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w w w . t r u e a g e n c y . c o m © T r u e . A l l R i g h t s R e s e r v e d .
w w w . t r u e a g e n c y . c o m © T r u e . A l l R i g h t s R e s e r v e d .
“In advertising, not to be different is virtually suicidal”
– Bill Bernbach
BACK TO BASICS – AN INTEGRATED VIEW
Problem - Solution
Standard Acquisition
Funnel
Leads
1
2
3
4
1-3 brands come to mind
7-9 competitors are added to the list
2-3 brands can solve the problem
Only 1 brand wins
The 90% Rule
w w w . t r u e a g e n c y . c o m © T r u e . A l l R i g h t s R e s e r v e d .
EMOTIONAL DECISION MAKING
w w w . t r u e a g e n c y . c o m © T r u e . A l l R i g h t s R e s e r v e d .
EVOLVED EMOTIONS
w w w . t r u e a g e n c y . c o m © T r u e . A l l R i g h t s R e s e r v e d .
I’M A BIT EMOTIONAL TODAY
w w w . t r u e a g e n c y . c o m © T r u e . A l l R i g h t s R e s e r v e d .
BARRIERS TO EMOTIONAL STORYTELLING
• Business results oriented
• ROI is an outcome not an objective
• Metrics oriented
• Efficiency vs Effectiveness
• Over reliance on empirical data
• Undifferentiated value propositions
• A focus on what and how
• But not why
How looking the same made a difference
Miura Systems case study
w w w . t r u e a g e n c y . c o m © T r u e . A l l R i g h t s R e s e r v e d .
MIURA MOBILE PAYMENT DEVICE
w w w . t r u e a g e n c y . c o m © T r u e . A l l R i g h t s R e s e r v e d .
COMPETITORS REPRESENTED THE ESTABLISHMENT
w w w . t r u e a g e n c y . c o m © T r u e . A l l R i g h t s R e s e r v e d .
THE NEW ENTRANTS HAD A SIMILAR LOOK AND FEEL
WE MIRRORED THE RULES OF THE MARKET (NOT THE COMPETITION)
w w w . t r u e a g e n c y . c o m © T r u e . A l l R i g h t s R e s e r v e d .
MIURA. THE NEW COLOUR OF MONEY
w w w . t r u e a g e n c y . c o m © T r u e . A l l R i g h t s R e s e r v e d .
MIURA - PROSUMER ELECTRONICS
w w w . t r u e a g e n c y . c o m © T r u e . A l l R i g h t s R e s e r v e d .
MIURA - PROSUMER ELECTRONICS
w w w . t r u e a g e n c y . c o m © T r u e . A l l R i g h t s R e s e r v e d .
TRADITIONAL RETAIL POS NOW PLAYING CATCH-UP
w w w . t r u e a g e n c y . c o m © T r u e . A l l R i g h t s R e s e r v e d .
DISRUPTIVE THINKING – PHASE II
w w w . t r u e a g e n c y . c o m © T r u e . A l l R i g h t s R e s e r v e d .
MIURA. THE NEW COLOUR OF MONEY
w w w . t r u e a g e n c y . c o m © T r u e . A l l R i g h t s R e s e r v e d .
Summary
• The traditional vendors (Miura’s competitors) represented the status quo
• They dominated the traditional card payment market
• They represented the establishment
• To disrupt the status quo we needed a compelling reason to exist
• Solution: Align to the ‘new’ entrant’s belief system
w w w . t r u e a g e n c y . c o m © T r u e . A l l R i g h t s R e s e r v e d .
RESULTS - OUTCOMES
• From a start-up position, Miura now have 85% of the chip and pin mPOS market globally
• Recently valued at over $160 million
