It works on many levels.
At a stroke Virgin have turned a loyal but disaffected customer into a likely advocate and created an awesome PR story.
Chris Ondrula, chief operating officer of a Chicago-area Burger King franchise, is quoted as saying: “Franchisees were concerned about being deluged with Whopper coupons and had been caught flat-footed…..they would like to be kept in the loop when things like that happen, as it puts people behind the register in a difficult position not to know what [customers] are talking about."
I appreciate that Burger King is a massive and complex business, but to not inform the people serving customers what was happening is a classic example of an organisation that is not delivering joined-up brand experiences.
The lesson from this is simple.
When planning any kind of brand experience that involves front line teams best practise is to get all stakeholders to work together to plan how the activity can most delight the consumer.
I’m new to Twitter but I discovered, thanks to Mashable, that there are a number of brands that are working out how to use it.
Here are some of the reasons why some of them say they use Twitter:
To humanise the Ford brand and put consumers in touch with real employees.
To test how it could support strategic communications.
Notice is when a brand gets on the radar of a consumer; when they see/hear about it and consider whether it is right for them.
Choose is the process the consumer goes through when trying to decide what brand(s) makes it to their short list – usually based on ability to meet functional and/or emotional needs.
Buy is when the consumer enters the store (on or of-line) and goes through the process of purchasing the brand – sometimes referred to as the first ‘moment of truth.’
Use is when the consumer uses the brand; not just when they unpack and use it for the first time (second ‘moment of truth’), but every time it is used.
Be Loyal is when the consumer buys again.
Be a Fan is what a consumer becomes when they have been well treated and feel valued by a brand organisation
Advocate is when a consumer proactively talks about the brand in a positive way to friends, families, etc.
Once the optimum brand experiences have been identified for each stage then gap analysis can provide insight into levers (opportunities to explore) and blocks (issues to fix).
The process of doing this, that I call Brand Experience Management (BEM), is a good way to get silo departments to collaborate so they understand the contribution they can make to drive advocacy; and why it needs to be joined-up with other department’s efforts to be most effective.
One of the main purposes of this blog is to share my views about brands that are delivering winning brand experience strategies and brands that are not; using the PDD framework to highlight why.
It is powerful stuff.
Marketer’s should make a point of visiting an Apple store to get a real feel for the brand experiences being delivered..then reflect on how they could re-apply what they learn to their business.
They know that when consumers get great delivery they will buy again. They know when they delight consumers they are likely to become advocates.
Stay positive as you work out how to survive in these turbulent times. It will pay-back.
To win with the consumer brand organisations need to rethink how they do business.
It is not just about important stuff like designing great advertising, having an elegant in-store presence, a helpful customer service or clever social marketing strategy. It’s about building an organisation that is capable of delivering winning brand experiences at every stage of the consumer journey. ....that I call the Path to Advocacy
To do this they need to break down silos between marketing, sales, product design, customer service, ecommerce, etc, and get them to focus on delivering joined-up and magical brand experiences that delight the consumer; to move them from buyers, to loyals, and ultimately advocates.
The aim of this blog is to comment on [based on what I see, hear or read] how well or not brands are delivering brand experiences from the perspective of the consumer and/or the brand operation - using the Brand PDD™ framework.