University of Southern California Dissertations and Theses

Wake up PR practitioners, the Lovemark is here to stay: an analysis of the Lovemark theory with a discussion of the future of brands

(USC Thesis Other)

Wake up PR practitioners, the Lovemark is here to stay: an analysis of the Lovemark theory with a discussion of the future of brands

PDF

Download a page range

Download transcript

Copy asset link

Request this asset

Transcript (if available)

Content WAKE UP PR PRACTITIONERS, THE LOVEMARK IS HERE TO STAY AN ANALYSIS OF THE LOVEMARK THEORY WITH A DISCUSSION OF THE FUTURE OF BRANDS by Laura Johnson A Thesis Presented to the FACULTY OF THE USC GRADUATE SCHOOL UNIVERSITY OF SOUTHERN CALIFORNIA In Partial Fulfillment of the Requirements for the Degree MASTER OF ARTS (STATEGIC PUBLIC RELATIONS) August 2015 Copyright 2015 Laura Johnson ii DEDICATION For my pride and joy, Riley. He is my constant reminder to be optimistic and keep moving forward. And for the smartest man I know, my father. iii ACKNOWLEDGMENTS This has been a journey with many speed bumps and stop signs. But in the end, it has been a rewarding experience. I would not have made it through the process without my amazing thesis committee including Jennifer Floto, Burghardt Tenderich and Brenda Lynch. Additional thanks to Matthew Le Veque for helping me conduct analytical research and Jackie Liu for her editing skills. iv TABLE OF CONTENTS Dedication Page ii Acknowledgments Page iii List of Figures Page v Introduction Page 1 Chapter One: What is the Future of Brands? Page 4 Chapter Two: History of Branding Page 7 Chapter Three: Brands are Running on Empty Page 13 Chapter Four: The Lovemark has Arrived Page 21 Chapter Five: Do You Have What it Takes to Become a Lovemark? Page 29 Chapter Six: Creating a Lovemark by Using your Senses Page 38 Chapter Seven: Edelman and the Great Trust Barometer Page 42 Chapter Eight: Being a Generic Brand: is it Basic or Ballin’? Page 47 Chapter Nine: Trends in Branding Today, All you Need is Love Page 55 Chapter Ten: The Future of Branding Page 62 Works Cited Page 68 Appendix A: Interview Transcript Page 78 v LIST OF FIGURES Figure 2.1: FedEx Logo "Fonts Logo » Fedex Logo Font." Fonts Logo RSS. N.p., n.d. Web. <http://fontslogo.com/fedex- logo-font/>. Figure 2.2 P&G Brands Infographic "Brands Infographic." Convergence Alimentaire. N.p., 2012. Web. <http://www.convergencealimentaire.info/map.jpg>. Figure 3.1: Skittle’s Twitter Post Skittles. "Oh, Nothing, Just Chillin' with the SKITTLES AD I'M GONNA HAVE IN SUPER BOWL XLIX I'M FAMOUS NO AUTOGRAPHS PLS Okay I'm Calm Now. #Imnotcalm." Twitter. Twitter, 06 Jan. 2015. Web. <https://twitter.com/Skittles/status/552573922705960960>. Figure 4.1 Brands versus Lovemarks Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 70. New York, NY: PowerHouse, 2005. Print. Figure 4.2 Top Eight Lovemarks "FAQ - Lovemarks Campus." Lovemarks Campus RSS. N.p., n.d. Web. <http://www.lovemarkscampus.com/about/faq/>. Figure 4.3 Love/Respect Axis "About Lovemarks." Lovemarks: The Future beyond Brands. N.p., n.d. Web. <http://www.lovemarks.com/index.php?pageID=20020>. Figure 4.4 The Influence of Emotional and Functional Factors on Brand-Person Relationships Roberts, Howard, Peter Cooper, and John Pawle. "Heartbeats." The Lovemarks Effect, QiQ Study (2006): 199-211. Figure 7.1 Tide Point of Dirt Bus Board Advertisement Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 221. New York, NY: PowerHouse, 2005. Print. Figure 7.2 Tide Point of Dirt Billboard Advertisement Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 221. New York, NY: PowerHouse, 2005. Print. Figure 10.1 The Academy of Motion Picture Arts and Sciences Logo Armin. "I like It, I Really like It!" Brand New: New Logo and Identity for the Academy of Motion Picture Arts and Sciences by 180LA. N.p., 18 Dec. 2013. Web. Johnson, Laura 1 INTRODUCTION “For more years than I can remember I have used the same shampoo: Head & Shoulders. Ridiculous, isn’t it? I mean it’s a shampoo to remove dandruff, which it does. But I’ve no hair, let alone dandruff! Still, I love Head & Shoulders. I won’t buy or use anything else. It’s a Lovemark of mine.” 1 – Kevin Roberts, Lovemarks: The Future Beyond Brands. Page 22. In 2005, CEO Worldwide for Saatchi & Saatchi, Kevin Roberts published his first book Lovemarks: The Future Beyond Brands and revolutionized the way businesses look at branding. 2 Roberts worked with his team at Saatchi & Saatchi, a global advertising agency and the third largest communications group in the world, to achieve three ambitious goals. First, he elevated his agency into an “ideas company” and then, he led the company to the top spot in the advertising industry. However, many observers would argue that his biggest accomplishment was to answer a question other companies were too afraid to tackle, “What is the future for brands?” Roberts tackled it and created the theory of a Lovemark. A Lovemark is a deep emotional connection between a consumer and a brand. The Lovemark philosophy uses mystery, sensuality and intimacy to create this bond. Think of a Lovemark as a brand or product that a consumer is completely loyal to and absolutely loves. According to Roberts, “A Lovemark is a brand that creates loyalty beyond reason.” 3 For example, Coca-Cola is a Lovemark because consumers are loyal to the brand and the product. Coke first hooked consumers with the taste of the product but what made consumers stay was the company’s dedication to create an emotional connection with their consumers. Some people collect antique Coca-Cola signs and bottles, drink Coke on a daily basis or refuse to 1 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 22. New York, NY: PowerHouse, 2005. Print. 2 "About Our Network." Saatchi & Saatchi. N.p., n.d. Web. <http://saatchi.com/en-us/network/about/>. 3 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 22. New York, NY: PowerHouse, 2005. Print. Johnson, Laura 2 purchase Pespi products. This love and loyalty that a consumer feels for Coca-Cola makes the brand a Lovemark. According to their creator, Lovemarks are the future of brands and companies need to create a bond with consumers accordingly. Since Public Relations is about maintaining and building relationships, the theory of creating a Lovemark will help PR professionals connect consumers with brands. Roberts believes that brands will die unless they make this change. However, this researcher believes that brands are not dying but they are changing. Brands as we know them today are adapting to trends in the marketplace and consumers’ lifestyle changes. Brands in the 1950’s communicated their messages differently than brands do today because of factors like the Internet, dependence on mobile phones and social media. The strong brands today, like Coca- Cola, are morphing into Lovemarks. PR practitioners need to adjust their old school communication methods and welcome the Lovemark philosophy. Roberts created Lovemarks with one ingredient, love. 4 But it is this researcher’s opinion that in addition to love, Lovemarks are also made with trust. This is where PR-giant Edelman comes in: company officials understand that brands must be loved by consumers but also trusted, which is why they started the Edelman Trust Barometer. While this thesis will focus on the Lovemark philosophy, the Edelman Trust Barometer will be used to support the author’s observations on why trust is needed for a brand to become a Lovemark. Established in 1952, Edelman is committed to producing high quality work and is dedicated to innovation. Founder Daniel Edelman started the company on the foundation of integrity and honesty. Those values have stayed the same for over 60 years and Edelman is still 4 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 68. New York, NY: PowerHouse, 2005. Print Johnson, Laura 3 at the top of the leader board when it comes to public relations firms. Edelman is the largest PR agency in the world and understands that innovation is the key to creating successful campaigns. Since its creation in 2001, the annual Edelman Trust Barometer has offered businesses and branches of the government useful insights on the consumer’s level of trust. This study is based on an annual survey presented by Edelman. The following thesis will analyze Roberts’s Lovemark philosophy and dissect sections of his first book introducing the theory. In addition, this white paper will include key findings from the 2014-2015 Edelman Trust Barometer, observations about how brands interact with key audiences – with special emphasis on Millennials – and conclude with predictions of the future of branding from the researcher. Johnson, Laura 4 CHAPTER ONE: WHAT IS THE FUTURE OF BRANDS? “As we watch television, open the mail, or go for a stroll, we now live in a world of brands.” 5 – Kevin Roberts, Lovemarks: The Future Beyond Brands. Page 31. It’s true: the world we know today exposes us to constant brand messaging from billboards to television commercials to online pop-ups and bus boards, and there is no escaping it. In 2005, when Lovemarks: The Future Beyond Brands was written, people were exposed to about 1,500 brands on a daily basis and if you went to the grocery store, that number shot up to 3,500. 6 Consumers see brand logos while watching television, on billboards while driving to work or at the hair salon while reading a magazine. Due to the heavy amount of brand exposure, it is important for companies to be asking, “What is the future of brands?” The answer to this question changes throughout the years because of the constantly changing marketplace, influences in pop culture and the audience’s attention span. According to Inc.com, a publication that focuses on entrepreneurial companies, consumers have a shorter attention span because they are so busy. 7 This is important to note because it means brands need to create material that is memorable to consumers. A great example of this is Old Spice. According to AdWeek writers Noreen O’Leary and Todd Wasserman, Old Spice is a brand that was known as your grandfather’s aftershave and did not appeal to young consumers. 8 Then Wieden + Kennedy, an advertising agency, created the “Smell Like A Man” campaign. The campaign featured a buff and good-looking man saying witty and humorous content that 5 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 31. New York, NY: PowerHouse, 2005. Print 6 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 27. New York, NY: PowerHouse, 2005. Print 7 Tabaka, Marla. "ONLINE MARKETING 8 Ways to Make Millennials Care About Your Brand." Inc.com. N.p., 26 Aug. 2013. Web. <http://www.inc.com/marla-tabaka/why-gen-y-doesnt-care-about-you-and-8-ways-to-change- it.html>. 8 O'Leary, Noreen, and Todd Wasserman. "Old Spice Campaign Smells Like a Sales Success, Too." AdWeek. N.p., 25 July 2010. Web. <http://www.adweek.com/news/advertising-branding/old-spice-campaign-smells-sales-success- too-107588?page=2>. Johnson, Laura 5 connected with the audience. 9 The advertisement was released on YouTube around the same time Super Bowl advertisements were being previewed. 10 This timing helped grow views and engagement. On first day the video received 5.9 million views and grew to over 20 million views by day three. 11 But the real success of this campaign was not the advertisement but what the brand did afterward, the “Response” campaign. The brand responded to comments left by consumers on the original video. In fact, the company made 186 response videos featuring the same actor. 12 Employing the same witty and speedy approach, the responses were a hit with consumers and increased sales of the product by 125% from January to June, 2010. 13 Old Spice dominated 76% of online conversation pertaining to male body wash during the time period of January through March, 2010. 14 The “Response” campaign drove Facebook interactions 800% and increased Twitter followers by 2700%. 15 The brand also achieved the #1 All-Time Most Viewed and #2 Most Subscribed Brand on YouTube. 16 This was a brand that was 9 O'Leary, Noreen, and Todd Wasserman. "Old Spice Campaign Smells Like a Sales Success, Too." AdWeek. N.p., 25 July 2010. Web. <http://www.adweek.com/news/advertising-branding/old-spice-campaign-smells-sales-success- too-107588?page=2>. 10 O'Leary, Noreen, and Todd Wasserman. "Old Spice Campaign Smells Like a Sales Success, Too." AdWeek. N.p., 25 July 2010. Web. <http://www.adweek.com/news/advertising-branding/old-spice-campaign-smells-sales-success- too-107588?page=2>. 11 "2011 Gold Effie Winner “The Man Your Man Could Smell Like”." Effie Awards. Effie Awards, n.d. Web. <http://apaceffie.com/docs/default-source/resource-library/oldspice_case_pdf.pdf?sfvrsn=2>. 12 "2011 Gold Effie Winner “The Man Your Man Could Smell Like”." Effie Awards. Effie Awards, n.d. Web. <http://apaceffie.com/docs/default-source/resource-library/oldspice_case_pdf.pdf?sfvrsn=2>. 13 "2011 Gold Effie Winner “The Man Your Man Could Smell Like”." Effie Awards. Effie Awards, n.d. Web. <http://apaceffie.com/docs/default-source/resource-library/oldspice_case_pdf.pdf?sfvrsn=2>. 14 "2011 Gold Effie Winner “The Man Your Man Could Smell Like”." Effie Awards. Effie Awards, n.d. Web. <http://apaceffie.com/docs/default-source/resource-library/oldspice_case_pdf.pdf?sfvrsn=2>. 15 "2011 Gold Effie Winner “The Man Your Man Could Smell Like”." Effie Awards. Effie Awards, n.d. Web. <http://apaceffie.com/docs/default-source/resource-library/oldspice_case_pdf.pdf?sfvrsn=2>. 16 "2011 Gold Effie Winner “The Man Your Man Could Smell Like”." Effie Awards. Effie Awards, n.d. Web. <http://apaceffie.com/docs/default-source/resource-library/oldspice_case_pdf.pdf?sfvrsn=2>. Johnson, Laura 6 forgotten by young consumers but now Old Spice is a leader in the personal hygiene market and has a great relationship with consumers. 17 For a brand to thrive today, it needs to predict the consumer’s ever-changing wants and needs and create memorable content. The fight for the consumer’s attention is brutal, so brands need to adapt to the lifestyle changes of the consumer and turn into a Lovemark to stay relevant. After studying brands, Roberts’ Lovemarks philosophy and the Edelman Trust Barometer, it is this researcher’s opinion that all brands as we know them today are morphing into a new era of branding. Brands need to form a deep emotional connection with the audience to stay significant in the marketplace. 17 O'Leary, Noreen, and Todd Wasserman. "Old Spice Campaign Smells Like a Sales Success, Too." AdWeek. N.p., 25 July 2010. Web. <http://www.adweek.com/news/advertising-branding/old-spice-campaign-smells-sales-success- too-107588?page=2>. Johnson, Laura 7 CHAPTER TWO: HISTORY OF BRANDING “Brands were developed to create differences for products that were in danger of becoming as hard to tell apart as chunks of gravel.” 18 – Kevin Roberts, Lovemarks: The Future Beyond Brands. Page 30. With the constant flood of brand advertisements, it’s hard to remember exactly how branding started. It seems that Millennials have grown up with the continuous flash of a television commercial or a ping from an email solicitation. Likewise, Baby Boomers and Gen Xers are almost numb to all the TV commercials and radio advertisements they listen to on a daily basis. Brands are everywhere but where did they get their roots? Who do marketers have to thank for their jobs? Here are the facts about how brands became what they are today: 1. To brand is to burn Branding has been around since the start of people creating goods or products. Craftsmen would mark their products to distinguish ownership. 