So it appears that brands are starting to open their eyes to other forms of activation and potentially looking to their brand experience agencies to offer this range of options – just not as enthusiastically as in the US.

The contrast could well be due to the sheer scale of the US compared with the UK, forcing brands and agencies to explore efficient ways to achieve reach for the experiences they create, making PR-able stunts and campaigns with a social or digital aspect more typical.

However, by embracing a hybrid, omni-channel future, the UK will not only be able to rise to consumers’ hunger for experiences, but also deliver more effective activations that also acknowledge the acceleration of digital technology that’s taken place during the pandemic.

The future of experiential

It’s telling that YouGov’s tracker informs us that “boredom” and “frustration” are the strongest emotions currently felt by the British people, replacing “stressed” and “scared”.

Brands can meet this demand with exciting, engaging activations delivered in the most appropriate way, not only with respect to health and safety restrictions but also reflecting where the audience is and what they want to do, embracing digital technology and social media to build engaged communities united through experience.

US brands are setting the pace in this new world of experiential and, as if often the case, we foresee a similar trend emerging in the UK.

Sarah Priestman is President at Sense New York, and Nick Adams is Global CEO of Sense.

This article first appeared in Campaign Magazine, July 21st 2021.

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The future of the airport experience must be extraordinary and experiential

Evolution is a slow process. Although the world around us changes rapidly, human beings remain relatively unchanged. Our hopes and fears, likes and dislikes, wills and won’ts are fundamentally the same as they were thousands of years ago. The marketing world often forgets this. We can’t resist the next big thing – the must-use platform or the glitzy new gadget. We forget the fundamentals of what makes people tick.

When looking to grow a brand, rather than worry about TikTok or blockchain or cryptocurrency, think first about the golden rule of business – how can we provide a good customer experience?

Take Apple, for example. On May 19, 2001, the first Apple store opened in Tysons Corner, Virginia. The idea of a tech company launching a physical retail space was seen by many as a huge risk, with Businessweek even commenting, “Maybe it’s time Steve Jobs stopped thinking quite so differently”.

Some 17 years later, Apple launched its 500th store in Seoul, South Korea. Apple is now as much a retail brand as it is a tech company. What opportunity did it see that so many others missed?

“You’ve got to start with the customer experience and work back towards the technology – not the other way around,” said Steve Jobs.

Apple understood the value in providing its customers with an amazing experience. Enough was enough. The previous model of watching commission-hungry sales people push their products in drab surroundings was no longer good enough. The company needed to go to extraordinary lengths to provide a better experience for prospective and existing customers. The investment was worth it. The gamble paid off.

The American Society for Quality conducted a survey on customer loyalty. One question asked why companies lose customers:

  • Customer influenced by friends – 5%.
  • Customer lured away by competition – 9%.
  • Customer dissatisfied by product – 14%.
  • Customer turned away by attitude of indifference by the provider – 68%.

The results are significant. The retail experience provided by frontline staff is nearly eight times more important in maintaining customer loyalty than the actions of a company’s competitors.

A study by PwC told a similar story. Their research showed 85% of brand opinion is driven by everyday interactions with the brand; only 15% is driven by traditional comms. Put simply, the frontline of a business matters. Like Apple, companies willing to go the extra mile to make the experience on their frontlines extraordinary tend to succeed.

An experiential future
We are living through a period of rapid change for customer experience. For thousands of years, all business was conducted face-to-face. However, the last 100 years has seen the development of a vast array of new technologies, which have divided most company’s frontline. People can now connect with businesses via their phones or emails, social networks or chatbots. The Covid-19 pandemic has accelerated the uptake of several new technologies that puts even greater pressure on face-to-face experiences.

Why go into a bank when I can speak to an advisor over Zoom?
Why go to the cinema when I can watch a film on Netflix?
Why go to the shops when I can buy an outfit at the click of a button?

The answer to these questions is the same as the one Apple gave us when it launched its first store 20 years ago: Extraordinary experiences drive an extraordinary level of customer loyalty and advocacy.

While nobody is doubting the unparalleled level of convenience digital experiences provide, there is nothing quite like the immersive power of experiencing something in real life. It is for this reason we are seeing, and will continue to see after the pandemic, more and more physical spaces investing in delivering an amazing experience on their frontlines.

A brand does not have to build an entire store like Apple to improve their customer experience – this can simply mean augmenting existing touchpoints to become more experiential.

In a world where 81% of people choose brands based on recommendations, according to Brand Love, businesses will need to unlock the potential of turning their existing customer base into their marketing department. The best advert of all is a satisfied customer who spreads the word.

Rather than fear digital technology, physical experiences should use it as a reference point. Businesses should ask themselves what value digital provides in their field and then look to provide a different experiential value with their physical touchpoints.

For a retail brand, digital technology provides amazing speed of purchase. A physical retail space should provide the opposite: a slower experience where customers can browse, try on the clothes, and be immersed in the brand’s identity.

