branding, content creating, creating

The Joys of Burberry, Part Two – Brand-Corporate: the authenticity of a business that communicates like its brand

about two minutes into the above video Angela Ahrendts, the outgoing CEO of Burberry, delivers a marketing masterclass:

“we needed to keep the story authentic. we needed to keep it pure. we knew we were going to target different audiences. we knew that the mediums would be different. we knew it would be so much more global than maybe things has been in the past, but the story had to be the same. so we said everything we’re gonna do is target this Millennial customer, and if we do that we’re going to have to speak in their language, and their language was rapidly becoming digital. so we studied this customer and then adjusted each of our strategies in order to be relevant and authentic to this audience that we were catering to. because I think everything you do going forward, you can’t do anything the traditional way. it has to be so visual, and we hit on this word ‘energy’ early on and said we want everything we do to have energy.”

it’s a very elegantly conceived and expressed set of convictions: things Burberry knew, clarity of audience targeting, the implications of engaging that audience on their own terms, and a set of beliefs that challenge convention and set a strategic behavioural direction for the brand. ask yourself how many of the brands you do or have worked on have that clarity of focus?

I wrote about the joys of Burberry’s marketing back in July. I described my admiration for their flip of the online / physical retail approach, the digital-first strategy and the pleasure in watching kisses fly across the world; and I described the prolific investment of time and energy into content.

what’s so interesting and awesome about this content strategy however, is the extent to which it’s spread into Burberry’s corporate culture … they have an entire section on their YouTube channel devoted to corporate videos. from financial results to exec travelogues, taking in a discussion of the group’s acquisition of its stores and related assets in China on the way. the video content is an authentic, consistent voice not of the brand, but of the business.

there is much to admire. this is a business with the story it wants to tell and conversation it wants to have firmly in its own hands. it’s not solely dependent on it’s relationship with reporters and journalists to share its news, agenda, and take on the world. the story as they see it is there for anyone to watch, not hidden in a column in the financial section or the ‘recent press releases’ page of the corporate website.

but more than any of this its a glorious demonstration of the business behaving in comms the same way as would the brand. this is important. and its rare. I can think of only a few businesses that try and succeed in doing so. mine certainly doesn’t … although I’d rather like it to. because more than anything else it’s a phenomenally effective way for a company to communicate to the constituency who are hopefully its most ardent advocates – it’s own employees.

of course there is an obvious danger; the assertion that such a ‘brand-corporate’ strategy is nothing more than a smart and elegant attempt to over-control the message. that a business journalist can’t question a YouTube video. that a shareholder can’t challenge a per-recorded statement. or that style will mask substance. to which there is only one simple response … just behave on brand: in the knowledge that consistency, transparency and authenticity will out.

and you don’t get more transparent than a YouTube video of Burberry’s Chairman Sir John Peace talking with an outgoing and incoming CEO about the news that Ahrendts will step down as Chief Executive Officer by mid-2014, with Bailey (on whom I have a purely marketing crush) assuming the role of Chief Creative and Chief Executive Officer.

of course its well-packaged, and of course its practiced and of course well-finished.

but so is a great fashion brand.

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advertising, broadcasting, television

One Screens to Rule them All: why broadcast TV’s comeback is overplayed and how brand content needs to evolve. fast.

two seemingly contradicting reports landed this week which paint very different pictures of the state of play in the evolving world of screen usage and content watching. they both came via Stew … thanks Stew!

first up, the BBC reports the suggestion by Ofcom (the UK’s Communications regulator) that living room TV is “making a comeback”. if a 3% increase in the number of adults who watch their main TV set once a week (91% up from 88% in 2002) represents a comeback, then yes … its a comeback. well done, nice work, props etc.

also this week Omnicom’s (or Publicis Omnicom Groupe’s I suppose) Media Pulse reported a study by GFK which “suggests that millions are moving to the Internet and free over-the-air (OTA) reception … about six percent of U.S. households have completely dropped cable and satellite TV in favor of streaming-only—a trend that’s been named ‘cutting the cord'” (Source).

a new golden age of broadcast, or a digital multi-screen take-over?

both, obvs.

its no secret that screens are proliferating, Australia is at the vanguard of the changes. an Australian Multi-Screen Report from earlier this year from Oztam, Regional Tam and Nielsen indicated that 27% of Aussie homes now have each of the four screens (TV, PC, tablet and mobile phone), up from 16% last year. Smart phone uptake is up 13% YOY to 61%, tablet penetration doubled 2012-2013 to 31% and PVR penetration now sits above 50%.

despite all that though, the same report calculated that time spent with screens are still massively weighted towards TV. the average Aussie watches 92 hours and 29 mins of TV per month, versus 8 hours and 53 mins on the other three devices. TV’s comeback is perhaps overplayed because there’s nothing to come back from … time spent with TV, despite pretty much a decade of PVRability, has remained pretty much consistent.

so what gives? … lots of TV viewing, lots of increase in penetration of new devices, and a whole lot of multitasking and multi-screening. the real limiting factor in the entire equation is nothing to do with screens or even what’s on them … its human attention. it was Kevin Kelly who observed in Wired magazine that “the only factor becoming scarce in a world of abundance is human attention” (source) … it doesn’t take a huge leap to come to the conclusion that the real victim of screen and content abundance will be not brands per se, but those that rely solely on the broadcast interruption advertising model.

more of that on the PHDcast this week, but what all of this points to is the need for connection planning (on screens and beyond) to be done upstream in any brand planning work. integrated content solutions have to quickly become the modus operandi for how we develop communications. broadcast interruption will remain part of that integrated solution for a long time yet to come, but it can no longer be the totality of the solution.

which is why we’ll be seeing a lot more of this in the future.

I’ll leave you to ponder that, and the thought that, far from living room TV making a comeback, its advertising that needs to make the comeback. in the evolving world of screens, only one screen rules them all – whichever one you happen to be watching at any given time. there’s a clear and present opportunity to bridge attention deficit with a new generation of integrated, connected, device-specific content. it’s time for us all to step up to the plate.

featured image via Fast Company

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