19 The word “brand” was loosely derived from the action of using a flaming hot branding iron and pressing it against a product to mark it. For example, farmers would take a branding iron and press it to cattle to burn the ranch’s symbol on the cattle. 20 . Craftsmen would push a heated branding iron to the wooden box of product to imprint the trademark. 21 The purpose of the trademark was to let the consumer know the 18 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 30. New York, NY: PowerHouse, 2005. Print 19 A Brief Overview of the History of Branding (n.d.): n. pag. Designing Brand Experiences. Web. <http://www.aef.com/pdf/landa_history_rev2.pdf>. 20 "Brand Names." Gale Encyclopedia of U.S. "Brand Names." Encyclopedia.com. HighBeam Research, 01 Jan. 1999. Web. <http://www.encyclopedia.com/doc/1G2-3406400116.html>. 21 A Brief Overview of the History of Branding (n.d.): n. pag. Designing Brand Experiences. Web. <http://www.aef.com/pdf/landa_history_rev2.pdf>. Johnson, Laura 8 quality and origin of the product. 22 Jim Beam still uses the old fashion branding method to label its barrels of bourbon. This mark lets the company know what flavor of bourbon is in the barrel and its production date. Branding shows ownership over an invention, product, animal, creation and everything in between. 2. The creation of the logo Logos are like branding cattle; they are designs that differentiate products for competitors. According to Matthew May from FastCo Design, a business and design publication, “Logos were used to not only indicate the manufacturer, but to also signal quality.” 23 Simple designs helped consumers easily recognize the brand they wanted to purchase. Examples of logo designs that achieved this are McDonalds, WWF and Nike. 24 A good logo is one that can be recognized by how unique it is but more importantly captures the emotion of the brand. 25 For example, FedEx, the major shipping brand, features a completely innovative logo. Using the colors purple, orange and white, the logo at first just looks like text reading “FedEx.” But upon further observation, you can see a perfect arrow figure in between the letters E and X of the brand’s name. The creator of the iconic illustration, Lindon Leader, talks about the purpose of the hidden arrow as a way to show “forward direction, speed, and precision, and if it remained hidden, there might be an element of surprise, that a-ha moment.” 26 To Leader, it’s not 22 A Brief Overview of the History of Branding (n.d.): n. pag. Designing Brand Experiences. Web. <http://www.aef.com/pdf/landa_history_rev2.pdf>. 23 May, Matthew. "The Story Behind The Famous FedEx Logo, And Why It Works." Co.Design. N.p., 23 Oct. 2012. Web. <http://www.fastcodesign.com/1671067/the-story-behind-the-famous-fedex-logo-and-why-it-works 24 "The Makings Of A Great Logo." FactCo.Design. N.p., 02 June 2014. Web. <http://www.fastcodesign.com/3031328/the-makings-of-a-great-logo>. 25 "The Makings Of A Great Logo." FactCo.Design. N.p., 02 June 2014. Web. <http://www.fastcodesign.com/3031328/the-makings-of-a-great-logo>. 26 May, Matthew. "The Story Behind The Famous FedEx Logo, And Why It Works." Co.Design. N.p., 23 Oct. 2012. Web. <http://www.fastcodesign.com/1671067/the-story-behind-the-famous-fedex-logo-and-why-it-works>. Johnson, Laura 9 about what you do see, it’s about what you don’t see that makes the logo so unique and exceptional. Her design has won over 40 awards since it was created in 1994. 27 Figure 2.1 FedEx Logo 28 3. Ivory is the new white One notable pioneer in branding is Procter & Gamble. Proctor & Gamble started in 1837 with the creation of candle crates 29 that featured a clear stamp of an image of the moon and stars; this mark told consumers that they could trust the product inside to be of the highest quality available. 30 After establishing a presence in the industry, P&G moved into the personal hygiene market with the invention of Ivory soap in 1878. The soap market was already saturated with a myriad of products. To stand out in the market, P&G devised the idea of creating a distinguishable name for the bar of soap to appeal to consumers. Usually products were named after the creator or after what the product was (i.e. white soap). Instead of basing the name on the obvious description, P&G decided to name the product 27 May, Matthew. "The Story Behind The Famous FedEx Logo, And Why It Works." Co.Design. N.p., 23 Oct. 2012. Web. <http://www.fastcodesign.com/1671067/the-story-behind-the-famous-fedex-logo-and-why-it-works>. 28 "Fonts Logo » Fedex Logo Font." Fonts Logo RSS. N.p., n.d. Web. <http://fontslogo.com/fedex-logo-font/>. 29 "Branding." P&G – Corporate Heritage & Archives Center. N.p., n.d. Web. <http://www.pg.com/Heritage/branding.php>. 30 "Branding." P&G – Corporate Heritage & Archives Center. N.p., n.d. Web. <http://www.pg.com/Heritage/branding.php>. Johnson, Laura 10 Ivory because “Harley Procter insisted the new [pristine] white soap deserved a more distinctive name, one that people would remember when they went to the store.” 31 In an interview with Brenda Lynch, Senior Partner with Rogers Finn Partners, she talks about the power and drive of the giant brand saying, “Proctor & Gamble is a powerhouse of marketing and has been at the forefront of branding for a long time.” 32 Similarly, Roberts says, “I found out everything important I know about people, business, and marketing at P&G.” 33 After spending years working as the Group Marketing Manager at P&G, Roberts has first-hand experience with the brand’s large reach in the marketplace. 34 Consumers purchase the company’s products because of their commitment to high quality. High sales are important to businesses but what is most important to P&G is the brand’s mission and values. Roberts goes on to say, “P&G is a company totally committed to doing the right thing.” 35 This is important because some consumers are more likely to purchase a product if they believe the company is contributing to the greater good. The 2015 Edelman Trust Barometer shows that 81% of consumers will trust a company if they believe the brand is ethically responsible and contributes to helping the community. 36 Procter & Gamble still leads in the marketplace today with its famous product lines. People buy the company’s line of products. This is the parent company of brands 31 A Brief Overview of the History of Branding (n.d.): n. pag. Designing Brand Experiences. Web. <http://www.aef.com/pdf/landa_history_rev2.pdf>. 32 "Branding Interview with Brenda Lynch." Telephone interview. 7 Nov. 2014. 33 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 15. New York, NY: PowerHouse, 2005. Print 34 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 15. New York, NY: PowerHouse, 2005. Print 35 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 16. New York, NY: PowerHouse, 2005. Print 36 “Executive Summary - 2015 Edelman Trust Barometer." Edelman. N.p., n.d. Web. <http://www.edelman.com/insights/intellectual-property/2015-edelman-trust-barometer/trust-and-innovation- edelman-trust-barometer/executive-summary/>. Johnson, Laura 11 that are truly household names such as Tide, Crest, Always, Pampers and many more. Procter & Gamble’s strategy is to make powerful brands that can stand on their own and only help the new brand line when necessary. Figure 2.2 P&G Brands Infographic 37 The California Management Review states that a brand might need the parent company’s help if the parent company can improve performance. 38 But to improve performance the parent brand “must possess some special capabilities and resources” and “have a sufficient understanding of critical success factors.” 39 37 "Brands Infographic." Convergence Alimentaire. N.p., 2012. Web. <http://www.convergencealimentaire.info/map.jpg>. 38 Campbell, Andrew, Michael Goold, and Marcus Alexander. "The Value of the Parent Company." California Management Review 38.1 (1995): 79-97. 1995. Web. <http://www.iuc- edu.eu/group/sem1_L3/2011%20STRATMAN/14R%20The%20value%20of%20the%20parent%20company.pdf>. 39 Campbell, Andrew, Michael Goold, and Marcus Alexander. "The Value of the Parent Company." California Management Review 38.1 (1995): 79-97. 1995. Web. <http://www.iuc- edu.eu/group/sem1_L3/2011%20STRATMAN/14R%20The%20value%20of%20the%20parent%20company.pdf>. Johnson, Laura 12 P&G can introduce a new brand and it will already have consumer trust because of the company’s background. As stated by Russell Dubner, President and CEO of Edelman US, “Trust is essential to innovation.” 40 Dubner found that trust boosts the brand’s likability. 41 According to a survey hosted by Brandspark, a research company in Canada, P&G won dominated as one of the top 50 most trusted brands in 2014 as voted by consumers. 42 Over 86,000 consumers participated in the yearly survey that measures consumer trust in brands. 43 The survey also awarded P&G with wins in 20 different categories. 44 P&G is able to successfully introduce new products to the market because of the high level of consumer trust. 40 Dubner, Russell. "Edelman Trust Barometer 2015." West Coast Premier of Edelman's Trust Barometer. University of Southern California, Los Angeles. 25 Feb. 2015. Lecture. 41 Dubner, Russell. "Edelman Trust Barometer 2015." West Coast Premier of Edelman's Trust Barometer. University of Southern California, Los Angeles. 25 Feb. 2015. Lecture. 42 Brunsman, Barrett M. "How Many P&G Brands Do Shoppers Trust? A Lot, Survey Finds." N.p., 13 June 2014. Web. <http://www.bizjournals.com/cincinnati/news/2014/06/13/how-many-p-g-brands-do-shoppers-trust-a-lot- survey.html?page=all>. 43 Brunsman, Barrett M. "How Many P&G Brands Do Shoppers Trust? A Lot, Survey Finds." N.p., 13 June 2014. Web. <http://www.bizjournals.com/cincinnati/news/2014/06/13/how-many-p-g-brands-do-shoppers-trust-a-lot- survey.html?page=all>. 44 Brunsman, Barrett M. "How Many P&G Brands Do Shoppers Trust? A Lot, Survey Finds." N.p., 13 June 2014. Web. <http://www.bizjournals.com/cincinnati/news/2014/06/13/how-many-p-g-brands-do-shoppers-trust-a-lot- survey.html?page=all>. Johnson, Laura 13 CHAPTER THREE: BRANDS ARE RUNNING ON EMPTY “I remember seeing a cover article in The Economist. It declared that 1988 was ‘The Year of the Brand.’ I thought, ‘Yeah, right. But is it the beginning or the end?’” 45 – Kevin Roberts, Lovemarks: The Future Beyond Brands. Page 32. Roberts explains that brands are “running out of juice.” 46 Brands need to be constantly researching consumers and their buying habits in order to produce messages that connect with the audience. According to Roberts, brands are dying and will cease to exist unless they transform into a Lovemark brand. Here, illustrates six key reasons why: 47 *Note: The following bolded statements derived from Roberts. 1. Brands are worn out from overuse 2. Brands are no longer mysterious 3. Brands can’t understand the new consumer 4. Brands struggle with good old-fashioned competition 5. Brands have been captured by formula 6. Brands have been smothered by creeping conservatism Further research provides more insights as to what the market is like today and what factors are hurting brands: 1. The Internet The Internet gives the consumer the power. As stated in the New Yorker, the Internet has weakened brands because it gives “consumers easy access to expert reviews, 45 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 32. New York, NY: PowerHouse, 2005. Print 46 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 35. New York, NY: PowerHouse, 2005. Print 47 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 35. New York, NY: PowerHouse, 2005. Print Johnson, Laura 14 user reviews, and detailed product data, in an array of categories.” 48 The Internet allows consumers to almost endlessly research products before checking out at the counter. The Internet has also made obtaining customer reviews such as Consumer Reports fast and easy. Established in 1936, Consumer Reports are documents where consumers can better understand the products before they purchase them. 49 The publication indicates useful knowledge including what other people thought of the product, where the product was made and the quality of the product. Customers have always had the buying power but the Internet has taken that power to a new level. New Yorker writer James Surowiecki says, “Brands have never been more fragile. The reason is simple: consumers are supremely well informed and far more likely to investigate the real value of products than to rely on logos.” 50 The Internet has allowed companies like Amazon to emerge. Consumers now have the ability to search Amazon for a product while they are shopping in a store. If Amazon has the product for significantly cheaper, then the customer will likely purchase on Amazon because they know the company and will likely save money on the same product. 51 Patrons still go into electronic stores because they allow consumers to hold and try out the product before purchasing it. According to Time, this is called “showrooming,” which means the “practice in which shoppers scope out merchandise in 48 Surowiecki, James. "Twilight of the Brands." New Yorker. N.p., 17 Feb. 2014. Web. <http://www.newyorker.com/magazine/2014/02/17/twilight-brands>. 49 Surowiecki, James. "Twilight of the Brands." New Yorker. N.p., 17 Feb. 2014. Web. <http://www.newyorker.com/magazine/2014/02/17/twilight-brands>. 50 Surowiecki, James. "Twilight of the Brands." New Yorker. N.p., 17 Feb. 2014. Web. <http://www.newyorker.com/magazine/2014/02/17/twilight-brands>. 51 Whitford, David. "Staples' Tom Stemberg Advises Businesses to Avoid the 'Amazon Effect'" Inc.com. Inc, July 2014. Web. <http://www.inc.com/magazine/201407/david-whitford/staples-tom-stemberg-says-dont-compete-with- amazon.html>. Johnson, Laura 15 a store and then buy it for less money online.” 52 But the customer is more likely to purchase the product from the cheaper company to save money. This is what TechCrunch, an online publication that focuses on technology companies, calls the Amazon Effect. It’s what helped close 225 Staples stores and contributed to closing 1,100 Radio Shack shops. 53 It forces brands to move from in-store companies to online stocking websites. 2. Brand loyalty is easily eroded Before the Internet and social media, there was a time when people were loyal to a particular brand. Forbes magazine writer, Steve Olenski says, “Consumers, regardless of age, were more likely to be brand loyal...You wanted an adhesive bandage, you bought Band-Aids. You wanted a tissue, you bought Kleenex.” 54 Brand loyalty has changed because consumer priorities have changed. An Ernst & Young survey in 2012 of 25,000 people in 34 markets found: “On the whole across all 34 markets, brand loyalty checking in just under 40% as a determining factor in making a buying decision, but, that number dropped to just 25% in the US, a highly significant decrease in the number of American consumers who say brand loyalty is something that impacts their buying behavior.” 55 52 Tuttle, Brad. "Best Buy Swears Shoppers Don't Have to Bother Showrooming Anymore." Business Money Best Buy Swears Shoppers Dont Have to Bother Showrooming Anymore Comments. Time, n.d. Web. <http://business.time.com/2013/02/20/best-buy-swears-shoppers-dont-have-to-bother-showrooming-anymore/>. 