For an entertainment brand, digital technology keeps us amused in the comfort of our own homes. A physical space, such as a theme park or an exhibit, should leverage everything we can’t do from our sofas: move us around, create an active and invigorating space where we experience and learn with all five of our senses.

The past few years have seen wonderful experiential innovation within airports as brands look to provide something different to the digital world:

Luton Airport – Christmas Activation Airport Experience
In the peak of Christmas holiday season, enhancing the traveler experience is high on Luton Airport’s agenda. In 2018, the airport created a package of seasonal treats including entertainment, children’s activities and themed Santa’s Helpers strategically positioned during the land-to-airside customer journey. The airport also had the world’s first Christmas lightshow featuring an A320, from easyJet, which was wrapped in Christmas lights.

Qantas – Frequent Flyer Pop-Up
In 2019, Qantas opened its first pop-up store, the Frequent Flyer Rewards Room, at Melbourne Airport’s domestic Terminal One. Members could shop a range of popular items in-store, such as Bose’s noise canceling headphones and the latest Fitbit and Lego sets, and earn 100 Qantas points just by walking into the store and providing their frequent flyer details.

Denver International Airport – Ice Rink
To raise spirits during the Christmas travel rush, Denver International Airport has an ice rink in their open-air plaza. Travelers can use the rink free of charge. The ice rink has previously hosted several special events including a movie screening of ‘National Lampoon’s Christmas Vacation’ and an ugly sweater party.

How can brands leverage the experiential future of customer experience?
There are three key components brands should consider when improving their customer experience:

  1. Audience – a brand should conduct research into its customer base to understand what they consider a good experience and what they want when interacting with the company’s frontline. So much of good strategy comes from the simple act of listening.
  2. Brand proposition – a brand should consider what it uniquely stands for in its market. For example, if a brand is the most luxurious company in the category, its experiences should continue to provide more luxury. If the brand stands for health, it should create experiences that help people become healthier.
  3. Touchpoints – finally, a brand should map its entire frontline to work out which touchpoints could become more experiential. Maybe it’s the home delivery, the in-store experience or customer service desk? Mapping out the frontline of a business helps to identify gaps that need improving.

The combination of these three considerations should allow any brand to create experiential customer experiences.

The next 12 months
As we move through 2021 and into 2022, it is likely the world will slowly begin to emerge from the Covid-19 pandemic. And it is likely consumers will rush back to real world experiences when possible.

The balance between our physical and digital lives will be restored. The challenge for brands is ensuring their frontlines are extraordinary enough to satisfy the raised expectations of their customers. Apple Stores show us the size of the prize for those willing to go the extra mile. The consequences for those who provide something sub-standard is customers leaving to find something remarkable.

Vaughan Edmonds is Planner at global brand experience agency Sense.

This article first appeared in Passenger Terminal Today on 23rd March 2021.

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The future retail experience must be extraordinary and experiential

Evolution is a slow process. Although the world around us changes rapidly, human beings remain relatively unchanged.

Our hopes and fears, likes and dislikes, wills and won’ts are fundamentally the same as they were thousands of years ago. The marketing world often forgets this and leaves behind the experiential. We can’t resist the next big thing – the must-use platform or the glitzy new gadget. We forget the fundamentals of what makes people tick.

When looking to grow a brand, rather than worry about Tik Tok or blockchain or cryptocurrency, think first about the golden rule of business. How can we provide a good customer experience?

On 19 May 2001, the first Apple Store opened in Tyson’s Corner, Virginia. The idea of a tech company launching a physical retail space was seen by many as a huge risk.

“I give them two years before theyre turning out the lights on a very painful and expensive mistake,” said Retail Consultant David Goldstein.

“Maybe its time Steve Jobs stopped thinking quite so differently,”  commented Business Week.

“Apples problem is it still believes the way to grow is serving caviar in a world that seems content with cheese and crackers,”  observed Joseph Graziano, ex-Apple CFO

Retail experience innovation

Some 17 years later, Apple launched its 500th store in Seoul, South Korea. Apple is now as much a retail brand as it is a tech company. What opportunity did it see that so many others missed?

“Youve got to start with the customer experience and work back towards the technology – not the other way around,” said Steve Jobs.

Apple understood the value of providing its customers with an amazing experience. Enough was enough. The previous model of watching commission-hungry salespeople push their products in drab surroundings was no longer good enough. The company needed to go to extraordinary lengths to provide a better experience for prospective and existing customers. The investment was worth it. The gamble paid off. Brand experience innovation won the day.

The American Society for Quality conducted a survey on customer loyalty. One question asked why companies lose customers:

  • Customer influenced by friends – 5%
  • Customer lured away by competition – 9%
  • Customer dissatisfied by product – 14%
  • Customer turned away by attitude of indifference by the provider – 68%

The results are significant. The experience provided by frontline staff is nearly eight times more important in maintaining customer loyalty than the actions of a company’s competitors.

A study by PwC told a similar story. The research showed 85% of brand opinion is driven by everyday interactions with the brand. Only 15% is driven by traditional comms. Put simply, the frontline of a business matters. Like Apple, companies willing to go further with their experiential platform to make the experience on their frontlines extraordinary tend to succeed.

