Red Bull reportedly spends nearly 30% of their revenue on marketing. It's an incredibly high amount. Most of that goes to events.
Their brand is very strong, but as they do all of these events, drawing huge crowds, they keep in mind that it isn't about them at all:
At no point were people coming to these big Red Bull events because they like the drink and wondered what else we might be up to. They didn’t dislike the drink, but they came because they knew that the event was going to blow their mind — was really a critical part of it. The mistakes that the brands make in this area is assuming that they are the center of the universe and that they can do no wrong. At the end of the day, you’re a f***ing brand. You’ve got to be clear that there’s a lot of human emotion that as a brand, you’re lucky to be part of. But you’re certainly not the star of the party.
Two years ago, 35 percent of Arby's customers were under the age of 35. Today, 50 percent are under the age of 35. That's significant when your brand is a QSR. "We're driving transactions, which in our industry is hard to come by, and I think we're just getting started," said their CMO.
Focus, is how you get to purpose. Which is a beautiful thing. That what we see with "We have the meats."
True in food advertising, and, really all brands.
Because it's also what helped Taylor Swift keep 1989 free of country. "Let's capitalize on both country and pop markets," the record execs said as they wanted to add some twang to some songs. "No, let’s not. Let’s choose a lane” Taylor said. And 1989 was a smash hit.
When Snickers landed on this strategy it was immediately acknowledged as brilliant. And it was. We know that still because after all this time their ideas remain fresh, yet not too distant or stretching from the original intent. Which is so hard to do. Every year it seems we see one or two new Snickers ideas. There's probably more. Or maybe they're just focused on doing a few, notably well.
In general, this is a great piece. When looking at pure strategy you need data and analytics to get you, and the room, to where things need to go. The Netflix quote is from here and it's a wonderful articulation of how to think about the importance of data every day.
The piece talks about Got Milk? and how the insight that led to that effort, using a focus group, is now something 'of the past.'
I wonder how analyzing milk data would get to Got Milk?'s taste appeal pairing insight with peanut butter sandwiches and cookies as quickly or as decisively as talking with milk drinkers did?
I also wonder if the Got Milk? campaign launched today for the first time, if it wouldn't have many of the similar successes that it had years ago?
Just because we can now do a new thing doesn't mean we should stop doing the other thing. It means we must think more critically and thoughtfully at the onset. Choosing our tools and approaches with care, versus defaulting to one. Ironically, that's what we did in the past. And with the way so many people talk now, it's what we're at risk of still doing today. Just with the new thing, so that makes it okay.
“Nike is about to become a significant network television advertiser. We will spend nearly three times what we spent on the ‘Revolution’ campaign in the fall of 1988. (Despite the high visibility of ‘Revolution,’ Nike had spent less than $5 million on TV that year.) This is a turning point for a company that not long ago spoke to its customers at track meets from the tailgate of a station wagon. This just cannot be a narrow look back at where we have been. We should be proud of our heritage, but we must also realize that the appeal of ‘Hayward Field’ (an Ad set at the University of Oregon’s Track & Field Stadium) is narrow and potentially alienating to those who are not great athletes. We need to grow this brand beyond its purest core…we have to stop talking just to ourselves. It’s time to widen the access point. We need to capture a more complete spectrum of the rewards of sports and fitness. We achieved this with ‘Revolution.’ Now we need to take the next step.”
The reason design projects that neglect research fail isn’t because of a lack of knowledge. It’s because of a lack of shared knowledge. Creating something of any complexity generally requires several different people with different backgrounds and different priorities to collaborate on a goal. If you don’t go through an initial research process with your team, if you just get down to designing without examining your assumptions, you may think your individual views line up much more than they do. Poorly distributed knowledge is barely more useful than no knowledge at all.
So it's all part of one, bigger thing. Their Chief Marketing Officer stated it well:
"Those who know how to swing from product-benefit-driven marketing platforms to values-driven marketing platforms are the ones that seem to endure and seem to build the most amount of equity into the brand. People have to understand what the product does for them and how they might feel when they’re using it, but they also have to be inspired by the type of person that that behavior suggests that they are. This piece of work is all about the values and curiosity, and the next generation of explorers who are invited, motivated and excited about going into the world and being curious about other cultures, people and homes."