53 Lunden, Ingrid. "The Amazon Effect: Staples To Close 225 Stores, Says It’s Now Making Half Of All Sales Online." TechCrunch. N.p., 6 Mar. 2014. Web. <http://techcrunch.com/2014/03/06/staples/>. 54 Olenski, Steve. "Is Brand Loyalty Dying A Slow And Painful Death?" Forbes. Forbes Magazine, 7 Jan. 2013. Web. <http://www.forbes.com/sites/marketshare/2013/01/07/is-brand-loyalty-dying-a-slow-and-painful-death/>. 55 Olenski, Steve. "Is Brand Loyalty Dying A Slow And Painful Death?" Forbes. Forbes Magazine, 7 Jan. 2013. Web. <http://www.forbes.com/sites/marketshare/2013/01/07/is-brand-loyalty-dying-a-slow-and-painful-death/>. Johnson, Laura 16 There are many reasons for the decrease in brand loyalty. One is that consumers are more price-conscious now compared to before the economic downfall in 2009. A UCLA survey said that freshmen are more careful with spending their money because they “saw the economy crash in 2009 and many knew of college-educated people who lost jobs.” 56 They want to be able to afford what makes their life comfortable so they are spending less money now on frivolous items such as shaving cream. They want the lowest priced product for common items so brand loyalty is disappearing and price is persuading the buying decision. Another reason for the weakening in brand loyalty is distrust in the brand leadership. According to the 2015 Edelman Trust Barometer, only 44% of consumers trust leaders of a big business or state-owned company, CEO or spokesperson included. 57 This number is shockingly low considering the high number of brands that are not family owned. Large companies need to understand that the leaders for the brand reflect the product and the company. If the CEO poorly represents the brand, then the company will receive backlash from consumers and a weakened brand loyalty. For example, Lululemon Athletica is a clothing brand that manufactures fitness apparel for women. The company is known for its unique yoga pants, which are actually quite ordinary, but women became loyal to the brand and its image: an elitist brand for affluent women. According to Huffington Post writer Emma Grey, companies like 56 Gordon, Larry. "Survey Finds College Freshmen Party Less, Worry about Money More." Los Angeles Times. Los Angeles Times, 5 Feb. 2015. Web. <http://www.latimes.com/local/education/la-me-freshmen-20150205- story.html>. 57 "Executive Summary - 2015 Edelman Trust Barometer." Edelman. N.p., n.d. Web. <http://www.edelman.com/insights/intellectual-property/2015-edelman-trust-barometer/trust-and-innovation- edelman-trust-barometer/executive-summary/>. Johnson, Laura 17 Lululemon play on the insecurities of women. 58 Women pay hundreds of dollars on clothes they sweat in because they want to feel fashionable. 59 But the product wasn’t perfect. In 2014, after a series of complaints that the pants were transparent and sheer during certain stretches and exercises, the founder of the Lululemon, Chip Wilson, blamed the people for the product’s deficiencies. He stated, “Quite frankly some women’s bodies just actually don’t work for it.” 60 His comments lowered Lululemon stock value and damaged the brand loyalty. 61 In fact, sales decreased 10% after this crisis. 3. Mobile applications A study conducted by Forrester Research Company, a global research company, shows that smartphone commerce will reach $74 billion by 2018. 62 Combined with tablet, the total would be 54% of US e-commerce sales. 63 Younger consumers, including Gen Y or Millennials, are completely attached to their mobile devices. According to the research collected by Inc.com, Millennials are 58 Gray, Emma. "Lululemon: Why Are Women Willing To Spend So Much Money On Workout Clothing?" The Huffington Post. TheHuffingtonPost.com, 9 Apr. 2012. Web. <http://www.huffingtonpost.com/2012/04/09/lululemon-workout-clothing-marketing-women_n_1412351.html>. 59 Gray, Emma. "Lululemon: Why Are Women Willing To Spend So Much Money On Workout Clothing?" The Huffington Post. TheHuffingtonPost.com, 9 Apr. 2012. Web. <http://www.huffingtonpost.com/2012/04/09/lululemon-workout-clothing-marketing-women_n_1412351.html>. 60 Leahey, Colleen. "Lululemon’s Failure To Communicate." Fortune Lululemons Failure To Communicate Comments. N.p., 08 Nov. 2013. Web. <http://fortune.com/2013/11/08/lululemons-failure-to-communicate/>. 61 Leahey, Colleen. "Lululemon’s Failure To Communicate." Fortune Lululemons Failure To Communicate Comments. N.p., 08 Nov. 2013. Web. <http://fortune.com/2013/11/08/lululemons-failure-to-communicate/>. 62 Levien, Simone. "Forrester." Research : Marketing : US Mobile And Tablet Commerce To Top $293B by 2018; Total ECommerce To Hit $414B. N.p., 12 May 2014. Web. <https://www.forrester.com/US+Mobile+And+Tablet+Commerce+To+Top+293B+by+2018+Total+eCommerce+T o+Hit+414B/-/E-PRE7004>. 63 Levien, Simone. "Forrester." Research : Marketing : US Mobile And Tablet Commerce To Top $293B by 2018; Total ECommerce To Hit $414B. N.p., 12 May 2014. Web. <https://www.forrester.com/US+Mobile+And+Tablet+Commerce+To+Top+293B+by+2018+Total+eCommerce+T o+Hit+414B/-/E-PRE7004>. Johnson, Laura 18 consumers born between 1982-1993. 64 However, there is a debate on the actual year bracket of Millenials but this paper will follow Inc.com. Brenda Lynch talked about the connection consumers have with their devices. “Their phones are an extension of who they are. As a Millennial, I’m on my phone to search for information and connect with my friends. It’s about what I want, when I want it, all in my hand. I’m not going to go back to a laptop.” 65 Companies want to capture consumers at a physical location and that means connecting with them on their phones. Some brands have followed the trend of creating a mobile application which allow users to do a variety of things like get coupons to the store, order food or even make purchases. So how does this affect brand loyalty? In a survey by AisleBuyer, “nearly 75% of consumers [said they] would switch brands if offered real-time discounts and promotions that were delivered to their smartphones in real-time while they were shopping in a store.” 66 The idea of nearness plays a huge role in being brand loyal. Lynch goes on to explain that the idea of nearness means if a consumer is in close proximity to a brand, that company should alert the consumer on her/his mobile device and offer a reason to come into the store. 67 Lynch believes nearness helps establish a bond or relationship between the consumer and the brand. 68 64 Tabaka, Marla. "ONLINE MARKETING 8 Ways to Make Millennials Care About Your Brand." Inc.com. N.p., 26 Aug. 2013. Web. <http://www.inc.com/marla-tabaka/why-gen-y-doesnt-care-about-you-and-8-ways-to-change- it.html>. 65 "Branding Interview with Brenda Lynch." Telephone interview. 7 Nov. 2014. 66 Olenski, Steve. "Is Brand Loyalty Dying A Slow And Painful Death?" Forbes. Forbes Magazine, 7 Jan. 2013. Web. <http://www.forbes.com/sites/marketshare/2013/01/07/is-brand-loyalty-dying-a-slow-and-painful-death/>. 67 "Branding Interview with Brenda Lynch." Telephone interview. 7 Nov. 2014. 68 "Branding Interview with Brenda Lynch." Telephone interview. 7 Nov. 2014. Johnson, Laura 19 4. The audience’s values have changed Roberts mentions that one reason brand loyalty is crumbling is because marketers can’t understand the new consumer. Values have traditionally been loyalty and respect for the brand. The new consumer has a completely different set of values. For example, Millennials are weighed down with an average of $45,000 in debt from paying for higher education. 69 According to a PEW research study, Millennials are frugal about spending money, care about social events, hesitant about trusting large corporations and knowledgeable due to higher education. 70 Shockingly, the PEW study also showed that only 19% of Millennials say they can trust big companies. 71 This distrust in companies can hurt a brand’s chance of obtaining loyal customers. Millennials value security and privacy, to a certain extent, and are less likely to be persuaded by smooth-talking advertisers. 72 According to Rebecca Andressen, a researcher and Senior Account Executive at Edelman, “Millennials want brands to be authentic and they want to be surprised.” 73 Furthermore, Edelman conducted a survey in 2013 and found that eight out of ten Millennial participants want brands to interact with and entertain them. 74 69 Henderson, J. Maureen. "Why Big Retail Is Running Scared Of The Millennial Generation." Forbes. Forbes Magazine, 20 Mar. 2012. Web. <http://www.forbes.com/sites/jmaureenhenderson/2012/03/20/fear-and-loathing-big- retails-beef-with-the-millennial-generation/>. 70 “Millennials in Adulthood." Pew Research Centers Social Demographic Trends Project RSS. N.p., 06 Mar. 2014. Web. <http://www.pewsocialtrends.org/2014/03/07/millennials-in-adulthood/>. 71 “Millennials in Adulthood." Pew Research Centers Social Demographic Trends Project RSS. N.p., 06 Mar. 2014. Web. <http://www.pewsocialtrends.org/2014/03/07/millennials-in-adulthood/>. 72 “Millennials in Adulthood." Pew Research Centers Social Demographic Trends Project RSS. N.p., 06 Mar. 2014. Web. <http://www.pewsocialtrends.org/2014/03/07/millennials-in-adulthood/>. 73 Andreassen, Rebecca. "Edelman - Conversations - Millennials and Brands." Edelman Conversations Global Practices. N.p., 26 Feb. 2013. Web. <http://www.edelman.com/post/millennials-and-brands/>. 74 Andreassen, Rebecca. "Edelman - Conversations - Millennials and Brands." Edelman Conversations Global Practices. N.p., 26 Feb. 2013. Web. <http://www.edelman.com/post/millennials-and-brands/>. Johnson, Laura 20 If brands want Millennials, they need to make the effort and connect with them. Skittles is a perfect example. Marketers there are constantly connecting with Millennials on platforms that they use. 75 Skittles marketers know this audience spends a good portion of time on social media platforms, so the brand built a strong channel and started reaching out to its audience. Skittles creates content using language the consumer recognizes and can relate to. Take a look at this example from the brand’s Twitter page: Figure 3.1 Skittle’s Twitter Post This dialog is easy for Millennials to engage with and makes the audience say “Hey, you talk like me so I feel like I can trust you.” The Edelman study points out that, “with a TweetLevel score of 67.8, they are considered an idea starter, or amplifier.” 76 TweetLevel is a measuring tool created by Edelman that calculates the importance of a tweet on a scale from zero to 100. 77 It is almost impossible to reach a perfect score so Skittles’ tweet is actually influential according to TweetLevel. Sure, other brands may have more followers, but “the content Skittles produces is engaging.” 78 75 Andreassen, Rebecca. "Edelman - Conversations - Millennials and Brands." Edelman Conversations Global Practices. N.p., 26 Feb. 2013. Web. <http://www.edelman.com/post/millennials-and-brands/>. 76 Andreassen, Rebecca. "Edelman - Conversations - Millennials and Brands." Edelman Conversations Global Practices. N.p., 26 Feb. 2013. Web. <http://www.edelman.com/post/millennials-and-brands/>. 77 Bentwood, Jonny. "The New TweetLevel." Edelman. N.p., 26 Nov. 2012. Web. <http://www.edelman.com/post/the-new-tweetlevel/>. 78 Andreassen, Rebecca. "Edelman - Conversations - Millennials and Brands." Edelman Conversations Global Practices. N.p., 26 Feb. 2013. Web. <http://www.edelman.com/post/millennials-and-brands/>. Johnson, Laura 21 CHAPTER FOUR: THE LOVEMARK HAS ARRIVED “I knew it was Love that was missing. I knew that Love was the only way to ante up the emotional temperature and create the new kinds of relationships brands needed.” 79 – Kevin Roberts, Lovemarks: The Future Beyond Brands. Page 57. Public Relations is about establishing and maintaining relationships; in the case of this paper, between brands and consumers. Marketing companies need to catch up and realize that this is the future and they can either join along or be left behind. While PR has been about relationships from its infancy, advertising giant Kevin Roberts thinks that maintaining those relationships is just the start. Brands need to make consumers fall head over heels in love with the company, so he created the theory of the Lovemark. To define a Lovemark it is first important to know that it all starts with love. According to Roberts, “Lovemarks transcend brands. They deliver beyond your expectations of great performance. Like great brands, they sit on top of high levels of respect - but there the similarities end.” 80 A Lovemark is a brand that a consumer can relate to. One test to conclude if a brand is a Lovemark or not is if a consumer won’t buy any other brand. But when asked why they like the brand, they reply back with enthusiasm and say it’s because they just love the brand. Brands are not Lovemarks just like Lovemarks are not brands. Roberts writes about the difference between brands and clearly illustrates the differences in this chart: 79 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 57. New York, NY: PowerHouse, 2005. Print. 80 "About Lovemarks." Lovemarks: The Future beyond Brands. N.p., n.d. Web. <http://www.lovemarks.com/index.php?pageID=20020>. Johnson, Laura 22 Figure 4.1 Brands versus Lovemarks 81 Roberts believes, “Lovemarks reach your heart as well as your mind, creating an intimate, emotional connection that you just can’t live without. Ever.” 82 This graph depicts the difference between a brand and a Lovemark. For example, a brand gives consumer information whereas a Lovemark forms a relationship with consumers. A brand is recognized by consumers 81 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 70. New York, NY: PowerHouse, 2005. Print. 82 "About Lovemarks." Lovemarks: The Future beyond Brands. N.p., n.d. Web. <http://www.lovemarks.com/index.php?pageID=20020>. Johnson, Laura 23 but a Lovemark is loved by consumers. Lovemarks are like super brands. It’s similar to the difference between giving a plain and boring statement and telling a great story. In the end, the same message gets across but the presentation is different. Lovemarks are about connecting to the audience and establishing a meaningful relationship. It’s more than just starting a conversation between a brand and the consumer. According to Roberts, “Take a brand away and people will find a replacement. Take a Lovemark away and people will protest its absence. Lovemarks are a relationship, not a mere transaction. You don’t just buy Lovemarks, you embrace them passionately. That’s why you never want to let go.” 83 To help brands become Lovemarks, Roberts has identified six truths about love that brands should know about. 84 The following commentary is admittedly weak on rigor. However, the author prizes Roberts’ attempt to quantify this tricky emotion and believes it is directly relevant to brand strategy. *Note: The following bolded statements derived from Roberts, commentary is original from the author. 1. Human beings need Love, without it we die This world needs more love. Love brings peace and happiness in desperate times. Plus having love in your life makes you live longer. Roberts claims, “Solitary people without Love are three to five times more likely to die early!” 85 83 "About Lovemarks." Lovemarks: The Future beyond Brands. N.p., n.d. Web. <http://www.lovemarks.com/index.php?pageID=20020>. 84 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 52. New York, NY: PowerHouse, 2005. Print. 