An experiential future

We are living through a period of rapid change for customer experience. For thousands of years, all business was conducted face-to-face. However, the last 100 years have seen the development of a vast array of new technologies, which have divided most company’s frontline. People can now connect with businesses via their phones or emails, social networks, or chatbots. The COVID-19 pandemic of 2020 has accelerated the uptake of several new technologies that puts even greater pressure on face-to-face experiences.

  • Why go into a bank when I can speak to an advisor over Zoom?
  • Why go to the cinema when I can watch a film on Netflix?
  • Why go to the shops when I can buy an outfit at the click of a button?

The answer to these questions is the same as the one Apple gave us when it launched its first store 20 years ago: Extraordinary brand experience innovation drives an extraordinary level of customer loyalty and advocacy.

While nobody is doubting the unparalleled level of convenience digital experiences provide, there is nothing quite like the immersive power of experiencing something in real life. It is, for this reason, we are seeing, and will continue to see after the pandemic, more and more physical spaces investing in delivering an amazing experience on their frontlines.

A brand does not have to build an entire store like Apple to improve their customer experience – this can simply mean augmenting existing touchpoints to become more experiential.

In a world where 81% of people choose brands based on recommendations, according to Brand Love, businesses will need to unlock the potential of turning their existing customer base into their marketing department. The best advert of all is a satisfied customer who spreads the word.

Rather than fear digital technology, physical experiences should use it as a reference point. Businesses should ask themselves what value digital provides in their field and then look to provide a different experiential value with their physical touchpoints.

For a retail brand, digital technology provides an amazing speed of purchase. A physical retail space should provide the opposite: a slower experience where customers can browse, try on the clothes, and be immersed in the brand’s identity.

For an entertainment brand, digital technology keeps us amused in the comfort of our own homes. A physical space, such as a theme park or an exhibit, should leverage everything we can’t do from our sofas: move us around, create an active and invigorating space where we experience and learn with all five of our senses.

The past few years have seen wonderful experiential innovation within the retail sector as brands look to provide something different to the digital world:

Vans – House of Vans

Situated in the former Old Vic tunnels in London, Vans has transformed the 30,000 sq ft space into a hive of cultural activity. Part skatepark, part retail space, House of Vans has become the poster child example for the experiential future of shopping.

Timberland – Best Then, Better Now

Timberland worked with renowned artist Tim Cockburn to create live ‘Best Then, Better Now’ murals in UK stores, promoting the chance for customers to personalise their Timberlands with bespoke boot art.

Charlotte Tilbury – Magic Mirrors

Charlotte Tilbury wanted to enhance the in-store experience at its flagship store in London. Customers now can access two touchscreen Magic Mirrors – fairytale-style screens allowing people to ‘try on’ each one of Tilbury’s 10 signature looks in as little as 40 seconds. No more messing around with tester pots and samples – now customers can layer on the look digitally and get a feel for what suits.

Fortnum & Mason – In-Store Events

Fortnum & Mason has a whole section of its websites dedicated to its latest in-store events. From a Glenfiddich Whiskey Distillery pop-up, where shoppers tour the famous distillery using VR technology, to the Midnight Food Hall Feast, Fortnum & Mason is using brand experience innovation in order to offer a more experiential retail experience.

How can retail brands leverage the experiential future of customer experience?

There are three key components brands should consider when improving their customer experience:

  1. Audience – a brand should conduct research into their customer base to understand what they consider a good experience and what they want when interacting with the company’s frontline. So much of good strategy comes from the simple act of listening.
  2. Brand Proposition – a brand should consider what they uniquely stand for in their market. For example, if a brand is the most luxurious company in the category, their experiences should continue to provide more luxury. If the brand stands for health, it should create experiences that help people become healthier.
  3. Touchpoints – finally, a brand should map their entire frontline to work out which touchpoints could become more experiential. Maybe it’s the home delivery, the in-store experience, or the customer service desk? Mapping out the frontline of a business helps to identify gaps that need improving.

The combination of these three considerations should allow any retail brand to create experiential customer experiences.

The next 12 months

As we move through 2021 and into 2022, it is likely the world will slowly begin to emerge from the COVID-19 pandemic. And it’s likely consumers will rush back to real-world experiences when possible. It’s a key moment for brand experience innovation.

The balance between our physical and digital lives will be restored. The challenge for retail brands is ensuring their frontlines are extraordinary enough to satisfy the raised expectations of their customers. Apple Stores show us the size of the prize for those willing to go the extra mile. The consequences for those who provide a sub-standard retail experience is customers leaving to find something remarkable.

Vaughan Edmonds is Planner at global brand experience agency Sense.

This article first appeared in Talk Retail on 19th March 2021.

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This winter is the most exciting in recent memory for brand experience innovation

Brand experience innovation is changing the immediate future for experiential and all the benefits that come with it.

Crowds: a thing of the past and a distant sniff of the future, but traditionally a magnet for brands engaging in experiential marketing.

