-- Charlie Bell, CEO & Chairman, McDonald's Corporation
"Martin Lindstrom, one of branding's most original thinkers, reveals how to break out of the two-dimensional rut of sight and sound, and connect emotionally with all five senses. His book provides data and insights that will surprise even the most savvy brand watcher."
-- Robert A. Eckert, CEO & Chairman, Mattel, Inc.
"Martin Lindstrom has a talent for big ideas. In BRAND sense, he brings new ideas to life using real examples from leading companies around the world. BRAND sense introduces new dimensions to the art and science of brand management."
-- Alex Hungate, Chief Marketing Officer, Reuters Group
"Creative, insightful, compelling. It will help you cut through the mass of commercial clutter and develop a powerful brand."
-- Torben Ballegaard Sorensen, CEO, Bang & Olufsen Worldwide
"BRAND sense breaks new ground with an insightful view of how marketing to all five senses can transform the way you build your brands."
-- Andre Lacroix, CEO & Chairman, EuroDisney
"It contains a treasury of ideas for bringing new life to your brands."
-- Philip Kotler, from the Foreword
Über den Autor und weitere Mitwirkende
Lindstrom speaks to a global audience of close to a million people every year. He has been featured in Wall Street Journal, Newsweek, Time, The Economist, New York Times, BusinessWeek, and The Washington Post and featured on NBC's Today show, ABC News, CNN, CBS, Bloomberg, FOX, Discovery and BBC. His book, BRAND sense, was acclaimed by the Wall Street Journal as one of the five best marketing books ever published.
His more recent book Buyology was voted "pick of the year" by USA Today and reached 10 out of the top 10 best-seller lists in the U.S. and worldwide during 2008 and 2009. His five books on branding have been translated into more than thirty languages and published in more than 60 countries worldwide. Visit MartinLindstrom.com to learn more.
Philip Kotler is the S.C. Johnson & Son Distinguished Professor of International Marketing at the Northwestern University Kellogg Graduate School of Management in Chicago. He is hailed by Management Centre Europe as "the world's foremost expert on the strategic practice of marketing." Dr. Kotler is currently one of Kotler Marketing Group's several consultants.
He is known to many as the author of what is widely recognized as the most authoritative textbook on marketing: Marketing Management, now in its 13th edition. He has also authored or co-authored dozens of leading books on marketing: Principles of Marketing; Marketing Models; Strategic Marketing for Non-Profit Organizations; The New Competition; High Visibility; Social Marketing; Marketing Places; Marketing for Congregations; Marketing for Hospitality and Tourism; and The Marketing of Nations.
Dr. Kotler presents continuing seminars on leading marketing concepts and developments to companies and organizations in the U.S., Europe and Asia. He participates in KMG client projects and has consulted to many major U.S. and foreign companies--including IBM, Michelin, Bank of America, Merck, General Electric, Honeywell, and Motorola--in the areas of marketing strategy and planning, marketing organization, and international marketing.
Leseprobe. Abdruck erfolgt mit freundlicher Genehmigung der Rechteinhaber. Alle Rechte vorbehalten.
January 14, 2004 was a landmark in the life of Sydney-born teenager Wilhelm Andries Petrus Booyse. It was a day that passed unnoticed by most, but it proved to be the highlight of Will's life. He lay face-down on a firm table and submitted his neck to the pain of the plastic surgeon's laser.
The doctor worked slowly and diligently, carefully obliterating the tattooed bar code with the letters G-U-C-C-I neatly etched underneath. The beam followed the shape once so carefully duplicated from the Gucci Corporation's printed guidelines. Bit by bit the tattoo was removed. The process was painful, but it marked the end of Will's obsession with the Gucci brand -- an obsession he had taken to the outermost limits. Gucci had become more than a brand. It was, in Will's words, "My one and only religion."
I first met Will in May 1999, when his Gucci tattoo was brand spanking new. He had, he believed, formed a lifelong relationship with the brand. Lifelong turned out to be only five years. In that time, the brand was no longer just a brand. For Will it had become a "person" whom he could relate to, admire, and be supported by. This relationship gave him the energy he required to get up each day and go to school. It gave him a sense of his own identity.
He talked about Gucci as a family member, not as an expensive fashion product. He could expound at great length about the designs, the colors, the feel of the fabrics, the texture of the leather, and the distinct smell of the perfumed Gucci environment.
By the time Will removed the Gucci bar code from his neck, he had the sense that the brand was losing its grip. What was once perceived as the ultimate brand, made in heaven, seemed to be slipping. Will was not alone in his perception. Gucci's lack of innovation and dated advertising campaigns suffered a final blow when Tom Ford, Gucci's head designer, unceremoniously decided to go his separate way.