85 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 52. New York, NY: PowerHouse, 2005. Print. Johnson, Laura 24 2. Love means more than liking a lot Love is an emotion far greater than just a fondness for something or someone. After tracking brain processes, Emory University found that the brain lights up in certain areas during times of engagement. 86 3. Love is about responding Love is between two parties; love is not a one-way street and must be a two-way partnership. When we love, we show that we care. If you love someone and they are sad, you will do anything to make them happy. Lovemarks connect with people’s emotions on this intimate level. 4. Who and what we love Relationships establish different types of love. There’s the love you feel between your family members, the love between your friends or also romantic love for another person. Love is about what makes you happy and gives you a feeling of joy and glee. 5. Love takes time In 1985, the Coca-Cola Company wanted to change the original recipe of Coke to a new Coke. The company spent $4 million on market testing alone and completed 200,000 blind taste tests. 87 But upon announcement of the possibility of a new Coke recipe, consumers rioted for the recipe to stay the same. 88 Consumers didn’t want Coke to change. To Coca-Cola customers, changing the original taste of Coke meant changing 86 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 52. New York, NY: PowerHouse, 2005. Print. 87 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 193. New York, NY: PowerHouse, 2005. Print. 88 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 193. New York, NY: PowerHouse, 2005. Print. Johnson, Laura 25 everything the brand was about. After the company announced that the product would keep the original recipe, the brand saw an increase in sales and a larger following. 89 6. Love cannot be commanded or demanded Love is not something that can be asked for, it has to be earned and given to you. One way to get love is to give love from the start. Brands that start off from giving love will be more likely to receive love in return from consumers. These key elements teach brands what love is and help brands morph into Lovemarks. To get a better idea of what type of companies or people are Lovemarks, the screenshot below is the list of the top eight Lovemarks worldwide for early 2015: Figure 4.2 Top Eight Lovemarks 90 89 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 193. New York, NY: PowerHouse, 2005. Print. 90 "FAQ - Lovemarks Campus." Lovemarks Campus RSS. N.p., n.d. Web. <http://www.lovemarkscampus.com/about/faq/>. Johnson, Laura 26 According to Roberts, a Lovemark is “a brand that creates Loyalty Beyond Reason” by forming a deep and emotional relationship with consumers through the use of mystery, sensuality and intimacy. 91 The Lovemark philosophy requires both respect and love from consumers. Roberts created the Love/Respect Axis to tell the difference between a popular brand or a fad and a Lovemark. Lovemarks are built on high levels of respect and love. Brands may be respected but they are short on an emotional connection with consumers. The figure below illustrates the difference between a brand, product, fad and Lovemark: Figure 4.3 Love/Respect Axis 92 91 "FAQ - Lovemarks Campus." Lovemarks Campus RSS. N.p., n.d. Web. <http://www.lovemarkscampus.com/about/faq/>. 92 "About Lovemarks." Lovemarks: The Future beyond Brands. N.p., n.d. Web. <http://www.lovemarks.com/index.php?pageID=20020>. Johnson, Laura 27 A study by QiQ International in 2006 shows brands the validity of Lovemarks. 93 The study surveyed 175,000 consumers for the purpose of testing the Lovemark theory. 94 According to the study, the “relationships people have with brands are much more heavily influenced by emotional than by rational factors.” 95 The figure below demonstrates the influence of emotion versus rational factors: Figure 4.4 The Influence of Emotional and Functional Factors on Brand-Person Relationships 96 The graphs above shows that emotional relationships encourage consumers to purchase what a brand has to offer. Respondents showed that consumers are more influenced to purchase a product, like cars, food or magazines, if there is an emotional connection with the brand. 93 Roberts, Howard, Peter Cooper, and John Pawle. "Heartbeats." The Lovemarks Effect, QiQ Study (2006): 199- 211. 94 Roberts, Howard, Peter Cooper, and John Pawle. "Heartbeats." The Lovemarks Effect, QiQ Study (2006): 199- 211. 95 Roberts, Howard, Peter Cooper, and John Pawle. "Heartbeats." The Lovemarks Effect, QiQ Study (2006): 199- 211. 96 Roberts, Howard, Peter Cooper, and John Pawle. "Heartbeats." The Lovemarks Effect, QiQ Study (2006): 199- 211. Johnson, Laura 28 Additionally, the study showed that consumers are “four to seven times more likely to purchase a Lovemark than a product and between 1.6 and 2.3 times more likely to purchase a Lovemark than a brand.” 97 According to the QiQ study, “Creating Lovemarks through genuine emotional connections with consumers can positively influence purchase behavior, usage and revenue.” 98 Lovemarks are leading the way in the marketplace. It’s time for brands to focus on becoming a Lovemark. It is the way for brands to survive and thrive in the world. Now that brands know the truth, it’s time to dig a little deeper into what it takes to become more than a brand and morph into a true Lovemark. 97 Roberts, Howard, Peter Cooper, and John Pawle. "Heartbeats." The Lovemarks Effect, QiQ Study (2006): 199- 211. 98 Roberts, Howard, Peter Cooper, and John Pawle. "Heartbeats." The Lovemarks Effect, QiQ Study (2006): 199- 211. Johnson, Laura 29 CHAPTER FIVE: DO YOU HAVE WHAT IT TAKES TO BECOME A LOVEMARK? “Conventional wisdom says that brands are taking over people’s lives. And that this is a bad thing. But maybe it works the other way. Maybe life is taking over brands.” 99 – Kevin Roberts, Lovemarks: The Future Beyond Brands. Page 57. From the Hallmark to Folgers, brands have capitalized on playing off of people’s emotions. In his book, Roberts says, “Emotion has become a legitimate subject for serious research. Once the scientists got into emotion it didn’t take them long to prove what was obvious to everyone who cared to look.” 100 But something that these forms of entertainment are missing is the knowledge that emotion cannot be created by the brand. A brand cannot create emotion; the creation is up to the consumer. According to Roberts, “The fact is that Lovemarks are created and owned by the people who love them. Where you have a customer in love, you have a Lovemark.” 101 Brands need to shift their strategies into becoming a Lovemark. Here are three key ingredients Roberts has for a brand to change into a Lovemark: *Note: All bolded statements derived from Roberts; commentary is original content from the author. 1. Mystery A great relationship has some mystery to it. Keeping the mystery alive also helps keep the relationship youthful, playful and meaningful. This concept is hard for brands to achieve because they want to be transparent about their operations but brands also want to have a sense of mystery. For example, Disney theme parks do a great job of providing 99 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 57. New York, NY: PowerHouse, 2005. Print. 100 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 38. New York, NY: PowerHouse, 2005. Print. 101 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 71. New York, NY: PowerHouse, 2005. Print. Johnson, Laura 30 mystery because, as a guest, you see the magic of Disney. What the guests don’t see is the behind the scenes of Disney. After Mickey Mouse takes pictures with guests, the character walks into the break room “off-stage” and takes off the costume. It’s important that guests are not exposed to the back areas because Disney doesn’t want to ruin the magic. The characteristics of mystery include telling “great stories; combining the past, present and future; tapping into dreams; great myths and icons; and instilling inspiration.” 102 2. Sensuality Sensuality in this case means the ability to target consumers’ emotions by engaging their five senses. Brands that successfully transform into Lovemarks have the ability to reach audience’s senses instead of just their wallets. This concept will be explained further in the next chapter. 3. Intimacy Closeness in a relationship shows commitment and trust. You cannot have a successful relationship without a portion of intimacy. For brands, this means achieving a one-on-one relationship with a consumer. A good example of this concept is the coupon finding brand called RetailMeNot. This company first started as a website where consumers could type in a store name and find any coupons or special offers for that store. Consumers were able to print off coupons from the website before a shopping trip and receive the discounts in the store. But consumers wanted a more convenient way to receive discounts. After listening to the consumers, the brand then added a mobile application so consumers could find the same deals while at the physical store. 102 "About Lovemarks." Lovemarks: The Future beyond Brands. N.p., n.d. Web. <http://www.lovemarks.com/index.php?pageID=20020>. Johnson, Laura 31 RetailMeNot listens to the feedback provided by consumers and makes changes that benefit consumers. There is a plethora of Lovemarks: 3,735, and growing, official Lovemarks according to the Lovemarks library plus a list ranking all of them. 103 Brands are ranked by votes from online users. Two of the top Lovemarks that capture the factors listed above are Guinness and Tide. These two brands turned into Lovemarks by first establishing a connection with the audience’s wants and needs and then building on that connection to form a more serious relationship. By digging deeper into the consumer’s life, these companies were able to expand their relationship and truly convert from brand into Lovemark. The Guinness brand uses the Irish past, present and dreams of a better future in the making of the brand. Guinness taps into the myths and legends of the Irish pride with their branding choices and marketing campaigns. 104 The market for this product is colossal, in 2014 the Guinness worldwide revenues reached over £2 billion. 105 There are thousands of Irish pubs globally and each one of them needs to sell Guinness to make their pub seem more authentic. 106 Consumers and pubs buy Guinness because of the association it has to Ireland. Roberts says, “Then, when you add a powerfully emotional link to 3,000 or so Irish pubs around the world selling the Irish dream, you have what comes close to a religious movement.” 107 103 "The Top 200 Lovemarks." Lovemarks: The Future beyond Brands. N.p., n.d. Web. <http://www.lovemarks.com/discover/lovemarks/>. 104 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 92. New York, NY: PowerHouse, 2005. Print. 105 "In Focus: Guinness ." Diageo. N.p., n.d. Web. <http://www.diageo.com/en- row/ourbrands/infocus/Pages/InFocus-Guinness.aspx>. 106 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 92. New York, NY: PowerHouse, 2005. Print. 107 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 92. New York, NY: PowerHouse, 2005. Print. Johnson, Laura 32 The beer maker also engages the consumer’s five senses to form a connection. The sense of taste is obviously important for this brand. The aroma of a Guinness is also distinctive; the smell floods your nose with hearty barley. As the beer is poured into a clear glass, you can hear the splash of thick malt and see the waterfall effect of the bubbles disappearing. Finally, the smooth touch of a beer head on your lips leaves a tasty mustache. People attach themselves to the beer because it stands for perseverance, hope and brilliance. 108 One anonymous consumer on the Lovemark website said, “Guinness stands for something much greater than just a drink. It resembles a story of Arthur Guinness who created success from nothing. Having an Irish heritage means I drink Guinness with pride and I always will.” 109 Another example of a highly ranked Lovemark is Tide. Created by Procter & Gamble in 1946, Tide is the leader in the laundry detergent marketplace. 110 According to Statista, a statistics portal, Tide earned close to $1.2 billion in revenue in 2014 and was number one in laundry detergent sales. 111 Even with a substantial lead in the market, Tide needs to understand the changing lifestyles of consumers. In the 1950’s, women stayed at home and took care of the house. 112 According to research by the University of Colorado, women were expected to be the homemaker, take care of the children, and be a helpful wife. 113 But then came a huge rise of women in the workplace in 108 "Lovemarks: Guinness (Nomination)." . N.p., 20 Feb. 2006. Web. <http://www.lovemarks.com/lovemark/guinness/>. 109 "Lovemarks: Guinness (Nomination)." . N.p., 20 Feb. 2006. Web. <http://www.lovemarks.com/lovemark/guinness/>. 110 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 220. New York, NY: PowerHouse, 2005. Print. 111 "Leading Laundry Detergent Brands Sales of the U.S. 2014 | Statistic." Statista. N.p., n.d. Web. <http://www.statista.com/statistics/188716/top-liquid-laundry-detergent-brands-in-the-united-states/>. 112 A Woman's Role in the 1950s (n.d.): University of Colorado Boulder. 17 Nov. 2005. Web. <http://www.colorado.edu/AmStudies/lewis/1025/women1950s.pdf>. 113 A Woman's Role in the 1950s (n.d.): University of Colorado Boulder. 17 Nov. 2005. Web. Johnson, Laura 33 the ‘70s and beyond. . 114 Now it is acceptable for mothers to work while still keeping up with their daily chores of taking care of the children and other household needs. When the market changes, so do the strategies of marketers. In 1994, Procter & Gamble teamed up with Saatchi & Saatchi to create an advertising campaign that targeted working class moms. 115 The project was coined the “Point of Dirt” campaign. This campaign was about quick messages that were humorous and located in places working women would see them. 116 Figure 7.1 Tide Point of Dirt Bus Board Advertisement 117 <http://www.colorado.edu/AmStudies/lewis/1025/women1950s.pdf>. 114 A Woman's Role in the 1950s (n.d.): University of Colorado Boulder. 17 Nov. 2005. Web. <http://www.colorado.edu/AmStudies/lewis/1025/women1950s.pdf>. 115 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 221. New York, NY: PowerHouse, 2005. Print. 116 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 221. New York, NY: PowerHouse, 2005. Print. 117 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 221. New York, NY: PowerHouse, 2005. Print. Johnson, Laura 34 Figure 7.2 Tide Point of Dirt Billboard Advertisement 118 These funny blurbs caught the attention of moms everywhere and increased sales by 25%. 119 It is important to note that even Lovemarks need to change along with the popular trends in the consumer’s life. Tide did an extraordinary job staying relevant in the market by changing the advertising tactics to reach women in the workplace. Tide has successfully shifted from a brand to a Lovemark. Consumers have fallen in love with the smell that reminds them of home. The product lets consumers reminisce about their childhood when Tide cleaned their favorite stuffed animal, the towels that dried them, the sheets that cuddled them at night and much more. One consumer commented on the Lovemarks website and said, “Tide is by far the best brand in its class. The smell of clean and fresh clothes brightens my day and relaxes my night. Tide's rich history and tradition of quality-care makes it a highly respectable brand. Definitely a Lovemark!” 