For the past 12 months, brands have been teased with groups coming back together only to see them quickly retreat under shifting guidelines. This has made it near impossible for brands who are largely experience-fuelled to find a physical platform to connect with their audiences. Or has it?

What’s changing?

The past year has taught us a great deal about the art of brand experiences. First, it has shown us the exceptional resilience of the industry and the people within it to keep the ball rolling during troubled times.

Second, we’ve learnt that brand experiences were never really about the environments they took place within. They are about people – brands augmenting their lives to make the every day a little more exciting. Just because the people weren’t on the streets didn’t mean the show couldn’t go on for experiences.

Where is everyone?

It doesn’t take the latest in-depth webinar series to know where people have gone. It turns out we’re adaptable. Rather than turning our back on the activities that were once only possible outside our front doors, we’ve brought our favourite past times into our homes.

According to data from McKinsey, we’ve seen a global increase in intent for activities such as cooking (+54%), at-home entertainment (+40%) and home improvement (+22%). Zoom’s daily user base grew from 10 million to 200 million in the initial three months of lockdown as working away from our offices became the norm. And, according to Shopify, there has been an 18% increase in e-commerce use in the UK for products normally bought in-store as a result of Covid-19.

The challenge for brands

These changes in behaviour have created unexpected new challenges for brands. The issues range from the very broad to the very specific.

For some brands, product trial may be the cornerstone of a marketing strategy. With the dramatic reduction in footfall in environments like commuter hubs and events, these brands now face the challenge of sampling efficiently.

For other brands, engagement may be the foundation of their approach. Content only goes so far – some brands need tangible interactions rather than passive absorption.

Then there are the brands with specific problems that seem almost impossible to overcome in the current climate. For example, the market for on-the-go products bought in convenience stores between the Tube station and the office. How can we address this most specific of problems?

The solution

The good news is solutions do exist for brands with these sorts of issues. Innovation is occurring that represents the immediate future for brand experiences and all the benefits that come with it. And the past few months have seen brands from all categories focusing their attention on reaching audiences at home to great effect.

Seedlip’s latest Dry January social sampling activity used targeted Facebook and Insta ads to allow users to request a sample can, which was then delivered to their home.

Camden Hells partnered with Hello Fresh to offer a profiled audience product samples to complement meals within their weekly recipe boxes, supported by social posts.

John Lewis & Partners offered Christmas virtual crafting workshops and sponsored alcohol-tasting sessions, while Blue Bunny’s “Ice Screen” driveway movies in the US invited neighbourhoods to use social media to request a doorstep visit from the brand’s promotional truck, which turned front yards into outdoor at-home movie theatres.

The common thread here is the continued brand desire to connect with their audience while recognising behavioural and cultural shifts.

Looking to the future

Despite a turbulent few months, this winter is the most exciting in recent memory for brand experience innovation. A few brands have pioneered the “at-home experience movement”, innovation that was necessary regardless of a global pandemic.

Whether or not we are back in festival mode or swarming to city centres, brands no longer need to be driven by these environments to interact with their audiences. The opportunity to engage with consumers in their homes exists. For those willing to grab that opportunity, the chance to stand out from the crowd and drive brand advocacy is enormous.

Lou Garrod is managing director of Sense London, a global brand experience agency.

This article first appeared in Campaign Magazine on 17th February 2021.

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The art of customer retention through community building

As people struggled to stay entertained and informed while in lockdown, their media consumption exploded – and that’s not just for popular streaming services like Netflix and Hulu, but also for magazines and newspapers.

In fact, publishers have not only attracted more readers during the pandemic, they’ve also seen subscriptions boom. Bloomberg Media witnessed record subscriber numbers, with the average daily subscriber count being three times higher than usual. The New York Times subscription revenue rose 5.4% during three months in 2020, gaining a record 600,000 new digital subscribers. Major UK publisher Dennis Publishing recently reported that subscription rates across all its titles have grown by 9%. Similarly, Condé Nast has seen new subscribers in the US double, with subscription orders for UK titles up 420% compared with the same period in 2019.

As publishers contend with diminishing ad revenues, customer acquisition becomes even more vital to success. A bigger challenge is ensuring customer retention. That these new customers stick around once the world returns to some form of normality and stability, and people leave their screens behind, emerging blinking into the daylight. And, of course, this is already starting to happen in many parts of the world.

The value of subscription retention is clear, particularly when you consider that it’s four to five times cheaper to keep existing subscribers than acquiring new ones, according to research from the Financial Times.

There are several common tactics used to increase retention. New product development, pricing strategies, newsletters, events, apps and perks to name a few. These are designed to do one thing: develop a relationship between a media brand and its customers. But in the rush to attract and then lock in subscribers, those titles that look beyond traditional publishing strategies and innovate to boost reader engagement and strengthen relationships will be the winners. 

For example, the idea of community is an overlooked aspect of driving customer retention. A subscription to a magazine is a part of someone’s self-identity. Building a community of fans around this self-identity is the key to increasing loyalty and love.

