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1. develop a metric to measure the degree to which a brand is leaning into or away from culture
2. empirically test our hypothesis that brands that lean into culture are ultimately more financially successful than those that don’t
3. detail and document the process
OUR MISSION
4
1. define culture
2. test against consumers
3. Generate a summary Culture muscletm score
4. Correlate against financial success
OUR PLAN
9
• What Is Culture?
• What Is Financial Success?
• How Do We Measure This?
THREE INITIAL QUESTIONS
10
cul·ture‘kəlCHər/nounnoun: culture1. the arts and other manifestations of human
intellectual achievement regarded collectively.
WHAT IS CULTURE?
12
12 BUCKETS OF CULTURE
ECONOMICS SOCIAL NORMS
TECHNOLOGY ARTS/AESTHETICS
LEISURE/RECREATION
COMMERCEPRACTICES
POP CULTURE
RELIGION
FOOD/CUISINELANGUAGEMEDIAPOLITICS/GOVERNMENT
14
BUT CULTURE IS MUCH MORE NUANCED THAN THIS
LANGUAGE
WRITTENLANGUAGE
LITERACY SPOKEN LANGUAGE
NON-VERBAL
LANGUAGEITSELF
SLANG/COLLOQUIALISMS
SHORTHAND
15
MUCH MORE NUANCED.
NATIONALDISHES
DIET TYPESSTYLE OF
EATING
LOCAL/REGIONALTOPOGRAPHY
FOOD/CUISINE
RELIGION& FOOD
17
MUCH MORE NUANCED.
NATIONALDISHES
DIET TYPESSTYLE OF
EATING
HEALTHDELIVERY
DINING OUT
TAKEOUTHOME COOKING
ATTITUDINAL
LIFESTYLE
WEIGHT LOSS
ILLNESSAPPEARANCE
LOCAL/REGIONALTOPOGRAPHY
FOOD/CUISINE
RELIGION& FOOD
18
DIET TYPES
ATTITUDINAL
LOCAL/REGIONALTOPOGRAPHY
FOOD/CUISINE
BUT THESE BUCKETS/DIMENSIONS ARE NOT INDEPENDENT
20
DIET TYPES
ATTITUDINAL
LOCAL/REGIONALTOPOGRAPHY
RELIGION
FOOD/CUISINE
BUT THESE BUCKETS/DIMENSIONS ARE NOT INDEPENDENT
21
DIET TYPES
ATTITUDINAL
LOCAL/REGIONALTOPOGRAPHY
RELIGION
SOCIAL NORMS
FOOD/CUISINE
BUT THESE BUCKETS/DIMENSIONS ARE NOT INDEPENDENT
22
DIET TYPES
ATTITUDINAL
LOCAL/REGIONALTOPOGRAPHY
RELIGION
TECHNOLOGY
SOCIAL NORMS
FOOD/CUISINE
CONVENIENCE
BUT THESE BUCKETS/DIMENSIONS ARE NOT INDEPENDENT
23
DIET TYPES
INCOMESPENDING
ATTITUDINAL
LOCAL/REGIONALTOPOGRAPHY
RELIGION
TECHNOLOGY
ECONOMICSSOCIAL NORMS
FOOD/CUISINE
CONVENIENCE
BUT THESE BUCKETS/DIMENSIONS ARE NOT INDEPENDENT
24
TRENDSPOTTING WITHIN CULTURE
ECONOMICS SOCIAL NORMS
TECHNOLOGY ARTS/AESTHETICS
LEISURE/RECREATION
COMMERCEPRACTICES
POP CULTURE
RELIGION
FOOD/CUISINELANGUAGEMEDIAPOLITICS/GOVERNMENT
29
DIMENSIONS OF LANGUAGE
LANGUAGE
WRITTENLANGUAGE
LITERACY SPOKEN LANGUAGE
NON-VERBAL
LANGUAGEITSELF
SLANG/COLLOQUIALISMS
SHORTHAND
30
1. a shift from more formal to less formal language
2. a shift to more visual communication
CULTURAL SHIFTS IN LANGUAGE
31
Sales? Revenue?
Market Share?