120 Not only did the Point of Dirt campaign increase sales for P&G, it showed consumers that Tide marketers were listening to the market and knew 118 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 221. New York, NY: PowerHouse, 2005. Print. 119 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 222. New York, NY: PowerHouse, 2005. Print. 120 "Tide." Lovemarks: Tide (Nomination). N.p., 14 Nov. 2004. Web. <http://www.lovemarks.com/index.php?pageID=20015&lovemarkid=138>. Johnson, Laura 35 how to connect with them. Roberts interviewed an anonymous consumer about the campaign who said, “I think it’s more personal when [a company] speak[s] to you at that moment. It’s almost as if they knew what you were doing.” 121 Lovemarks can be anything, just like brands can be anything. A Lovemark brand can be a person, place or object with strong consumer backing behind it. In addition to Guinness and Tide, other Lovemarks could be physical products that a consumer can hold, a service that provides consumers with something intangible or even a personality that consumers trust and believe in. Think about the last product you purchased. Why did you purchase it and how would you feel if it was taken away? What was your favorite birthday present and why is it important to you? Once you start this conversation, just listen to the stories of love. Roberts gathered some stories about people’s favorite Lovemarks for his book on the subject. Their stories perfectly describe the emotions a consumer should feel when talking about a Lovemark. A Lovemark in the form of a product: Post-it Notes “Placing a Post-it Note on a page thrills me to my very soul. It doesn’t matter if the Post-it is perfectly placed or neatly annotated, it doesn’t mind being torn or inked up. A page is not complete unless it has at least one Post-it on it, fluttering delicately, but sturdy enough to stay there no matter how many times I go over the book, no matter how many times I shuffle the pages.” 122 – A comment left on the Lovemarks website. 121 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 222. New York, NY: PowerHouse, 2005. Print. 122 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 202. New York, NY: PowerHouse, 2005. Print. Johnson, Laura 36 A Lovemark in the form of a service: A-Channel “The impact A-Channel has on each community it serves is phenomenal. Its not just a TV Station – it serves as a public forum, a charitable organization, and a friend to every Manitoban. A-Channel is LOVED because Love is what it offers…it spreads the Love-vibe throughout the region. People all over Manitoba have A’s on display on their homes, cares, kids, and selves and they are all homemade! These people are in Love.” 123 – A comment left on the Lovemarks website. A Lovemark in the form of a person: Shah Rukh Khan “Shah Rukh Khan is a cosmic human being. He uses the big screen to depict some of life’s most poignant moments, and thereby touches the hearts of millions across the globe. He urges you to fall in love, break free, set your sights high, and achieve the impossible. He is one of the most inspirational human beings to grace this millennium. He is Shah Rukh Khan.” 124 – A comment left on the Lovemarks website. It is easy to see how some brands have tapped into the love department and have formed a lasting connection with the consumer. It is interesting that something as little as Post-it Notes can thrill a person and make her/him fall madly in love with the product. Celebrities are by nature in the public eye but turning into a Lovemark means more than just an infatuation with a person; it means that the celebrity has moved the consumer emotionally 123 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 201. New York, NY: PowerHouse, 2005. Print. 124 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 204. New York, NY: PowerHouse, 2005. Print. Johnson, Laura 37 to a state of love, respect and trust. Celebrities are icons and “like Lovemarks, icons, too, must respond to the hopes, fears, and needs of new generations.” 125 125 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 98. New York, NY: PowerHouse, 2005. Print. Johnson, Laura 38 CHAPTER SIX: CREATING A LOVEMARK BY USING YOUR SENSES “The senses are the fast track to human emotions.” 126 – Kevin Roberts, Lovemarks: The Future Beyond Brands. Page 105. Brands need to connect with consumers using all five senses to create an association with a product. For example, waking up to the smell of freshly brewed coffee creates a feeling of joy and relaxation. The Folgers coffee brand, and highly rated Lovemark, is known for creating this story. Another Lovemark example would be using sound to recognize a movie. The Harry Potter melody or the opening to “Jaws” can stir a crowd into excitement with just a few simple notes. As noted earlier, Roberts talks about the importance of connecting with all five senses to help build the powerful bond of the Lovemark. Roberts says, “Our senses work together, and when they are stimulated at the same time, the results are unforgettable.” 127 Here is why the five senses prove to be influential in turning a brand into a Lovemark: 1. Touch Roberts explains that, “With our fingertips we can instantaneously identify smooth, rough, hard, soft, wet, dry, hot and cold through tightly packed nerve endings.” 128 Touch is the way we can tell what texture or temperature something is. 129 Car industries use the sense of touch to show consumers how high-end automobiles are. Humans can touch the imported leather and feel the polish on the side panels. Adidas is a great Lovemark example that focuses on the sense of touch. This company’s product can be easily differentiated from competitors just by touching the shoe. Adidas’ shoes feature three thick lines stitched into the left and right side of the 126 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 105. New York, NY: PowerHouse, 2005. Print. 127 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 107. New York, NY: PowerHouse, 2005. Print. 128 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 124. New York, NY: PowerHouse, 2005. Print. 129 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 124. New York, NY: PowerHouse, 2005. Print. Johnson, Laura 39 shoe. By touching the sides, a consumer can feel the three ridges and know that the shoe is an Adidas product. 2. Taste Roberts says, “We are at the dawning of a taste revolution.” 130 You don’t want to taste all products. You wouldn’t want to put a sofa in your mouth or an iPad for that matter. But how can a brand hit the taste buds if the consumer can’t eat it? Apple had an outstanding idea on how to do just that. When Apple introduced the MacBook Pro, the company wanted consumers to taste the product. Since consumers wouldn’t want to put a computer in their mouthes, Apple instead made the computers tempting fruit flavor colors. 131 Shades of strawberry (pink/red), grape (purple) and blueberry (blue) enticed the consumers’ taste buds and ultimately made consumers think of the taste of the fruit without eating the computer. 132 3. Smell According to Roberts, “They say that smell is almost exclusively stored in the long-term memory.” 133 Smell is something that can wake people up in the morning, make mouths water or bring a smile to a face after a long workout. When consumers smell Starbucks coffee, they are reminded of the wonderful taste and the relaxing ambiance. Starbucks is known to lure customers in for a quick coffee purchase, but what makes them stay longer are the drinks, food and atmosphere. Aside from the menu, this Lovemark company has also created an artistic and inviting space. Starbucks wanted to create an experience and be more than a place to just pick up coffee. 130 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 122. New York, NY: PowerHouse, 2005. Print. 131 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 123. New York, NY: PowerHouse, 2005. Print. 132 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 123. New York, NY: PowerHouse, 2005. Print. 133 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 120. New York, NY: PowerHouse, 2005. Print. Johnson, Laura 40 4. Sound From the sound of a computer starting up to a surfboard slicing the waves at the beach, consumers recognize sounds and relate them to the product or brand. Roberts recalls, “The pop of a Champagne cork is one of the most evocative sounds in the Western world.” 134 Harley-Davidson is known for the loud V-Twin engine which gives off such a distinguishing sound that the owners of the company wanted to trademark it, saying “the sound of this engine was as recognizable to motorcycle enthusiasts as ‘The Star Spangled Banner.’” 135 While the sound is distinctive, Harley-Davidson ultimately removed the trademark request due to complaints from competitors. 136 But Harley-Davidson lovers still know the incredible sound of the V-Twin engine when they hear it on the open road. 5. Sight This might be the most important of all the senses. Sight allows consumers to see the product in all the color and glory: patterns, colors, shapes and designs of products. Burberry has mastered the recognition of their signature pattern. In his book, Roberts talks about how Burberry has influenced fashion and says, “The streets of New York, Tokyo, Frankfurt, London or Sydney wouldn’t be the same without that trademark red, camel, black and white. It’s their powerful visual signature of quality. Easy to see, easy to read.” 137 134 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 117. New York, NY: PowerHouse, 2005. Print. 135 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 28. New York, NY: PowerHouse, 2005. Print 136 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 28. New York, NY: PowerHouse, 2005. Print 137 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 112. New York, NY: PowerHouse, 2005. Print Johnson, Laura 41 No matter which sense, brands can capture each one of them in a thrilling way. It doesn’t matter if a product can’t be tasted; there are more creative ways to connect with senses. Lovemarks unite with consumers through all of the senses; it’s one more key element that makes a Lovemark. But what else does it take to move up the ladder from brand to Lovemark? A lot of trust and respect from consumers. Johnson, Laura 42 CHAPTER SEVEN: EDELMAN AND THE GREAT TRUST BAROMETER “And the first word that came to me was trust. Many of our clients responded to the idea of trust. Trust felt like part of the vocabulary” 138 – Kevin Roberts, Lovemarks: The Future Beyond Brands. Page 66. A Lovemark’s key ingredient is love. 139 But this researcher believes that it is also built with trust and respect. Without all of these ingredients a brand cannot become a Lovemark. You need all three of these ingredients to transform from a brand into a Lovemark. Just like love, trust and respect have to be earned not commanded. For a consumer to trust a brand, it must convey unconditional respect and interest in the consumer’s life. Roberts does not feel that trust is as crucial as love, but this researcher believes trust is crucial to converting a brand into a Lovemark. Edelman has been a leader in the public relations industry for decades but it’s the achievements in research that make it more than just a PR agency. As the largest PR firm in the world, Edelman conducts cutting-edge research to keep up with the latest consumer trends. One tool is the yearly Edelman Trust Barometer survey. For 15 years, the Edelman Trust Barometer has been providing game-changing information to all industries. 140 It is a yearly survey sent online to, “27,000 general population respondents with an oversample of 6,000 informed publics ages 25-64 across 27 countries.” 141 Every participant must meet the following qualifications to take the survey: “college-educated; household income in the top quartile for their age in their country; read or watch business/news 138 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 66. New York, NY: PowerHouse, 2005. Print. 139 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 70. New York, NY: PowerHouse, 2005. Print. 140 "Trust in Government Plunges to Historic Low." Edelman Trust Barometer. N.p., 19 Jan. 2014. Web. <http://www.edelman.com/news/trust-in-government-plunges-to-historic-low/>. 141 "Trust in Government Plunges to Historic Low." Edelman Trust Barometer. N.p., 19 Jan. 2014. Web. <http://www.edelman.com/news/trust-in-government-plunges-to-historic-low/>. Johnson, Laura 43 media at least several times a week; follow public policy issues in the news at least several times a week.” 142 These regulations are crucial because the survey is measuring trust in specific industries. With the lowest drop ever recorded by the Edelman Trust Barometer of 14 points, consumers are losing patience with government branches. 143 The same can be said for large institutions and corporations. Consumers are more likely to trust smaller local businesses compared to large businesses. 144 In fact, the 2015 study showed that only four out of ten people trust CEOs of big businesses. 145 Not surprisingly, the latest study showed that technology industries were the most trusted with 79%; the least trusted by consumers was the financial service industry with a mere 50% trust level. 146 Even so, consumers are still unlikely to trust products or services they don’t understand, like cloud technology or online applications. 147 Businesses are losing consumers’ trust because consumers don’t understand how the product was tested and manufactured and are unsure what the benefits are for using that product. 148 According to the 2015 Edelman Trust Barometer, 80% 142 "Trust in Government Plunges to Historic Low." Edelman Trust Barometer. N.p., 19 Jan. 2014. Web. <http://www.edelman.com/news/trust-in-government-plunges-to-historic-low/>. 143 “Trust in Government Plunges to Historic Low." Edelman Trust Barometer. N.p., 19 Jan. 2014. Web. <http%3A%2F%2Fwww.edelman.com%2Fnews%2Ftrust-in-government-plunges-to-historic-low%2F>. 144 "2015 Edelman Trust Barometer." YouTube. YouTube, 21 Jan. 2015. Web. <https://www.youtube.com/watch?v=09eDlatXIB4&list=PL-icMDl-65xrEi7zAUq3uQIo7QeplHoVP>. 145 "2015 Edelman Trust Barometer." YouTube. YouTube, 21 Jan. 2015. Web. <https://www.youtube.com/watch?v=09eDlatXIB4&list=PL-icMDl-65xrEi7zAUq3uQIo7QeplHoVP>. 146 "2015 Edelman Trust Barometer." YouTube. YouTube, 21 Jan. 2015. Web. <https://www.youtube.com/watch?v=09eDlatXIB4&list=PL-icMDl-65xrEi7zAUq3uQIo7QeplHoVP>. 147 "Executive Summary - 2015 Edelman Trust Barometer." Edelman. N.p., n.d. Web. <http://www.edelman.com/insights/intellectual-property/2015-edelman-trust-barometer/trust-and-innovation- edelman-trust-barometer/executive-summary/>. 148 "Executive Summary - 2015 Edelman Trust Barometer." Edelman. N.p., n.d. Web. <http://www.edelman.com/insights/intellectual-property/2015-edelman-trust-barometer/trust-and-innovation- edelman-trust-barometer/executive-summary/>. Johnson, Laura 44 of respondents would like to make test results and manufacturing details available for the public to review. 149 To Roberts, trust is not as powerful as love. He talks about the difference between trust and love saying, “But even trust wasn’t going to be enough to make the big leap. I mean, just trusting someone isn’t going to bind you for life. And nothing short of a lifelong relationship was the sort of commitment I was looking for.” 150 Roberts even came up with a way to describe consumer trust in brands when he said, “The best brands were Trustmarks, we had decided, but the great ones were Lovemarks.” 