Look at the support sports teams like The Chicago Bulls and Manchester United have built. Players and coaches come and go, but love for these organisations will never fade as they are at the centre of a community.

So, how can publishing brands create a community of fans? The key is driving human connection under the banner of the brand; essentially, to step off the page and into people’s lives. Taking a look outside publishing can provide key inspiration as to how to achieve this.

Some of the most successful brands in other categories have built an almost cult-like following by bringing together like-minded people under a set of shared values. Several have used this principle to drive loyalty.

Take Vans, for instance. It has built a mainstream following, but its core fans have always been in the skating and snowboarding community. To prove its support and dedication to this group, Vans has built enormous skateparks in a number of cities worldwide, coupled with annual extreme sports and music events – demonstrating it’s more than a company; it’s a way of life.

Meanwhile, in the drinks sector, BrewDog has grown one of the most engaged communities of any beer brand. From Chain Gang cycling groups and a crowdfunded hotel, to creating a TV network and selling company shares in their pubs, BrewDog has led the way in terms of customer engagement and loyalty by focusing on consumer passion points and bold creative branding.

Customer Retention Through Purpose

Right now, purpose has never been more powerful. By learning from other brands, this can provide a key way for publishers to galvanise their audiences.

For example, politics is a part of the outdoor clothing brand Patagonia’s identity. It was one of the pioneers of the Stop Funding Hate movement, which boycotts advertising on Facebook, as well as creating a text petition for Americans to lobby the government to remove all climate deniers from office. This willingness to stand up for what it believes in alienates some but fosters deep devotion from others.

From its support of Colin Kaepernick to its Running Clubs, despite being a global sports brand, Nike has always put itself at the center of its community. For example, in 2015, it collaborated with fashion brand Pigalle on the stunning renovation of a basketball court in the heart of Paris, showing its commitment to athletes in deprived communities. 

The most successful brands in the world create environments for communities to form around them, with activations and experiences playing a key role in their strategies. To boost retention, publishers should take inspiration from them and create mechanics in their marketing to bring like-minded people together under a set of shared values. It’s an opportunity to create cut through by taking the brand off of the page or the screen and into the real world.

A good example is The Texas Tribune’s tiered approach, which treats every reader who pledges ongoing support as a member, each enjoying key benefits. First-tier members gain access to behind-the-scenes insights, including Q&As with reporters, together with discounted rates and priority status at its annual festival. Those making higher donations receive invitations to exclusive experiences where they can rub shoulders with political insiders and other influential figures, as well as network with fellow community members and industry colleagues. They even get discounted rates for the Tribune’s event space.

When taking this approach, three factors are key to success: Be different – the best marketing is distinctive and genuine; be agile – keep up with and, if possible, anticipate your audience’s next move; be committed – building a loyal fan base doesn’t happen overnight.

If publishers follow these rules consistently as part of an ongoing engagement strategy, while continuing to learn from the innovative and creative approaches of other brands, their loyal audience community will start to grow. Customer retention will happen naturally, and they will not only retain subscribers, but also capture more, helping overcome falling advertising revenues and driving future success.

Hayley James is Vice President at global brand experience agency Sense New York.

This article first appeared in What’s New In Publishing.

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Articles Insights US

As screen fatigue bites, how can brands walk the analog/digital tightrope?

Before the coronavirus outbreak, Millennials were increasingly abiding by the trendy advice that excessive “screen time” was as bad as smoking, but for your brain. However, just days into quarantine, our devices became portals to employment, virtual experiences, and education, and a lifeline to (often reluctantly) staying connected to the in-laws, ordering toilet roll in droves, maintaining our manes on YouTube, and enjoying some escapism in the form of channeling our anxieties into memes. Screen time went from sin to survival tool

People have self-reported being glued to screens 30-70% more. Kids’ screen time is up by 50%. Gaming is up by 75%. Zoom has become a household verb. Dancing grannies have gone viral on TikTok. Things got weird on Houseparty. It’s safe to say that Coronavirus ended the screen-time debate. Screens won, for now at least.  

Virtual experiences

With the social distancing rules came the surge in virtual experiences and events. Perhaps one of the most notable of all being the Travis Scott Fortnite concert, which was lauded by many as “surreal and spectacular”. Conversely, a writer for The Rolling Stones described it as “a full on sensory assault” that “felt like marketing”, with Travis himself depicted as a “giant capitalist”.  Regardless of which side you’re on, there’s no denying that attracting over 12 million viewers is impressive – and that virtual experiences can be a powerful and effective means of brand connection with audiences, especially when interactivity lies at the heart.

Now, months into the pandemic, screen fatigue is setting in. Our attention spans are waning rapidly after enduring a number of decidedly mediocre online ‘experiences’. We’ve given up on Zoom happy hours and quizzes with friends we haven’t seen since college. We’re running out of shows to binge on Netflix, HBO, Hulu and any other streaming platforms we can feast our (increasingly rather tired) eyes on. Not to mention the damage that the blue light is doing to our sleep patterns. Then there’s the newfound ability to nail the Hunchback of Notre Damn impersonation after weeks of incessant videocalls. 