Share Gains?
Sales Growth?
Stock Price?
Stock Change?
YOY Sales?
Brand Value?
Sales? Revenue?
Market Share?
Share Gains?
Sales Growth?
Stock Price?
Stock Change?
YOY Sales?
Brand Value?
1. Select brands to Study
2. Conduct Communications audit
3. Conduct Consumer evaluation
HOW TO MEASURE
39
Include: • a selection of brands that cover from the top 100 brands,
from all points on the list: top, middle and bottom• Various products and services• many industries and categories• aspirational as well as “everyday” brands
Exclude:• brands that do not operate in the US • Highly niche brands, though including both
upscale and mass-market brands
BRAND SELECTION CRITERIA
40
This Isn’tHappening
At All
This Isn’tHappening
Much
This IsHappeningSomewhat
This IsDefinitely
Happening
Q. listed below are a number of things that may or may not be happening today. to what degree do you, personally, see these things happening in your country today? (Select one across for each)
TREND STRENGTH
44
This Isn’tHappening
At All
This Isn’tHappening
Much
This IsHappeningSomewhat
This IsDefinitely
Happening
Q. listed below are a number of things that may or may not be happening today. to what degree do you, personally, see these things happening in your country today? (Select one across for each)
(Weight of 1) (Weight of 2) (Weight of 4) (Weight of 8)
TREND STRENGTH
45
Doesn’t Matter at All
to Me
Doesn’t Really Matter
to Me
MattersSomewhat
to Me
Matters aGreat Deal
to Me
Q. assuming each of these were happening in your country, how much do each of the following matter to you, or not? there are no right or wrong answers, we’re only interested in your opinions.
TREND RELEVANCE
46
Doesn’t Matter at All
to Me
Doesn’t Really Matter
to Me
MattersSomewhat
to Me
Matters aGreat Deal
to Me
Q. assuming each of these were happening in your country, how much do each of the following matter to you, or not? there are no right or wrong answers, we’re only interested in your opinions.
TREND RELEVANCE
(Weight of 1) (Weight of 2) (Weight of 4) (Weight of 8)
47
CULTURESTRENGTH
SCORE
CULTURALRELEVANCE
SCOREX
Is It Happening?
does It matter to me?
CULTURAL SHIFT MULTIPLIER
48
CULTURESTRENGTH
SCORE
CULTURALRELEVANCE
SCOREX
CULTURALSHIFT
MULTIPLIER
Is it Happening?
does it matter to me?
So, Is this Shift a big deal?
CULTURAL SHIFT MULTIPLIER
49
Cultural Shift: Written communications are getting shorter and shorter these days
Personified Cultural Shift:Is someone who would answer your text with just the letter “k”
BRAND ASSOCIATIONS
51
Q. now we’d like you to think a little differently. Imagine for a moment that each of these brands were “people” that you knew. For each statement below, please indicate which of these “people” you feel each statement describes. You can select none, one, some or all of the “people” for each statement. (Select all that apply for each brand)
BRAND ASSOCIATIONS
52
BRAND CULTURE SHIFT SCORE
CULTURALSHIFT
MULTIPLIER
BRANDASSOCIATIONSX
So, Is this Shifta big deal?
do Consumersassociate brands
with this Shift?
53
BRANDCULTURE
SHIFTSCORES
Which brandsare associated
with which Shift?
CULTURALSHIFT
MULTIPLIER
BRANDASSOCIATIONSX
So, Is this Shifta big deal?
do Consumersassociate brands
with this Shift?
BRAND CULTURE SHIFT SCORE
54
TOP 5 CULTURAL SHIFTS LEVERAGED BY BRANDS
1. Proliferation of Choices
2. racial tolerance
3. move to Visual Communication
4. democratized Voice
5. age of Impatience
58
BOTTOM 5 CULTURAL SHIFTS LEVERAGED BY BRANDS
1. overload leads to de-teching
2. Immersive experiences
3. Public apathy
4. ethical business Practices
5. Healthier living
59
Brand Associations
(do Consumers associate brands with this Shift?)