151 However, according to the results from the Edelman Trust Barometer, when consumers trust a company, they are more likely to pay more for a product. 152 In addition, consumers who trust a company are more likely to recommend and defend the product and company. 153 After analyzing the data, Edelman researchers illustrated five key insights on how to build trust. Each year the survey asks participants to rank the categories in order of importance. The following is the ranking of the top four categories for 2015: 1. Integrity The number one factor consumers consider before trusting a company is integrity. 154 Consumers trust companies that value integrity and are transparent with 149 "Executive Summary - 2015 Edelman Trust Barometer." Edelman. N.p., n.d. Web. <http://www.edelman.com/insights/intellectual-property/2015-edelman-trust-barometer/trust-and-innovation- edelman-trust-barometer/executive-summary/>. 150 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 69. New York, NY: PowerHouse, 2005. Print. 151 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 70. New York, NY: PowerHouse, 2005. Print. 152 "2015 Edelman Trust Barometer." YouTube. YouTube, 21 Jan. 2015. Web. <https://www.youtube.com/watch?v=09eDlatXIB4&list=PL-icMDl-65xrEi7zAUq3uQIo7QeplHoVP>. 153 "2015 Edelman Trust Barometer." YouTube. YouTube, 21 Jan. 2015. Web. <https://www.youtube.com/watch?v=09eDlatXIB4&list=PL-icMDl-65xrEi7zAUq3uQIo7QeplHoVP>. 154 "Executive Summary - 2015 Edelman Trust Barometer." Edelman. N.p., n.d. Web. <http://www.edelman.com/insights/intellectual-property/2015-edelman-trust-barometer/trust-and-innovation- edelman-trust-barometer/executive-summary/>. Johnson, Laura 45 business operations. Similarly, Roberts believes companies need to keep in mind “the integrity of your people, your products, your services, you financial statements and, most importantly, your personal integrity.” 155 2. Engagement Consumers love companies that engage with them. Building a bond is crucial for establishing trust. Engaging is more than just talking, it’s listening, too. A Lovemark organization listens to the customers. Roberts uses the example, “If you want to understand how a lion hunts, don’t go to the zoo, go to the jungle.” 156 3. Products & Services Roberts suggests companies “bring design onto the front-burner. Great design is the gateway to great customer response.” 157 A great design can be for the product or the marketing campaign. When it comes to products or services, a company must be inventive and creative. Imagination is what captures the attention of the consumer. Campaigns need the same imagination. T-Mobile is a great example of a creative campaign. T-Mobile’s motto is “Life is for sharing.” But what the company found is brands cannot tell consumers what the brand is about, they need to show consumers. 158 The company decided create an event where people couldn’t help but want to share and be a part of. This event was a flash mob at the London train station. The flash mob, called “Dance,” included a soundtrack of hit songs from every generation so that everyone could get involve. 159 The event was video 155 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 62. New York, NY: PowerHouse, 2005. Print. 156 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 184. New York, NY: PowerHouse, 2005. Print. 157 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 64. New York, NY: PowerHouse, 2005. Print. 158 "Module 3: Tools of the Trade." Lovemarks. Slideshare, n.d. Web. <http://www.slideshare.net/Lovemarks>. 159 "Module 3: Tools of the Trade." Lovemarks. Slideshare, n.d. Web. <http://www.slideshare.net/Lovemarks>. Johnson, Laura 46 recorded and put on the T-Mobile Life is for Sharing YouTube page where it reached over 18 million hits. 160 The channel is the 12 th most subscribed channel on YouTube. 161 In addition, the video contributed to a year-on-year sales increase of 52%. 162 4. Purpose Consumers trust a company with an ambitious goal to help the greater good. The 2015 Edelman Trust Barometer shows that 47% of respondents say their trust in a business increases when the brand works for the greater good. 163 According to Roberts, “Working with consumers and learning to think and feel as they do is how Lovemarks happen.” 160 "Module 3: Tools of the Trade." Lovemarks. Slideshare, n.d. Web. <http://www.slideshare.net/Lovemarks>. 161 "Module 3: Tools of the Trade." Lovemarks. Slideshare, n.d. Web. <http://www.slideshare.net/Lovemarks>. 162 "Module 3: Tools of the Trade." Lovemarks. Slideshare, n.d. Web. <http://www.slideshare.net/Lovemarks>. 163 "Executive Summary - 2015 Edelman Trust Barometer." Edelman. N.p., n.d. Web. <http://www.edelman.com/insights/intellectual-property/2015-edelman-trust-barometer/trust-and-innovation- edelman-trust-barometer/executive-summary/>. Johnson, Laura 47 CHAPTER EIGHT: BEING A GENERIC BRAND: IS IT BASIC OR BALLIN’? “For anyone in business, the rapid cycling of their valued products into generic stuff is a dark and constant fear.” 164 – Kevin Roberts, Lovemarks: The Future Beyond Brands. Page 29. The word “generic” often means a certain product or product line that is general, common or not a brand name. 165 Some businesses often create a generic line of everyday products. For example, the Target brand known is as Market Pantry; Walmart’s the generic brand is called Great Value; and the Costco brand is called Kirkland. These brands are the no-name store label products. However, there is a deeper definition of the term as it relates to brands: actual brands becoming so common in the market that the brand is actually the name of the product, for example Band-Aid and Q-tip. For this paper, we will adhere to the notion that becoming a generic brand means the name is no longer the name of a brand’s product but of all products in the market. Examples of this include Jell-O, Band-Aid, Kleenex and Vaseline. Many brand gurus believe that the Holy Grail of the generic lottery is for your brand to actually become a verb: as in, to Xerox something or FedEx it. Conversely, Roberts talks about how becoming a generic brand name is the closet step to death for a brand. In his philosophy, a generic brand name product will never become a Lovemark. This chapter will explore the pros and cons of becoming a generic brand. This is a threat because when you go to the store and ask the clerk for Jell-O, he/she will take you to the aisle with gelatin products. As we all know, Jell-O is renowned as the brand that makes gelatin products including pudding and gelatin desserts. The name Jell-O has now been associated with competitor products because when a consumer thinks about a gelatin snack, 164 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 29. New York, NY: PowerHouse, 2005. Print 165 "Generic." Dictionary.com. Dictionary.com, n.d. Web. <http://dictionary.reference.com/browse/generic>. Johnson, Laura 48 he/she might think of Jell-O brand first. However, when the consumer gets to the gelatin aisle, he/she might not purchase the actual Jell-O brand product and opt for a cheaper or different product like Snack Pack. The same can be said with other brands like Vaseline, Windex or Xerox. Brands can tell when their name is in danger of becoming a generic brand through some key words. Roberts says when the brand starts being described with words like consistent, interchangeable, impersonal, homogenous, abundant or lowest price, then the brand is in danger of ending up at the bottom of clearance bins. 166 Band-Aid, best known for the adhesive gauze to secure on skin after an abrasion, is also a victim of being known as a product and not a brand. But Band-Aid executives are taking charge to make sure they don’t disappear forever by using these several key strategies to differentiate from competitors: 1. Know your audience and create something for them The first strategy was connecting with Millennials with the campaign called “Glambulance.” 167 Since Millennials are very fashion forward and care about their appearance, 168 Band-Aid created a campaign for fashionistas. The Glambulance was a glamorous-ambulance that traveled to different locations right before Fashion Week 2012 in New York. 169 The Glambulance gave makeovers, mended outfits and provided fashionable first aid kits to all patrons suffering a fashion emergency. 166 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 29. New York, NY: PowerHouse, 2005. Print 167 "BAND-AID® Dispatches 'Glambulance' for Fashion Emergencies." BAND-AID® Dispatches 'Glambulance' for Fashion Emergencies. N.p., n.d. Web. <http://www.prdaily.com/Awards/SpecialEdition/11.aspx>. 168 "BAND-AID® Dispatches 'Glambulance' for Fashion Emergencies." BAND-AID® Dispatches 'Glambulance' for Fashion Emergencies. N.p., n.d. Web. <http://www.prdaily.com/Awards/SpecialEdition/11.aspx>. 169 "BAND-AID® Dispatches 'Glambulance' for Fashion Emergencies." BAND-AID® Dispatches 'Glambulance' for Fashion Emergencies. N.p., n.d. Web. <http://www.prdaily.com/Awards/SpecialEdition/11.aspx>. Johnson, Laura 49 The introduction of the Glambulance was clearly designed for Millennials. It was a fun way to engage with the target market and show that Band-Aid is a brand not a product. The company also created a limited edition line of dress-up Band-Aid products with fashion designer Cynthia Rowley. 170 2. Develop a product line to offer diversity There are numerous competitors that have created adhesive bandages so Band- Aid wanted to go further in the health market and create more products. For example, according to online publication called Ads of the World, by creating a line of foot care products and antiseptic washes, “now the brand name Band-Aid represents more than just adhesive bandages. It is a brand standard within a category.” 171 3. Flaunt the brand name everywhere Band-Aid marketers noticed in the company’s commercials that the brand name and logo were either very small or not visible at all. To remedy this problem, Band-Aid marketers changed the messaging to make sure consumers knew Band-Aid is a brand and not a name of a product. The brand’s television and radio jingle makes it clear saying, “I am stuck on Band-Aid brand.” 172 In every commercial, the company distinguishes the product and the brand by telling consumers to buy Band-Aid brand adhesive bandages. Roberts believes becoming a generic name brand means death for brands. But this researcher argues that it is a great accomplishment for a brand and can help form a Lovemark. 170 "BAND-AID® Dispatches 'Glambulance' for Fashion Emergencies." BAND-AID® Dispatches 'Glambulance' for Fashion Emergencies. N.p., n.d. Web. <http://www.prdaily.com/Awards/SpecialEdition/11.aspx>. 171 "When a Brand Name Becomes Generic (and How You Can Prevent It)." When a Brand Name Becomes Generic (and How You Can Prevent It). N.p., n.d. Web. <http://adsoftheworld.com/blog/when_a_brand_name_becomes_generic_and_how_you_can_prevent_it>. 172 "America's #1 Bandage Brand Heals the Hurt Faster.®." A History of Innovation. N.p., n.d. Web. <http://www.band-aid.com/brand-heritage/info>. Johnson, Laura 50 When thinking about successful brands, many come to mind. Lynch mentions an example of a flourishing brand that is also classified as a generic brand name saying, “Sharpie pens are colored pens and they have been a staple at office supply stores forever.” 173 Sharpie has been able to stay competitive in the market by: 1. Embracing creativity Lynch goes on to say, “Sharpie really embraced the whole lifestyle concept from a creativity point of view. And if you look at how Sharpie markets itself, it’s all about how [it] allows you to release your inner creativity.” 2. Creating an emotional bond by relating to trends Brands that make an emotional mark on a consumer will create loyalty. Talking again about Sharpie, Lynch says, “there is this emotional bond with people. You don’t just ask for a color marker, you ask for a Sharpie. It’s taken a commodity and made it into something very, very special.” 174 By following the trends, Sharpie has been dominating in the marker industry for decades. 175 According to a case study by University of Pennsylvania, Sharpie has been able to thrive for so long because it follows the trends. 176 First, Sharpie saw fans receiving autographs from their favorite celebrity. The case study pointed out that one memorable moment in 2002 when 49ers wide 173 Branding Interview with Brenda Lynch." Telephone interview. 7 Nov. 2014. 174 Branding Interview with Brenda Lynch." Telephone interview. 7 Nov. 2014. 175 "The Evolution of Sharpie: Same Design, Different Focus -- K@W." Knowledge Wharton. University of Pennsylvania, 1 May 2014. Web. <http://knowledge.wharton.upenn.edu/article/evolution-sharpie-design-different- focus/>. 176 "The Evolution of Sharpie: Same Design, Different Focus -- K@W." Knowledge Wharton. University of Pennsylvania, 1 May 2014. Web. <http://knowledge.wharton.upenn.edu/article/evolution-sharpie-design-different- focus/>. Johnson, Laura 51 receiver Terrell Owens grabbed a Sharpie from his sock so he could sign and give away the football that just won the game. 177 Now, Sharpie has followed the creativity trend with the latest campaign called, “You can do anything with a Sharpie.” 178 3. Actively fighting for the Trademark A trademark, according to the United States Patent and Trademark Office, is: “A trademark is a brand name. A trademark or service mark includes any word, name, symbol, device, or any combination, used or intended to be used to identify and distinguish the goods/services of one seller or provider from those of others, and to indicate the source of the goods/services.” 179 According to Ads of the World, “As a trademark owner, you have to actively protect your trademarked name. That means using it consistently and protecting it against infringement. A trademark gains legal strength the more often it is used correctly in different contexts.” 180 When consumers want to search for answers online they will say, “I’ll Google it.” Consumers are unlikely to use the same slang for competitors like, “I’ll Bing it” or “I’ll Yahoo it.” This is because, according to Net Marketshare, a market share statistics tool for Internet 177 "The Evolution of Sharpie: Same Design, Different Focus -- K@W." Knowledge Wharton. University of Pennsylvania, 1 May 2014. Web. <http://knowledge.wharton.upenn.edu/article/evolution-sharpie-design-different- focus/>. 178 "The Evolution of Sharpie: Same Design, Different Focus -- K@W." Knowledge Wharton. University of Pennsylvania, 1 May 2014. Web. <http://knowledge.wharton.upenn.edu/article/evolution-sharpie-design-different- focus/>. 179 "Trademark Basics." United States Patent and Trademark Office. N.p., n.d. Web. <http://www.uspto.gov/trademarks-getting-started/trademark-basics>. 180 "When a Brand Name Becomes Generic (and How You Can Prevent It)." When a Brand Name Becomes Generic (and How You Can Prevent It). N.p., n.d. Web. <http://adsoftheworld.com/blog/when_a_brand_name_becomes_generic_and_how_you_can_prevent_it>. Johnson, Laura 52 technologies, Google is the number one search engine with 58.44% of market share. 