As the Screen Time app abruptly reminds us of the staggering number of hours we have spent surgically attached to our devices, many of us have been dusting off old vinyl, writing letters to friends, keeping journals, baking banana bread, digging out board games and swapping books with neighbors. All the result of a craving for some kind of tactile physical experience that a predominantly digital world cannot deliver, which has also driven the increased consumption of newspapers and magazines. This shift represents the resurrection of human emotion and value, which is needed now more than ever, reflected in a new 30-second ad from Mars Wrigley’s Extra Gum, which seeks to celebrate the connections that occur offline. 

As we’ve seen in reams of research pre-pandemic, Millennials in particular (who have a projected spending power of $1.4 trillion in the US alone) have been in search of analog for some time, which has helped drive the experience economy. A study by Harris Group found that 72% of this powerful demographic would rather open up their wallets based on experiences than spend on material items – one of the very few ‘nice’ stereotypes attributed to this vilified group (full disclosure: I’m one of them). Cue the excessive use of ball pits, morning raves, “Instagram museums” built for the selfie obsessed and the notion that, if you didn’t it post on social, it didn’t really happen. As a result, in recent years, we’ve witnessed an influx of experiences that arguably prioritized social over the real world, which have frequently led to creating purgatory, not pleasure! 

On the contrary, there’s also been a reaction against the always-on digital lifestyle through a wave of neo-luddism – the philosophy that opposes modern technology, due to the psychological cost of constant checking and swiping, the fear of data misuse, political polarization and so on. This has resulted in young people quitting social media platforms in their droves, with Facebook being the worst hit. We’ve seen the launch of Yondr (pouches to help organisers keep people off their phones at events), hugely successful You Had To Be There parties in the US and Unplugged Festivals in the UK (banning phones), and Bashful (an app that locks you out of your smartphone at set times) – just to name a few examples.

So, with this in mind, how can brands walk the tightrope of analog and digital, and deliver unforgettable brand experiences during a pandemic? How can they adapt the brand experience strategy to fulfil the consumer need for something tangible and more meaningful, while maximizing digital in a genuinely helpful way?      

A pandemic playbook for marketers doesn’t exist, but there are some key pieces of advice to take on board for virtual experiences:

Think idea first, media second

Now that we’re slowly moving into a ‘new normal’ phase, there’s no excuse for vanilla. We can learn a lot from Burger King’s global CMO Fernando Machado who is “100% focused on the idea” – and doesn’t get caught up in the channel. Machado and his team have been delivering some of the most award-winning brand experiences over the past three to four years, combining analog and digital, and proving this approach is a winner. 

Ask heretical questions about your brand

Questions that jolt preconceptions and spark healthy debate, to develop strategies and creative ideas that will thrive in the outside world. It’s what led to Trojan’s ‘Rising Time’ cookbook, which was designed to spark passion during lockdown. A physical book which played into certain lockdown habits (encouraging those that were notably missing, cue the ‘Rye’d That D’ recipe) – generating a huge amount of press and traction online.

Humanize your brand and exercise empathy

A smart example of brands keeping it real is the Babe Wine and Bumble collaboration, which together created a real life ‘moving company’ to save people from living with their ex during the pandemic. They’ve even managed to land a touch of humor and avoided the hugely overused and frequently insincere ‘we’re in it together’ trope.

Practice reciprocity

Heineken’s latest ‘Stadium in a Box’ contest brings the sports venue to your home, with a replica seat, a Heineken beer fridge and a gift certificate for game day eats. Generosity in the form of physical items and experiences will go a long way in creating FOMO-fueled experiences, especially when combined with digital to maximize reach. 

Think beyond eyeballs and impressions

A digital ad is counted as a view when just 50% of its area is visible on the screen for at least two seconds. When this is coupled with the fact that, according to WFA, 10-30% of global digital ad spend is wasted on fraud, it pays to think user engagement and experience first.

Analog and digital are not concepts that should be considered in a dichotomized way

Some of the best brand experiences demonstrate that they must and should coexist, especially when they are participatory. No doubt the recent collaboration between Punchdrunk and Pokemon Go will demonstrate this brilliantly.

Tear up the rule book

Let’s make room for fresh and innovative ways to connect with audiences, focusing on being more genuine and authentic than ever before, avoiding tricks and gimmicks that cynical audiences see straight through.

Hayley James is Vice President of global brand experience agency, Sense New York.

This article first appeared in AdWeek.

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Articles Insights

Experiential. Neither dead nor forgotten, but redefined

It wasn’t long ago that experiential marketing was hailed the future for most industries… but since the Covid-19 crisis, experiential is facing a seismic shift with many questioning its ability to bounce back and its place in the marketing mix.

This has led to a dizzying use of the word ‘pivot’ and multiple brainstorms debating, “how will we use [insert latest hot new ephemeral geo-fenced live-streaming video social platform]?” 