CULTURAL SHIFT MULTIPLIER(Is this Shift a Big Deal?)
redirect effortsagainst more
meaningful Shifts
don’t Worryabout these
for now
Keepleaning
Into these
PotentialShifts tolean Into
62
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
0 10 20 30 40 50
STARBUCKS’ CULTURE MUSCLE™
CULTURAL SHIFT MULTIPLIER(Is this Shift a Big Deal?)
FOMO Democratized Voice
Age of Impatience
End of Anonymity
63
REDBULL’S CULTURE MUSCLE™
CULTURAL SHIFT MULTIPLIER(Is this Shift a Big Deal?)
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
0 10 20 30 40 50
YOLO
64
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
0 10 20 30 40 50
COLGATE’S CULTURE MUSCLE™
CULTURAL SHIFT MULTIPLIER(Is this Shift a Big Deal?)
Racial Tolerance
Proliferation of Choices
Main Street vs. Wall Street
65
RELATIONSHIP BETWEEN CULTURAL SHIFTS AND BRAND VALUE
Your brand Value
Your brand’s Culture muscle
Score
?
66
RELATIONSHIP BETWEEN CULTURAL SHIFTS AND BRAND VALUE
Moderate Positive Relationship
Moderate Positive Relationship
Weak Positive Relationship
Weak Positive Relationship
Strong Positive Relationship
Very Strong Positive Relationship
Very Strong Positive Relationship
Strong Positive Relationship
No/Negligible Relationship
1.00.90.80.70.60.50.40.30.20.10.0
– 0.1– 0.2– 0.3– 0.4– 0.5– 0.6– 0.7– 0.8– 0.9– 1.0
67
GOAL
0.3
RELATIONSHIP BETWEEN CULTURAL SHIFTS AND BRAND VALUE
Moderate Positive Relationship
Moderate Positive Relationship
Weak Positive Relationship
Weak Positive Relationship
Strong Positive Relationship
Very Strong Positive Relationship
Very Strong Positive Relationship
Strong Positive Relationship
No/Negligible Relationship
1.00.90.80.70.60.50.40.30.20.10.0
– 0.1– 0.2– 0.3– 0.4– 0.5– 0.6– 0.7– 0.8– 0.9– 1.0
Culture Muscle™ Index
68
GOAL
0.3
ACTUAL0.54
RELATIONSHIP BETWEEN CULTURAL SHIFTS AND BRAND VALUE
Moderate Positive Relationship
Moderate Positive Relationship
Weak Positive Relationship
Weak Positive Relationship
Strong Positive Relationship
Very Strong Positive Relationship
Very Strong Positive Relationship
Strong Positive Relationship
No/Negligible Relationship
1.00.90.80.70.60.50.40.30.20.10.0
– 0.1– 0.2– 0.3– 0.4– 0.5– 0.6– 0.7– 0.8– 0.9– 1.0
Culture Muscle™ Index
69
ACTUAL–0.03
RELATIONSHIP BETWEEN CULTURAL SHIFTS AND BRAND VALUE
Moderate Positive Relationship
Moderate Positive Relationship
Weak Positive Relationship
Weak Positive Relationship
Strong Positive Relationship
Very Strong Positive Relationship
Very Strong Positive Relationship
Strong Positive Relationship
No/Negligible Relationship
1.00.90.80.70.60.50.40.30.20.10.0
– 0.1– 0.2– 0.3– 0.4– 0.5– 0.6– 0.7– 0.8– 0.9– 1.0
Communications Audit
70
• Is your brand already leaning into culture in a meaningful way?
• What are your competitors doing culturally?
• If you did choose a cultural shift to lasso, would it appear authentic to your brand’s dna?
• beyond communications, how else might you express your brand’s connection to a cultural shift?
• Would you need to back-engineer aspects of your brand to achieve this?
• Is leaning into culture a growth strategy, a differentiation strategy, or a way to stem declines?
