Building a World Class Brand on a Shoestring Budget

Dara Royer sat alone at her desk pondering the seemingly impossible–how do you rebrand a global organization with only a $50,000 budget?  She knew in her heart of hearts that rebranding was not just a nice next step for Mercy Corps, but it was a critical requirement for the organization to realize its global ambitions. She also knew there is little glory in being right, what really mattered was getting the rest of Mercy Corps to join her on the journey and embrace the forthcoming change.  Royer’s journey as Chief Development and Marketing Officer is chronicled in detail in Episode 15 of Renegade Thinkers Unite and it is profoundly instructive for all businesses especially those with modest budgets and massive expectations.

And just in case you were wondering if I was hyperbolizing, the outcome of Mercy Corps rebranding was an increase in awareness, revenue via donations and recognition by the Harris Poll as the 2017 EquiTrend “Brand of the Year” and “Most Loved Brand” in the category of International Aid Nonprofits. Those are results that would delight any chief marketer and leads to the question, how the heck did Royer and her team accomplish so much with so little?  Once again, you’re encouraged to listen to this very special podcast episode, but in the meantime here are three key takeaways from this episode related to frugality, storytelling and leadership.

Ultimately, these key takeaways can be seen as a mini-marketing plan. For starters, Royer took the idea of “DIY,” or do it yourself, to a whole new level in her rebranding efforts. Wanting to develop a solid strategic foundation for rebranding, Royer knew that conducting research would be invaluable.  The only problem was cost — typically a global study involving hundreds of interviews can cost more than a hundred thousand dollars, money her organization did not have. So what did Royer do? She made sure her team was trained in research methodology and equipped them with the communication skills to work with their team members, government officials, and the beneficiaries of the people they help. By dedicating that time and energy into training her team, they were able to produce consistent and valid results that allowed specific themes to emerge and guide their rebranding efforts.  Involving the organization in the research had the added advantage of making all the key stakeholders feel like owners of both the process and the ultimate outcome.

Once the research was concluded, Royer drafted a clear strategy statement that focused on telling an “epic” story that would resonate across 42 countries and a broad array of cultures.  For her, it wasn’t about any particular ad. She wanted to make sure that regardless of the marketing channel, the “big picture” was clear and rooted in Mercy Corps’ fundamental belief that a better world is possible. This belief extends to meeting the urgent needs of individuals in the present, while building a stronger world for tomorrow.  With this strategy in hand, Royer focused on telling emotionally-charged stories that resonated with all stakeholders including employees, donors and those affected by Mercy Corps actions.

Without revealing the entire podcast, the final takeaway is a leadership lesson. Royer found that the toughest lesson she had to learn when it comes to rebranding is that being right doesn’t matter. Even if you have THE idea, you can’t just expect a large organization to fall in line. Consensus building is an art form that no enlightened leader can succeed without mastering.  Fortunately for Royer, the necessity of conducting the research in-house had the added benefit of involving a large number of employees in the process, making the ultimate adoption of the new brand positioning less of a sales effort and more of a “look what you all helped create” success story.

Marketing’s Torrid Trio: Storytelling, Data & Tech

While most of us are driving into the future of marketing with limited visibility, Spotify’s Mayur Gupta not just sees what’s ahead, but also shares his vision with helpful precision. In this episode of Renegade Thinkers Unite, Gupta talks about how he views marketing and innovation from the eyes of an engineer, and the importance of putting human’s needs at the top of the marketing ecosystem, which consists of technology, data, and storytelling. As the Global Vice President for Growth & Marketing at Spotify, Gupta emphasizes that you cannot effectively market only using technology, or data, or storytelling – the three are completely intertwined, and wholly dependent on the marketer’s understanding of unmet human needs. To see what’s ahead, just listen!

For the readers of my book and long-time blog subscribers, Mayur Gupta shouldn’t be a stranger.  We met back in 2014 when he won The CMO Club award for Programmatic Marketing and his interview revealed a truly facile understanding of the rapidly evolving “martech” (marketing technology) landscape.  With over 15 years of experience in leading the digital transformation at places like Kimberly Clark, this digital rock star shares insights that are applicable to both small and large companies alike,

Over at Spotify, Gupta drives the vision and strategy to establish a connected marketing ecosystem as THE growth engine for his company. His goal is to connect the right artist with the right fan through discovery and accessibility, which is why he trains his team to deliver always-on, data-driven, and contextual experiences for both the fans and the artists.