This kind of thinking could be true of experiential if you define it as a marketing channel that only serves up virtual events – or face-to-face experiences, such as events, conferences, pop-ups, sampling and so on.

However, experiential marketing is in fact a whole lot more than that. It is a technique that represents the absence of channel. It’s format-free – designed to be disruptive, relevant, and inspiring – meaning the creative opportunities are truly endless.

Experiential Marketing Campaigns During The Pandemic

Since the start of the pandemic, communities worldwide have been applying this experiential technique on a grassroots level, with incredibly creative results. We’ve seen numerous drive-in raves, neighbors in Ireland enjoyed projected movie screenings together, artists have been leaving rainbow benches across London, and florist, Lewis Miller, thanked healthcare workers through flower flashes in New York.

Experiential activation for brands is about adding color to somebody’s day. About truly standing out and resonating in a way that a 2D experience often cannot. It’s when a brand becomes human, feels empathy, uses humor, and says it how it really is. Something, no doubt, that we’re all craving right now.

An experiential moment with a brand can take place in many forms. It’s walking into an Apple store that’s designed to feel like a ‘town square’. It’s Patagonia telling you not to buy their jacket to help tackle the issue of consumerism. It’s Purina creating interactive billboards that scans canine urine for diseases. It’s the Nike x Pigalle technicolor basketball court that brightens up an otherwise grey street. It’s Google’s AR experience that tells stories of the Stonewall Riots. More recently, it’s Trojan’s recent ‘Rising Time’ cookbook which is designed to spark passion during the lockdown, and Burger King encouraging people to use their billboards as Zoom backdrops for money off coupons.

In June, we saw Babe Wine take to the streets of Brooklyn, with their baby pink socially distanced truck, offering free manicures to New Yorkers – and much welcomed TLC. The founder, Josh Ostovsky – the man behind the popular Instagram account “The Fat Jewish” – came up with the idea. It was designed to be a one-off experience, but the brand is now brainstorming additional locations, due to the huge amount of PR and social traction received – and lines seen around the block. This proves the huge demand for safe, real-world experiences and is hopefully a sign of what’s to come from brands.

Experiential digital moments have undoubtedly served us well these last few months and will continue to do so in the future. However, as people step back into the real world, brands should relish this chance to deliver unique creative moments to capture the hearts and minds of those craving life beyond the screen.

Taking this on board, the approach to briefing for great experiential ideas is this:

  • Keep the brief focused on the business problem – stay media neutral and avoid getting prescriptive 
  • Ask heretical questions about your brand and business challenge. Encourage your team to be brave and open-minded to do the same. Instil the mentality that no idea is a bad idea
  • Seek out productive tension. Tension makes people pay attention, especially in today’s crowded market. In a tedious world of routine, it pays to be different    
  • Never be afraid to think big and push the boundaries. Experiential is meant to leave a lasting impression so constantly test yourself, your team and the limits of your creativity
  • Analog and digital are not concepts that should be considered in a dichotomized way. They must and should coexist
  • Be agile. The future belongs to the fast

For brands looking to cut through and build relationships in this ever-changing world, the brand experience marketing agency must not forget that experience is everything.

Experiential needs a more holistic treatment to reveal its full potential. It’s isn’t dead, it’s just being redefined.

This article first appeared in Campaign US and UK.

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Articles Insights

The COVID Divide

Over the past few months, COVID-19 has been described as the ‘great leveller’. Although many have debunked this label due to the virus’s disproportionate impact on certain communities, the idea that we’ve all been impacted in the same way has led to a lack of nuance in the way brands have approached their recent comms. 

Put simply, some brands have failed to consider their audience or their product when planning their brand communication in response to COVID-19. We have all seen the generic ads. The tinkling of a piano, the smiling faces on Zoom, the ‘unprecedented times.’ This approach lacks empathy at best and is boring at worst, the cardinal sin for marketing. 

COVID-19 Considerations For Brand Communication

Research undertaken by The Futures Lab paints a different picture regarding the differences in attitudes towards COVID-19. Take age as an example. There are stark differences in opinions towards COVID-19 in those aged under 45 years old versus those over 45. The following statistics are taken from YouGov and represent statistically significant differences between demographics:

  • 19% of under 45s say they are not coping well with the current situation compared to 8% of over 45s
  • 51% of under 45s are worried about their financial situation compared to 42% of over 45s

There are differences between the attitudes of men and women also:

  • 76% of women describe themselves as worried about their family’s health compared to 65% of men
  • 45% of men say they are not scared of COVID-19 compared to 30% of women

And differences between social groups:

  • 39% of ABC1 are not worried about losing their job compared to 30% of C2DE

It is simply not true to assume all people have been impacted by COVID-19 in the same way. It is essential for brands to consider this when planning their next steps. The short term is over. The time has come for long-term thinking. There are big opportunities for those who embrace the nuance and connect with consumers in a more targeted, personal, authentic way.