THINGS TO THINK ABOUT
73
THE EIGHT STEP PROCESS
LANGUAGE
WRITTENLANGUAGE
LITERACY SPOKEN LANGUAGE
NON-VERBAL
LANGUAGEITSELF
SLANG/COLLOQUIALISMS
SHORTHAND
1. IDENTIFY CULTURE BUCKETS (AND DIMENSIONS)
2. IDENTIFY CULTURE SHIFTS WITHIN EACH BUCKET
Within your market(s), begin by mapping out all of the culture buckets that exist, regardless of how relevant or irrelevant they may initially seem to your product or category. Continue by mapping out all of the various dimensions that exist within each bucket, ignoring the fact that some dimensions in one bucket will overlap dimensions in another bucket.
With your long list of cultural buckets and dimensions, identify all of the cultural shifts (trends) happening in your market.
once listed, you will notice that many of the shifts overlap across buckets. With a critical eye, de-dupe the cultural shifts to come up with a master list.
75
THE EIGHT STEP PROCESS3. PERSONIFY CULTURAL SHIFTS
4. COLLECT THE DATA
Create two lists of cultural shifts: one that expresses the shift in consumer-friendly language, and one that expresses it as a personification of that shift.
develop a consumer survey that asks the following three questions:
1. degree to which they see the shift happening (cultural strength)2. relevance of the shift to them (cultural relevance)3. Personification of the shift against a list of relevant
brands (brand associations)
Cultural Shift: Written communications are getting shorter and shorter these days
Personified Cultural Shift:Is someone who would answer your text with just the letter “k”
76
THE EIGHT STEP PROCESS5. APPLY WEIGHTING
6. DETERMINE CULTURAL SHIFT MULTIPLIER
Weight the responses to the cultural strength question and the culture relevance question using a simple weighting scheme of 1, 2, 4 and 8 from negative to positive to determine a Cultural Strength and relevance Score for each shift.
For each shift, multiply the Culture Strength Score by the Culture relevance Score. this yields a metric we called the Cultural Shift multiplier, which in essence tells us whether the shift is a big deal or not.
This Isn’tHappening
At All
This Isn’tHappening
Much
This IsHappeningSomewhat
This IsDefinitely
Happening
Cultural Strength Scale:
1 2 4 8
Doesn’t Matter at All
to Me
Doesn’t Really Matter
to Me
MattersSomewhat
to Me
Matters aGreat Deal
to Me
1 2 4 8
Cultural Relevance Scale:
CULTURESTRENGTH
SCORE
CULTURALRELEVANCE
SCOREX
CULTURALSHIFT
MULTIPLIER
Is it Happening?
Does it Matter to Me?
So, Is this Shift a Big Deal?
77
THE EIGHT STEP PROCESS7. CALCULATE CULTURAL SHIFT SCORE
8. DETERMINE CULTURE MUSCLE™ SCORE
then calculate each brand’s Culture Shift Scores by multiplying the Cultural Shift multiplier and the percent of consumers that associate that brand with that shift in the personification question (brand asso-ciation). each brand will have a number of Cultural Shift Scores, based on the master list of cultural shifts you identified in Step 2.
Finally, take the sum of the Culture Shift Scores within each brand, and the result will be that brand’s Culture muscle Score™.
BRANDCULTURE
SHIFTSCORES
Which BrandsAre Associated
with which Shift?
CULTURALSHIFT
MULTIPLIER
BRANDASSOCIATIONSX
So, Is this Shifta Big Deal?
Do ConsumersAssociate Brandswith this Shift?
BRANDCULTURE
SHIFTSCORES
Which BrandsAre Associated
with which Shift?
78
• You can’t measure “culture” – “culture” is largely invisible to consumers – what you need to do is measure cultural shifts
• Culture is a messy thing – one cultural shift can impact many different aspects of culture
• brands with stronger Culture muscles are leaning into many cultural shifts, some more broadly recognized, other less so
• there is a strong relationship between a brand’s Culture muscle™ and financial success
• there is no relationship between a brand’s cultural communications and financial success, implying that leaning into cultural shifts requires a more holistic branding approach
TAKEAWAYS
80
OUR TEAM
Adrian BarrowHead of Planning
Amy Baileyaccount director
Mark TrussGlobal director of brand Intelligence
Robert QuinnWPP Fellow
Karen Montecuollobrand Intelligence manager
Monica GojmanWPP Fellow
81