Gupta believes that today’s marketers have all the tools they need to weave together technology, data, and storytelling to predict and address unmet needs. Here are 3 reasons why your brand always needs to be “on” in order to effectively utilize this data:

The consumer is always “on”

Consumers aren’t just tech-savvy, they’re tech dependent. That means more work for brands to engage, inspire, acquire, and ultimately retain that consumer. Consumers have set the bar really high for brands. They know what they want, and they know how to use tech to get it on their terms. That being said, don’t make the mistake of becoming tech-obsessed though and neglect the importance of data and storytelling.

Effective marketing is about meeting the unmet needs of the individual…

And to do that, you need to always be listening, understanding, and predicting consumer behavior — these three principles make up predictive marketing. A good brand will give the company what the consumer wants. A great brand will give the consumer what they want before they know they want it. Virtually all companies have the ability to collect this type of data, but where a company fails is in their application of the data to really understand consumer behavior to ultimately predict and shape future behavior.

The separation of online and offline worlds does not exist

Unless you’re marketing to the Amish, the line between offline and online worlds has become blurred to the point of questionable existence. With more and more consumers constantly plugged in, brands need to be ready to anticipate decisions that can occur at any moment. This has led to consumers caring less about the product, and more about the general experience offered throughout the marketing process conveyed through storytelling. If your story resonates with the consumer on a personal level, and you have the tech and data to tie everything together, you win the loyalty of those consumers.

3 Keys to Creativity

Before we talk about the inspirational elements of Episode 13, let’s chat about the power of a having a great network. In this case, I connected with creativity guru Larry Robertson (star of Episode 13) through my new friend JJ Ramberg who I met through DEMAN, the Duke Entertainment Media and Arts Network that I’ve chaired in New York for the last six years.  My personal mission with DEMAN is to help current Duke students realize that there are fruitful career choices other than being lawyers, bankers or doctors. To achieve this mission I’ve helped organize annual networking events for Dukies and connected with undergrads and grads at DEMAN weekends down in Durham.  It was at one of these on campus events that I met JJ Ramberg, entrepreneur, and long-time TV show host. JJ and I talked about her start-up Goodshop and I mentioned my upcoming podcast series. Next thing you know JJ is referring Larry my way, he had been a guest on her TV show, and the result is well worth a listen for anyone curious about creativity and how they can increase their aptitude in this area. So now on to my podcast notes…

As it turns out, creativity is not instantaneous. Sure, you may have your “Aha!” moments, but true creativity is a constant, active process. Like with toned muscles, it takes work and training to get there. Or in the case of creativity, practice and happy accidents that allow you to free up your mind and take in different perspective. Some may think creativity is reserved for children playing pretend, creativity is actually the seed of innovation. And who doesn’t want to be innovative? If you’re looking to flex those creative muscles, keep these five questions in mind when tackling your next project:

  1. “How do I know what I know?”

Check in with your thoughts and assumptions. Sometimes we get caught in a repetitive closed-circuit loop of thought, which is counterintuitive to creativity.

  1. “Is there a pattern?”

People tune out to things that deviate from the norm and attribute it to noise (see above: closed-circuit loop). By checking in with our thoughts and assumptions, we allow for those deviations to come through.

  1. “What if….?”

Once you’ve answered the first two questions, you can start playing the What-If game and getting creative with it.

  1. “Is there another way of looking at it?”

Can you flip the scenario and see it from a different angle? What does that angle tell you?

  1. “Who cares?”

Innovation is an awesome goal to strive towards, but if no one besides you cares, it doesn’t lead to much. But practice makes perfect!

My conclusion is that it is easier to learn to be creative than to learn to be a good golfer but you’ll have to listen to this episode to decide on that one for yourself.

Designing Extraordinary Experiences

After hearing Emilie Baltz speak at a PSFK conference about Lickestra (an orchestra made of ice cream lickers!) I felt compelled to learn more about her and her creative process.  Her ideas were simply too original to ignore and her workspace seemed like a foreign country — I mean how exactly does one get hired to develop a drink experience for the Museum of Sex?  So we talked.  In fact, after my recorder failed the first time, she graciously agreed to chat again resulting in the interview below.   We covered a lot of ground while I circled around my primary question — how could we non-artists be more creative?