As we emerge from lockdown, while the average person may still be hesitant to venture out, younger demographics are desperate to return to the social environments. This provides a great opportunity for brands to connect more deeply with their audience by pioneering the return of experiential marketing and in-person experiences with the appropriate social distancing and sanitisation measures in place. When it comes to marketing, it is always good to be distinctive. However, for some brands, it essential to push forward and create the new world. Especially when it’s what their audience is demanding. 

Vaughan Edmonds is Planner at Sense.

The Futures Lab by Sense examines changing consumer behaviour to understand how people and brands can continue to connect in the real world.

This article first appeared in Advertising Week.

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Articles Insights US

Raise money for Coronavirus relief by celebrating your Resilient Ones

Through #TheResilientOnes initiative, we are giving people the chance to pay tribute to their chosen heroes of the pandemic by creating personalized illustrations for a $20 donation to the Coronavirus Relief Fund.

Entries can be made by emailing a photograph of their hero to theresilientones@sense-nyc.com. Submissions will be accepted until 9pm EST on Friday May 22nd. Then 15 will be chosen to be visualized by illustrator Alana McDowell in the striking, vibrant style of her #TheResilientOnes artworks.

“The more characterful your chosen photo, the better!” said Sense New York President Sarah Priestman. “Those selected will then donate to our Coronavirus Relief Fund page before receiving their illustration. If you’re feeling generous, then please feel free to donate regardless!”

Sense New York recently launched #TheResilientOnes, a series of four stunning artworks designed and developed by fierce creative duo, Alana Mcdowell (Illustrator) and Nathaly Charria (Creative Director). Each is free to download and focused on the humans and happenings that have inspired hope and strength during lockdown. The fourth illustration, entitled ‘Thank You’, featured some of the people who had tragically lost their lives to save and protect others. This proved the inspiration behind the new fundraising initiative.

#TheResilientOnes include:

Part 1 – ‘We’ll meet again’ draws on the agency’s British roots and celebrates Elizabeth II’s candid and inspiring address to her citizens – plus ways to stay positive, until everyone is reunited.

Part 2 – ‘New York Tough’ pays homage to the agency’s home, one of the worst-hit cities in the world, and the collective strength and solidarity of New Yorkers, together with Governor Cuomo’s masterclass in leadership.

Part 3 – ‘Lean on Me’ celebrates the incredible coming together of the global community that’s taken place to care for one another and beat the crisis. Plus the late, great Bill Withers.

Part 4 – ‘Thank you’ marks the relentless courage and dedication of critical workers, some of whom have lost their lives to save others and help re-build the world. The illustration captures the faces of some of those heroes, including the late Kious Kelly from New York, Ketty Herawati Sultana from Jakarta, and Li Wenliang from Wuhan.

Experiential

Whether it be Festivals, Trade Shows, PR Stunts, Installations or Pop Ups to name a few, we believe brand experiences are one of the most powerful forms of marketing to impact consumer perception and attitude towards a brand. They can create real behaviour change when born out of a deep consumer insight allied to a compelling idea. And it’s these fundamentals we look to get right whatever the live, virtual or hybrid task in hand.

Sampling.

Sampling is all too often perceived as an unsophisticated, somewhat ‘blunt’ marketing tool. Over the last 16 years Sense has pioneered a set of strategic principles which underpin our unique approach to sampling and which are highly measurable from both an ROI and consumer behaviour change perspective. We will happily guide brands through the myriad of sampling channels and products available so whether it’s mass face to face sampling, in offices, digitally, at home or just a strategic framework that you are after, we can provide a blend of tactics to fulfil both brand and sales objectives.

Retail.

With many clients now focused on activating in channels more closely associated with a sale, our heavyweight retail experience closes the loop on a typical shopper journey by encompassing the moment of truth in store. Be it prize promotions, shopper toolkits, key visual creation, path-to-purchase communications, category strategy, B2B campaigns or Amazon optimisation, our goal is to create forward-thinking retail experiences that deliver demonstrable brand value. We aim to make ‘retail fail’ a thing of the past for ambitious brands looking to thrive is an ever-competitive landscape and believe our streamlined team is perfectly placed to do this.

Foresight.

Knowing what will keep a brand bright, exciting, and vital means we need to keep one step ahead of the curve. Our thought leadership hub, The Futures Lab, helps us to understand the marketing trends of tomorrow. It’s also the origin of strategies and methodologies which have created over 65 award-winning campaigns. 

Rigour.

Creativity is nothing without results. And we know that commissioning bold concepts, capable of changing minds, requires reassurance that it’s the right thing to do. 

Data, insights, and research precedes every campaign we do, and our proprietary measurement tool, EMR, gives us a decade of campaign performance metrics. Which is why we’re proud to have been recognised as industry-leading by brands like The Economist, Coca-Cola, and Molson Coors. 

Trust.

We believe brand experience is inherently more varied than other forms of marketing. No formula, no template, no cookie-cutter approach – and often no precedent. 

That’s why, Sense places trust at the heart of its business – grounded in teamwork between our people and yours. Our processes are efficient, our senior team stay involved and our partnership mentality had helped us sustain powerful client relationships, some lasting over 10 years.