181 In the author’s opinion, this epitomizes the positive aspects of becoming the generic within your brand category. If that still doesn’t persuade you, here are some more reasons to consider: 1. Be known for generations to come Becoming a generic brand name also means becoming a household name. This means that a particular brand name, like Jell-O, will be passed down to each generation. An entire family line will be committed to one brand name because it’s what that family grew up knowing and using. 2. Be a recognizable brand As consumers rush to get out of the supermarket, they will most likely purchase what they know. Generic brand names will stick out more compared to the competition. If a consumer wants to purchase orange juice and sees a daunting row of juice containers, he/she will most likely reach for a familiar brand, like Tropicana. According to a survey by Nielsen called the Nielsen Global Survey of New Product Purchase Sentiment, “Brand familiarity is one of several key characteristics that resonate strongly with consumers worldwide.” 182 The survey, which had over 29,000 respondents from 58 countries, said that 60% of respondents would be more likely to purchase a brand if they were familiar with it. 183 181 "Search Engine Market Share." Net Marketshare. N.p., n.d. Web. <http://www.netmarketshare.com/search- engine-market-share.aspx?qprid=4&qpcustomd=0>. 182 "GLOBAL CONSUMERS MORE LIKELY TO BUY NEW PRODUCTS FROM FAMILIAR BRANDS." Nielsen. Nielsen, 22 Jan. 2013. Web. <http://www.nielsen.com/us/en/press-room/2013/global-consumers-more- likely-to-buy-new-products-from-familiar-b0.html>. 183 "GLOBAL CONSUMERS MORE LIKELY TO BUY NEW PRODUCTS FROM FAMILIAR BRANDS." Nielsen. Nielsen, 22 Jan. 2013. Web. <http://www.nielsen.com/us/en/press-room/2013/global-consumers-more- likely-to-buy-new-products-from-familiar-b0.html>. Johnson, Laura 53 In addition to be a recognizable brand, a company also needs to be trusted by the consumer. According to the 2015 Edelman Trust Barometer, 63% of consumers will not buy a product if they do not trust the company or quality of the item. 184 3. Achieve a higher level of trust with product extensions Some brand names develop a product line – called product extensions – rather than making one product. A product extension will be more trusted by consumers because the brand name is already familiar to them. 185 Kleenex is commonly known for its facial tissues product but the company also offers product extensions like moist wipes and hand towels. To introduce these hygiene products, Kleenex created the “Feel Good” campaign launched in India. 186 The brand searched Facebook for status of sick or ill users. 187 Kleenex then created care packages for 50 users that included the new products and had the packages delivered to the sick consumers. 188 The campaign not only created buzz about the new products but it also generated 650,402 impressions and over 1,800 interactions for the brand. 189 While some large brands will still fear becoming generic, this researcher believes that turning into a generic brand name is not harmful. It does not mean that the brand cannot become 184 "Executive Summary - 2015 Edelman Trust Barometer." Edelman. N.p., n.d. Web. <http://www.edelman.com/insights/intellectual-property/2015-edelman-trust-barometer/trust-and-innovation- edelman-trust-barometer/executive-summary/>. 185 "Executive Summary - 2015 Edelman Trust Barometer." Edelman. N.p., n.d. Web. <http://www.edelman.com/insights/intellectual-property/2015-edelman-trust-barometer/trust-and-innovation- edelman-trust-barometer/executive-summary/>. 186 "Kleenex: Feel Good." Kleenex: Feel Good. Ads of the World, n.d. Web. <http://adsoftheworld.com/media/online/kleenex_feel_good>. 187 "Kleenex: Feel Good." Kleenex: Feel Good. Ads of the World, n.d. Web. <http://adsoftheworld.com/media/online/kleenex_feel_good>. 188 "Kleenex: Feel Good." Kleenex: Feel Good. Ads of the World, n.d. Web. <http://adsoftheworld.com/media/online/kleenex_feel_good>. 189 "Kleenex: Feel Good." Kleenex: Feel Good. Ads of the World, n.d. Web. <http://adsoftheworld.com/media/online/kleenex_feel_good>. Johnson, Laura 54 a Lovemark. Even brands that have suffered a crisis still have the opportunity to become a Lovemark. The key to transforming from a brand to a Lovemark is following consumer trends and learning how to best communicate with consumers. Johnson, Laura 55 CHAPTER NINE: TRENDS IN BRANDING TODAY, ALL YOU NEED IS LOVE “There had to be something new, something that would create loyalty beyond reason.” 190 – Kevin Roberts, Lovemarks: The Future Beyond Brands. Page 66. Brands need to become Lovemarks to stay relevant in the over-populated branding world we face today. According to Consumer Reports, the average amount of products in the grocery store is 47,000 products. 191 Consumer Reports surveyed 2,818 respondents and found that 36% of consumers “were overwhelmed by the information they had to process to make a buying decision.” 192 Some brands fight themselves in the market because of the high amount of products for one brand. Crest has over 27 varieties of toothpaste and there are more than 11 different types of Cheerios. 193 For brands to thrive in this competitive market, they need to stay up-to-date on the latest trends and contribute to the conversation. A major factor in consumer brand marketing is lifestyle. Lynch mentions the trend of lifestyle branding by saying, “It’s about how does this [product] fit into my lifestyle.” 194 Lifestyle is much more than a product; it is about delivering an experience to enhance the lives of consumers. Jamba Juice is a great example of a brand understanding and capitalizing on consumers’ lifestyle emphasis. According to Lynch, “Jamba Juice is about active, healthy living.” 195 Lynch talks about how Jamba Juice is a fast and easy stop for people on the go. When 190 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 66. New York, NY: PowerHouse, 2005. Print 191 "Too Many Product Choices | Supermarkets - Consumer Reports." Consumer Reports. N.p., Jan. 2014. Web. <http://www.consumerreports.org/cro/magazine/2014/03/too-many-product-choices-in-supermarkets/index.htm>. 192 "Too Many Product Choices | Supermarkets - Consumer Reports." Consumer Reports. N.p., Jan. 2014. Web. <http://www.consumerreports.org/cro/magazine/2014/03/too-many-product-choices-in-supermarkets/index.htm>. 193 "Too Many Product Choices | Supermarkets - Consumer Reports." Consumer Reports. N.p., Jan. 2014. Web. <http://www.consumerreports.org/cro/magazine/2014/03/too-many-product-choices-in-supermarkets/index.htm>. 194 "Branding Interview with Brenda Lynch." Telephone interview. 7 Nov. 2014. 195 "Branding Interview with Brenda Lynch." Telephone interview. 7 Nov. 2014. Johnson, Laura 56 consumers are out running errands, they can rely on Jamba Juice to provide a fast meal option. 196 In other words, Jamba Juice fits into the consumer’s life. Brands need to follow the latest trends. Some examples of brand trends in 2015 are empowerment, empathy and being real with the consumer even if the brand is flawed. 197 This researcher believes that there are three points brands need to consider to become a Lovemark: 1. Create an emotional connection with the consumer Roberts says, “Human beings are powered by emotion, not by reason.” 198 When consumers see a brand’s logo, they should have a feeling about the brand. It is up to the brand to make that feeling positive. If you are driving down the road, you see a plethora of stores and you immediately have a feeling or emotion about those stores. Once you see the logo you instantly connect with the store. Whether the brand makes the consumer feel strong, brave, safe or happy, a brand should trigger an emotion. Take a Lovemark like Harley-Davidson; the logo by itself forms a connection between consumers and the brand. The logo makes people feel free, open and fearless. 199 Once you see the logo, you immediately feel an emotion instead of just thinking about a product. Harley-Davidson is a bold brand. This is a company that is built on making motorcycles bigger, badder and louder. Consumers did not always love Harley-Davidson. But by connecting with customers on an emotional level, Harley-Davidson was able to defeat the bad stereotype of bikers. According to branding expert Professor Jennifer Floto, “It’s extraordinary how 196 "Branding Interview with Brenda Lynch." Telephone interview. 7 Nov. 2014. 197 "5 Big Branding Trends for 2015." Branding. Creative Bloq, 2 Jan. 2015. Web. <http://www.creativebloq.com/advertising/5-big-branding-trends-2015-121413734>. 198 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 42. New York, NY: PowerHouse, 2005. Print. 199 Bill. "Branding Is a Journey – Let’s Ride." Branding for Results. N.p., 13 June 2014. Web. <http://brandingforresults.com/harley-davidson/>. Johnson, Laura 57 Harley-Davidson has survived its ‘50s and ‘60s reputation as the bike for gnarly, unruly bikers to become a Lovemark in the new Millennium." 200 Two brilliant innovators named William Harley and Arthur Davidson started the company. 201 The friends wanted to create a bike that made all other motorcycles obsolete, and they did. The creators of Harley-Davidson lived in an area with hills and no motorcycle was powerful enough to make it in the steep environment, so they created a motorcycle with a massive engine, which meant the bike needed a bigger frame. 202 That frame is what gives Harley-Davidsons a distinct look that is completely different compared to competitors. 203 No other company in the motorcycle industry has been able to capture the audience’s attention like the Harley-Davidson brand. The brand is able to do this because “Harley does not ‘sell’ machines – they sell a lifestyle – an experience.” 204 According to Harley-Davidson’s 2014 Annual Report, the company sold 53.3% of all motorcycles that were registered in 2014. 205 This made Harley-Davidson’s total revenue $6,228,508,000 for the year. 206 People that purchase a Harley-Davidson motorcycle also have the opportunity to join the Harley Motors Group (H.O.G.) organization, which has over one million 200 “Harley-Davidson Interview with Jennifer Floto.” 2 April. 2015 201 Bill. "Branding Is a Journey – Let’s Ride." Branding for Results. N.p., 13 June 2014. Web. <http://brandingforresults.com/harley-davidson/>. 202 Bill. "Branding Is a Journey – Let’s Ride." Branding for Results. N.p., 13 June 2014. Web. <http://brandingforresults.com/harley-davidson/>. 203 Bill. "Branding Is a Journey – Let’s Ride." Branding for Results. N.p., 13 June 2014. Web. <http://brandingforresults.com/harley-davidson/>. 204 Bill. "Branding Is a Journey – Let’s Ride." Branding for Results. N.p., 13 June 2014. Web. <http://brandingforresults.com/harley-davidson/>. 205 "Investor Relations | Harley-Davidson USA |." Harley-Davidson USA. Harley-Davidson, n.d. Web. <http://investor.harley-davidson.com/phoenix.zhtml?c=87981&p=irol-reportsannual>. 206 "Investor Relations | Harley-Davidson USA |." Harley-Davidson USA. Harley-Davidson, n.d. Web. <http://investor.harley-davidson.com/phoenix.zhtml?c=87981&p=irol-reportsannual>. Johnson, Laura 58 members worldwide. 207 The company defines its core customer as men and women over the age of 35 and young adults ages 18-34. 208 The experience Harley-Davidson gives consumers is the idea of living on the edge, having no rules and being out on the open road, just you and your Harley-Davidson. Consumers will buy the product to get that experience. It’s not just the necessity of the product, it’s about the way the product makes you feel, look and live. 2. Show the consumer why they should want to connect with your brand Consumers are no longer driven by buying products that they need. Instead consumers purchase brands because of the brand’s Why. According to Simon Sinek, author of Start with Why: How Great Leaders Inspire Everyone to Take Action, “People don’t buy WHAT you do, they buy WHY you do it…If WHAT you do doesn’t prove what you believe, then no one will know what your WHY is and you’ll be forced to compete on price, service, quality, features and benefits.” 209 Specifically, is the company operating ethically, does it contribute to the community, does the company make consumers want to become more productive members of the society? 210 According to the 2015 Edelman Trust Barometer survey, “approximately half of respondents attribute 207 "Investor Relations | Harley-Davidson USA |." Harley-Davidson USA. Harley-Davidson, n.d. Web. <http://investor.harley-davidson.com/phoenix.zhtml?c=87981&p=irol-reportsannual>. 208 "Investor Relations | Harley-Davidson USA |." Harley-Davidson USA. Harley-Davidson, n.d. Web. <http://investor.harley-davidson.com/phoenix.zhtml?c=87981&p=irol-reportsannual>. 209 Sinek, Simon. Start with Why: How Great Leaders Inspire Everyone to Take Action. Page 165. New York: Portfolio, 2009. Print. 210 “Executive Summary - 2015 Edelman Trust Barometer." Edelman. N.p., n.d. Web. <http://www.edelman.com/insights/intellectual-property/2015-edelman-trust-barometer/trust-and-innovation- edelman-trust-barometer/executive-summary/>. Johnson, Laura 59 increased trust in a business to the fact that a business enabled them to be a more productive member of society.” 211 Let’s examine brands Coca-Cola and Pepsi. These two companies basically produce the same product, a dark carbonated sugary beverage. The soda market is flooded with competition but the major players are Coke and Pepsi. Coke is still leading the soda market with 42% market share, while Pepsi only has 30%. 212 So why is it that consumers clearly choose Coke over Pepsi? Both of the brands feature clearly distinguishable and recognizable logos. But consumers chose Coke because of the company values and the brand’s clear message of Why. According to the 2015 Edelman Trust Barometer, 51% of consumers believe that pace for development and change is too fast. 213 To consumers, Coke gives them a chance to settle down, take a moment to catch-up with friends or take in the view. Coke is all about stopping the fast paced life this world requires from people and pausing a moment to just enjoy the scenery for a while. 214 The brand believes in happiness, care and relaxation. Consumers want that lifestyle that Coke strives for. Coke’s vision of simplicity and taking back your life is an experience that consumers want and a Why that consumers can believe in. 211 “Executive Summary - 2015 Edelman Trust Barometer." Edelman. N.p., n.d. Web. <http://www.edelman.com/insights/intellectual-property/2015-edelman-trust-barometer/trust-and-innovation- edelman-trust-barometer/executive-summary/>. 212 "Coke Vs. Pepsi: By The Numbers." NASDAQ.com. N.p., 24 Mar. 2014. Web. <http://www.nasdaq.com/article/coke-vs-pepsi-by-the-numbers-cm337909>. 213 “Executive Summary - 2015 Edelman Trust Barometer." Edelman. N.p., n.d. Web. <http://www.edelman.com/insights/intellectual-property/2015-edelman-trust-barometer/trust-and-innovation- edelman-trust-barometer/executive-summary/>. 214 "Coke Vs. Pepsi: By The Numbers." NASDAQ.com. N.p., 24 Mar. 2014. Web. <http://www.nasdaq.com/article/coke-vs-pepsi-by-the-numbers-cm337909>. Johnson, Laura 60 3. When you give love, you get love and build trust Love, it’s all you need according to The Beatles, and it’s also the missing ingredient in the perfect recipe for brands. Roberts says, “Like power, you get Love by giving it.” 215 But in order for a brand to receive love from consumers, that brand must first produce love. 216 Brands that establish this relationship are Lovemarks and they are thriving in today’s aggressive marketplace. In the 2015 results of the Edelman Trust Barometer, the two leading factors that build trust in consumers are integrity and engagement, with integrity being the top-leading factor. 