Not surprisingly, Emily did not provide a pat answer since originality and creativity are the result of several factors including perspective, process, personality, practice, passion and whole bunch of other things that don’t start with P.  So enjoy the interview and stay tuned for a follow up article that attempts to clarify how we all can (at least try to) be more creative.

Drew: Can you tell me a little bit about yourself and your interests as an artist?

I work as a food and experience designer as well as an artist and educator, and my interest is primarily in understanding how sensory experience can change our perception of taste. That’s been my focus for the last few years. And I come from a background in screenwriting and industrial design as well as modern dance and photography, so I sort of blend all those experiences like a cook in the kitchen to ultimately bring an idea to life in multiple dimensions.

DrewTo begin discussing the creative process, maybe we could start with Lickestra and you can talk through how it came into being.

Lickestra is a licking ice-cream orchestra. The project was created as a food design and smart object project, developed in collaboration with Carla Diana, who works at the intersection of technology and design, while I work at the intersection of food and design. So Lickestra became a project where we basically poked and tasted and rubbed things together to understand what it was that we wanted to do. We asked ourselves, what if we started to find ways where sound and food could intersect? To do that, we started bringing technology into a variety of food materials, and that included making something that we called a jam band session.

Prototyping led us to discover that the most fun thing you could do was to bite something or use your mouth and then make sound. That was very novel and got a lot of great positive feedback. Through that, we just ended up testing a lot of different materials and realized that here was ice cream, this thing that already had a built-in gestural interface that asked you to lick. From there, it just very easily then developed into Lickestra, where participants got to lick a series of conductive ice cream cones that would trigger different tones and sounds.

Drew: When you’re initially running through ideas, how do you get past that prototyping stage and know how and when to take the next step?
This is where the critical mind comes in to play. It has everything to do with the knowledge of the landscape that you’re in. Some ideas we have, but have already been done, so they’re automatically off the table. Other ideas we come up with are just not as clear in their direction. I think the best ideas are ones that you look at and immediately say, oh yeah, oh duh, that works. That’s the best way I can describe it.

To get there, one needs a process and one needs clarity in the process because the “duh” is really the revelation that all the pieces are fitting together. It’s saying we want to make food and sound come together, we want to make it interactive and physical, we want to be delightful and joyful, we want to make a band. Those are our self-imposed constraints. Then we come up with some ideas and ask ourselves which ones we find more interesting. We usually decide this based on our emotional reaction to them, but the decision also comes from some training and an ability to look at them objectively and decide whether or not an idea actually fits within our constraints that we’ve set. Drawing helps you organize the thoughts and prototyping actually helps you see really what that thought looks like and figure out if it works or doesn’t work.

Drew: Can you talk a little bit about the recent project you created at the bar Play in the Museum of Sex?

We had the idea to give desire a form, which naturally lends itself to food and drink because that’s where we become the most emotional in our consumer habits. The most natural venue for this was a bar. I served as the Art Director for Play and developed the brand and interiors with the Museum of Sex, as well as architect Eric Mailaender and restaurant consultant Brendan Spiro. In addition, I developed an experimental cocktail menu that presented artist crafted cocktails that push our relationship to desire through drink. The first cocktail I developed was with the Dutch London-based artist Bart Hess and called Pareidolia. It’s a black porcelain plate that has a ribbed texture, almost like this alien skin. When I contacted Bart for this project, it was with an interest in looking at gestural interfaces, because I think so much of our sensory communication also comes through literal muscle memory.

When we started working together, I was poking around with him and looking at projects and saw this piece of fabric that he had developed, which is totally alien and very weird looking. We both decided that it was really very interesting, because you naturally sort of wanted to lick it but also didn’t want to lick it. It was so bizarre and alien, you couldn’t really understand what it was, but it was incredibly suggestive as a form. And so part of the intent with Pareidolia was to offer this vessel, and then through its usage what you actually end up seeing is a visual landscape of people bending over and licking, like a piece of performance art.

Though the artist isn’t present, all these guests are engaging in this really intimate action in a public space. And it’s great that it took place at the Museum of Sex, one of the institutions that I think is so interesting because it does allow people the permission to look and now with Play, the permission to act on their desires. This is especially true in American culture, where the topic of sex and sexuality is still continually taboo. It doesn’t have to be weird for it to be fun.`ss in other dimensions and in other work. It’s all about getting perspective.