Additionally Will had found another path to follow. The Australian Navy beckoned, offering him another sense of family and identity. A lot of his newfound mates sported tattoos as well, but they generally chose the name of the vessel that they called home for six months each year.
Will summed up his experience with Gucci: "The admiration I had for the Gucci brand was stronger than any other person I knew. For me, Gucci was more than a brand -- it was my personal companion. When I entered a Gucci store, I felt like I was in heaven. Everything about the place made me feel at home. The atmosphere of luxury, the lighting, the design, and the music. I suppose the status that this gave me amongst my friends made me an exclusive member of this distinct brand community. In the time that I wore the Gucci tattoo, people approached me constantly and made me feel the center of the universe.
"I don't know what happened, but one day I woke up and the magic was gone. Gucci failed to excite me as it always had. The only thing that remained was the tattoo I'd had done so willingly five years before. So despite the pain of removal, I felt it had to go."
As frightening, shocking, or intriguing as Will's story might sound, my meeting with him sparked the first sensory branding research project ever conducted. It was a five-year mission which involved hundreds of researchers and thousands of consumers across four continents. We sought to understand the rationale behind behavior like Will's.
Will was a living breathing example of what marketers ultimately aspire to when they create a brand. He also was a perfect test subject in our quest to understand the dynamics of strong branding used correctly -- and incorrectly. What was it that made a kid base his life on a brand? What components of the brand formed such a magnetic connection? And then, at what point did the brand fail? How did obsessive belief turn into disappointment?
We went out and asked all kinds of questions of people who have particular affinities for various brands. They willingly, and kindly, shared their passions. This invaluable information led me to conclude that if branding wishes to survive another century it will need to change track. More communication in an already overcrowded world simply won't do it. A new vision with an emotional basis is required.
I realized that a brand would have to become a sensory experience that extends beyond the traditional paradigm, which primarily addresses sight and sound.
Another aspect of the new branding that I gleaned from Will is that a brand should create a following similar to the obsessive commitment of sports fans or even, in certain respects, to the faith of a religious community. The bond it forms is the social glue that links and unites generations of people.
Religion, however, is only one side of the story for the next generation of branding. In order to have a viable future, brands will have to incorporate a brand platform that fully integrates the five senses. This sensory platform will reveal the very belief -- or significant following -- necessary to create a brand philosophy. Without taking comparisons to religion too far, we can see its relevance for some points of sensory branding.
Branding: The Next Generation
The concept of branding is already undergoing dramatic changes. New technologies have allowed us to go beyond mass production and to mass customize brands. Currently brand manufacturers own their brands. This is changing. In the future brands will increasingly be owned by the consumer. The first signs of this shift appeared in the late 1990s. I documented this phenomenon in BRANDchild and named it MSP -- Me Selling Proposition.
In the 1950s branding belonged to the USP -- the Unique Selling Proposition. This ensured that the physical product, rather than the brand, was the core differential. By the 1960s we began seeing the first signs of true Emotional Selling Proposition (ESP) brands. Similar products were perceived as different primarily because of an emotional attachment. Think of Coke and Pepsi. The consumer tends to drink the "label" rather than the cola. During the 1980s the Organizational Selling Proposition (OSP) emerged. The organization or corporation behind the brand in fact became the brand. It was the organization's philosophy that distinguished it from others. For many years Nike subscribed to this form of branding. The internal spirit of the company was so strong that its employees became the main ambassadors for its brand.
By the 1990s brands had gained enormous strength in their own right, and the Brand Selling Proposition (BSP) took over. The brand was stronger than the physical dimensions of the product. Think Harry Potter, Pokémon, Disney, or M&M's. The brand name is found on sheets and toothbrushes, wallpaper and makeup sets. Books and movies aside, the consumer has become more fixated on the brand than the stories.
The world of communication constantly changes. Interaction has become one of the main catalysts. The concept of interactivity has forced us to rethink each and every communication, evaluating and designing it for the ever-demanding consumer. Technological innovation paved the way for MSP brands, which saw consumers taking ownership of their brands. The Canadian brand Jones Soda is a good example of this phenomenon. Consumers design their own label, which Jones Soda guarantees to distribute in the designer's local area. Nike and Levi's websites offer to customize any of their models exactly to your need and size.
The Future World of Holistic Branding
There's every indication that branding will move beyond the MSP, into an even more sophisticated realm -- reflecting a brave new world where the consumer desperately needs something to believe in -- and where brands very well might...