Drew: Can you talk about the LO.V.E. Foodbook and how that came into being?
The L.O.V.E Foodbook was inspired by working with the Museum of Sex while I’d been researching aphrodisiacs to make a prototype café in the basement called Oral Fix before beginning to work on Play. What was amazing to me during this research was finding that all of the definitions of aphrodisiac were archaic: stories and mythologies about things like Casanova and Greco-Roman times and Montezuma. It seemed to me like we were in a time when we should have new stories and new languages around this idea.

So I ended up working with a French publisher in Paris and proposed this idea that we would make a cookbook that was about love. We put together a list of chefs that we would approach and ask to translate a definition of love in their material: food. That’s how the L.O.V.E. Foodbook was born, consciously chosen to be described as love rather than desire, because I think desire is actually quite linear and love is much more complex and in its complexity much more representative of contemporary culture.

Drew: What are you working on now and what do you see in the near future in terms of artistic endeavors?
I’m most interested in performative pedagogy, a term I’m toying with where the “education” exists as an act, both witnessed and performed by an audience, in which we learn by doing, not simply watching. I believe that education exists everywhere and I’d love to be able to educate people on just how much of an experience taste is, rather than merely flavor. I’ve been doing these more performative dinners. I actually just came back from Stockholm this week with Brooklyn Brewery Chef Andrew Gerson and we held a dinner in a former nuclear reactor.

This is exactly the type of thing I would like to keep doing, because here were these incredible settings and it was completely transformative. You’re totally out of your world and out of your comfort zone. The goal of the night was to create an experience that was fueled by taste and would allow guests to explore not only a part of themselves through ingestion, but also a part of their city that they had never seen before. I think what that does is start to cultivate curiosity. That’s what I hope to do, to cultivate curiosity, because with that you get people who are empathetic, who are playful, who are collaborative and who have interest in others.

Dirty Pools, Clean Water & Black Mirrors

My wife recently vowed not to give another dime to any politician regardless of their affiliation, position or stated angelic mission. Frankly, she’s just fed up with the lot of them and believes she can do more good supporting ideas like the Life Straw, a simply amazing approach to water purification which could help a billion or so people avoid water-borne diseases. Here’s a couple of quotes from their website:

Recognizing the importance of safe water in our daily lives and the billions of people who are still without access to these basic human rights, LifeStraw® was developed as a practical response to the urgency, and confirms our commitment to achieving the MDGs.

Mobilising LifeStraw® offers relief from waterborne diseases of major public concern such as typhoid, cholera, dysentery and diarrhea. As a personal and mobile water purification tool, LifeStraw® is designed to turn most of the surface water into drinking water, thus providing access to safe water wherever you are.

Happened to see inventor Dean Kamen (also founded F.I.R.S.T. robotic competition) on Colbert Report last week demonstrating his amazing water purifier (a far more expensive & robust system than the LifeStraw) and was reminded about it by this email from fellow a Renegade (thanks Phil!):

Dean Kamen, best known for inventing the Segway, unveiled his latest invention on the Colbert Report— a filtration system that will turn any liquid into pure water without the use of any filters or chemicals. The necessity for the invention arose from the fact that 50% of human disease can be attributed to pathogens in drinking water, a number he hopes his invention will erase. Kamen’s inventions have always inspired me because they are intended to sustain or improve human life rather than pursue wealth through consumer products like most inventors.

The necessity of this invention far surpasses that of any alternative fuel source we may be in the process of developing. If you think about all of the blood that has been shed for oil, just imagine what chaos would unfold around the world if there was no longer fresh water to drink. To put it simply— this is huge.

VERY DIFFERENT SUBJECT–AFTER ALL THIS IS THE MUSINGS SECTION

To water things down a bit, I thought I’d spout about Arcade Fire’s latest web video which is as cool and interactive as their last one. This time you get to manipulate six music tracks via your #1 through #6 keys as the “Melville-like” video progresses. The song is called Black Mirror and the URL for the video is oh so cleverly… rorrimkcalb.com/arcadefire.html (read about this in Creativity.) One word of warning, you will have some time to look in the mirror as you wait for this site to load…