217 The survey explains examples of integrity including, “having ethical business functions, taking responsibility to address issues or crises, having transparent and open business practices, and placing customers ahead of profit.” 218 Disney strives to provide the best family-friendly and enjoyable experiences available. Whether at a Disney theme park or while using Disney products, they want their guests and consumers to trust that they are receiving high quality merchandise and care. This is why consumers trust Disney as a brand. For example, you want to watch a family-friendly cartoon movie and can’t decide which to watch. One is a Disney cartoon and the other is a cartoon movie not made by Disney. You will most likely choose the Disney brand movie because you can trust that the movie will, indeed, be family-friendly and appropriate to watch. 219 215 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 52. New York, NY: PowerHouse, 2005. Print. 216 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 52. New York, NY: PowerHouse, 2005. Print. 217 "BUILDING TRUST." 2015 Edelman Trust Barometer. N.p., n.d. Web. <http://www.edelman.com/insights/intellectual-property/2015-edelman-trust-barometer/building-trust/>. 218 "BUILDING TRUST." 2015 Edelman Trust Barometer. N.p., n.d. Web. <http://www.edelman.com/insights/intellectual-property/2015-edelman-trust-barometer/building-trust/>. 219 Sinek, Simon. Start with Why: How Great Leaders Inspire Everyone to Take Action. Page 169. New York: Portfolio, 2009. Print. Johnson, Laura 61 Another example would be you’re driving through an area you are unfamiliar with and you are hungry. You see neon sign after neon sign but nothing looks familiar to you. Then you see the golden arches and the McDonalds sign appears. It’s on the left side of the road so you have to do a U-turn. But on the right side of the road is another fast food restaurant that looks similar to McDonalds. The no-name eatery is easier to get to and probably serves the same food at the same price as McDonalds. But you will likely choose to go to McDonalds over the no-name brand store. Lovemarks are the future of branding. Johnson, Laura 62 CHAPTER TEN: THE FUTURE OF BRANDING “What a shareholder demands of a brand is very, very different from what’s demanded by someone who loves it.” 220 – Kevin Roberts, Lovemarks: The Future Beyond Brands. Page 130. Brands need to make the shift and transform into Lovemarks. PR professionals must do more than create an emotional connection between the brand and the consumer. Roberts advises brands to, “Stop racing after every new fad and focus on making consistent, emotional connections with consumers. If you stand for nothing, you fall for everything.” 221 Brands will be able to convert into a Lovemark by achieving the following: 1. Clear messaging A brand needs to have a clear and concise vision, values and mission statement. Consumers do not trust brands with confusing and jumbled messaging. A brand needs to know what it wants and deliver a clear message on what the brand is about. Whether it’s to save the world by encouraging recycling or fostering innovation with high quality products, a clear message will help the consumer get to know what your brand or company is about. Emma Watson, best known for her role as Hermione in the Harry Potter movie series, serves as a strong Lovemark for young women in particular. But since the completion of those films, she has become a leader in communicating gender equality. 222 Her message is one that consumers can buy into and want to be a part of. She stands for empowering women and showing them that they can be strong, fierce and intelligent. 220 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 130. New York, NY: PowerHouse, 2005. Print. 221 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 36. New York, NY: PowerHouse, 2005. Print. 222 Robinson, Joanna. "Watch Emma Watson Deliver a Game-Changing Speech on Feminism for the U.N. (UPDATED)." Vanity Fair. N.p., 26 Sept. 2014. Web. <http://www.vanityfair.com/hollywood/2014/09/emma- watson-un-speech-feminism>. Johnson, Laura 63 Watson has become a face of the HeForShe campaign for gender equality. In late September 2014, Watson gave a powerful speech about the importance of gender equality. She believes that this problem affects both genders and will only be solved if both men and women contribute. 223 Watson proves that she has a carefully concise message and that message reflects in her actions and her image. Another example of a brand with a clear message is Oprah Winfrey. She is a successful entrepreneur and is known as a film actress, talk show host, television producer and philanthropist. On the final episode of her talk show, which ran from 1986- 2011, she left the audience with a clear message to take control of their own lives. 224 Her final words to the audience were, "Each one of you has your own platform. You can help somebody, you can listen, you can forgive. My greatest wish for all you...is that you carry whatever you are supposed to be doing and don't waste any more time.” 225 This message of empowerment was shared during an eight-city lecture tour in 2014. 226 This tour allowed Oprah to spread her clear message and brand of empowerment with the world. 2. The power of rebranding Rebranding is an option for companies that want to revamp their brand image. According to Entrepreneur Magazine, rebranding is important because the audience is 223 Robinson, Joanna. "Watch Emma Watson Deliver a Game-Changing Speech on Feminism for the U.N. (UPDATED)." Vanity Fair. N.p., 26 Sept. 2014. Web. <http://www.vanityfair.com/hollywood/2014/09/emma- watson-un-speech-feminism>. 224 "Oprah Winfrey Biography." Bio.com. A&E Networks Television, n.d. Web. <http://www.biography.com/people/oprah-winfrey-9534419>. 225 Powers, Lindsay. "Oprah Winfrey Shares Final Message With Fans." The Hollywood Reporter. N.p., 25 May 2011. Web. <http://www.hollywoodreporter.com/news/oprah-winfrey-shares-final-message-192287>. 226 "Oprah's The Life You Want Weekend." Oprah.com. N.p., n.d. Web. <http://www.oprah.com/app/oprahs- tour.html>. Johnson, Laura 64 changing and competition is tough. 227 The article goes on saying, “The presence of other companies force you to evolve and innovate.” 228 In 2014, The Academy of Motion Picture Arts and Sciences chose to revamp its brand completely. Marketers decided that it was time to rejuvenate the image and messaging through a rebranding campaign that would address a younger generation of movie lovers and broaden the target audience. From students to young producers, the brand wanted to capture the free spirit and creative innovation that the young talent had to offer the movie industry. The Academy changed everything from the logo to the website and even devised some new illustrations and messages that spoke directly to the young audience. 229 This rebrand helped make the 86 th Academy Awards the most watched over any other year. 230 The rebranding helped the Academy gain an important new audience and it assisted in establishing the brand as more than just an awards show by involving the younger generation to interact with the brand online and at events about the importance of movies and movie making. Below is an image that shows the before and after of the Academy logo: 227 Shandrow, Kim. "The 8 Must-Follow Rules for Rebranding Your Company (Infographic)." Entrepreneur. N.p., 10 Sept. 2014. Web. <http://www.entrepreneur.com/article/237296>. 228 Shandrow, Kim. "The 8 Must-Follow Rules for Rebranding Your Company (Infographic)." Entrepreneur. N.p., 10 Sept. 2014. Web. <http://www.entrepreneur.com/article/237296>. 229 Armin. "I like It, I Really like It!" Brand New: New Logo and Identity for the Academy of Motion Picture Arts and Sciences by 180LA. N.p., 18 Dec. 2013. Web. <http://www.underconsideration.com/brandnew/archives/new_logo_and_identity_for_the_academy_of_motion_pict ure_arts_and_sciences_by_180la.php#.VMP0vsaSXIZ>. 230 Hibberd, James. "Oscars Ratings: Most-watched Entertainment Telecast in 10 Years." Entertainment Weekly: Inside TV. N.p., 3 Mar. 2014. Web. <http://www.ew.com/article/2014/03/03/oscar-ratings-2014>. Johnson, Laura 65 Figure 10.1 The Academy of Motion Picture Arts and Sciences Logo 231 3. Ability to measure success Technology has allowed brands to engage in social media monitoring and utilize more effective analytics. According to the Business Dictionary, analytics are useful for brands because, “Analytics often involves studying past historical data to research potential trends, to analyze the effects of certain decisions or events, or to evaluate the performance of a given tool or scenario. The goal of analytics is to improve the business by gaining knowledge which can be used to make improvements and changes.” 232 Using tools like Radian6 or Simply Measured helps brands see and listen to what consumers are saying online. Radian6 is a media monitoring tool used to track 231 Armin. "I like It, I Really like It!" Brand New: New Logo and Identity for the Academy of Motion Picture Arts and Sciences by 180LA. N.p., 18 Dec. 2013. Web. <http://www.underconsideration.com/brandnew/archives/new_logo_and_identity_for_the_academy_of_motion_pict ure_arts_and_sciences_by_180la.php#.VMP0vsaSXIZ>. 232 "What Are Analytics? Definition and Meaning." BusinessDictionary.com. N.p., n.d. Web. <http://www.businessdictionary.com/definition/analytics.html>. Johnson, Laura 66 conversations online in real-time. 233 Simply Measured is an analytical measuring tool that companies use to easily track impressions, engagement, likes and more on social media platforms. 234 The famous first-person shooter video game, Call of Duty: Modern Warfare, had some errors with the release. Players found certain drawings on one of the game’s maps to be offensive to the Muslim culture. 235 The problem was first released online by a gamer on the social media and video-sharing channel YouTube. 236 Once Activision, the company that produces Call of Duty, saw the comment and was aware of the problem, the company quickly shut down the map and apologized to the gamers. 237 It was because of data from social media monitoring sites that Activision was able to respond so rapidly. Brands need to keep in mind that they cannot control consumers’ purchases; they can only influence them. This is where trust plays an important factor. According to Roberts, “The desire to control is tough to relinquish, but that is what we must do to start on the journey towards Lovemarks.” 238 That friendship connection needs to be stronger; it needs to be a love connection. Roberts says, “Our world needs Love. It needs optimism and inspiration if we are to deal with the pressing problems we face.” 239 Lovemarks are the future of branding, brands need 233 "INTRODUCTION TO RADIAN6." Salesforce Marketing Cloud (n.d.): n. pag. Web. <http://www.salesforce.com/us/developer/docs/marketing/MarketingCloudRadian6Introduction.pdf>. 234 "Simply Measured | Easy Social Media Measurement & Analytics." Simply Measured RSS. N.p., n.d. Web. <http://simplymeasured.com/>. 235 Plunkett, Luke. "Modern Warfare Map Removed After Complaints From Muslim Gamers." Kotaku. N.p., 8 Oct. 2012. Web. <http://kotaku.com/5949764/modern-warfare--map-removed-after-complaints-from-muslim-gamers>. 236 Plunkett, Luke. "Modern Warfare Map Removed After Complaints From Muslim Gamers." Kotaku. N.p., 8 Oct. 2012. Web. <http://kotaku.com/5949764/modern-warfare--map-removed-after-complaints-from-muslim-gamers>. 237 Plunkett, Luke. "Modern Warfare Map Removed After Complaints From Muslim Gamers." Kotaku. N.p., 8 Oct. 2012. Web. <http://kotaku.com/5949764/modern-warfare--map-removed-after-complaints-from-muslim-gamers>. 238 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 228. New York, NY: PowerHouse, 2005. Print. 239 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 224. New York, NY: PowerHouse, 2005. Print. Johnson, Laura 67 to start giving love in order to get love from consumers. Forming a connection with consumers is not enough. Brands need to go the extra mile and build a trusting and loving relationship with consumers. The Lovemark is here to stay, brands can either change or die. But according to Roberts, “Once you are inspired by the idea of Lovemarks, it becomes impossible to settle for anything less.” 240 240 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 228. New York, NY: PowerHouse, 2005. Print. Johnson, Laura 68 WORKS CITED "2011 Gold Effie Winner “The Man Your Man Could Smell Like”." Effie Awards. Effie Awards, n.d. Web. <http://apaceffie.com/docs/default-source/resource- library/oldspice_case_pdf.pdf?sfvrsn=2>. "2015 Edelman Trust Barometer." YouTube. YouTube, 21 Jan. 2015. Web. <https://www.youtube.com/watch?v=09eDlatXIB4&list=PL-icMDl- 65xrEi7zAUq3uQIo7QeplHoVP>. "5 Big Branding Trends for 2015." Branding. Creative Bloq, 2 Jan. 2015. Web. <http://www.creativebloq.com/advertising/5-big-branding-trends-2015-121413734>. A Brief Overview of the History of Branding (n.d.): n. pag. Designing Brand Experiences. Web. <http://www.aef.com/pdf/landa_history_rev2.pdf>. A Woman's Role in the 1950s (n.d.): University of Colorado Boulder. 17 Nov. 2005. Web. <http://www.colorado.edu/AmStudies/lewis/1025/women1950s.pdf>. "About Lovemarks." Lovemarks: The Future beyond Brands. N.p., n.d. Web. <http://www.lovemarks.com/index.php?pageID=20020>. "About Our Network." Saatchi & Saatchi. N.p., n.d. Web. <http://saatchi.com/en- us/network/about/>. "America's #1 Bandage Brand Heals the Hurt Faster.®." A History of Innovation. N.p., n.d. Web. <http://www.band-aid.com/brand-heritage/info>. Andreassen, Rebecca. "Edelman - Conversations - Millennials and Brands." Edelman Conversations Global Practices. N.p., 26 Feb. 2013. Web. <http://www.edelman.com/post/millennials-and-brands/>. Armin. "I like It, I Really like It!" Brand New: New Logo and Identity for the Academy of Motion Picture Arts and Sciences by 180LA. N.p., 18 Dec. 2013. Web. <http://www.underconsideration.com/brandnew/archives/new_logo_and_identity_for_the_acade my_of_motion_picture_arts_and_sciences_by_180la.php#.VMP0vsaSXIZ>. "BAND-AID® Dispatches 'Glambulance' for Fashion Emergencies." BAND-AID® Dispatches 'Glambulance' for Fashion Emergencies. N.p., n.d. Web. <http://www.prdaily.com/Awards/SpecialEdition/11.aspx>. Berthon, Pierre R., et al. "Marketing meets Web 2.0, social media, and creative consumers: Implications for international marketing strategy." Business Horizons 55.3 (2012): 261-271. Bentwood, Jonny. "The New TweetLevel." Edelman. N.p., 26 Nov. 2012. Web. <http://www.edelman.com/post/the-new-tweetlevel/>. Johnson, Laura 69 Bernstein, Paula. "Did Netflix Really Put Blockbuster Out of Business? This Infographic Tells the Story." Indiewire. N.p., 4 Feb. 2014. Web. <http://www.indiewire.com/article/did-netflix- put-blockbuster-out-of-business-this-infographic-tells-the-real-story>. Bill. "Branding Is a Journey – Let’s Ride." Branding for Results. N.p., 13 June 2014. Web. <http://brandingforresults.com/harley-davidson/ Bilton, Nick. "Reclaiming Our (Real) Lives From Social Media." The New York Times. The New York Times, 16 July 2014. Web. <http://www.nytimes.com/2014/07/17/fashion/reclaiming-our- real-lives-from-social-media.html?_r=0>. Blockbuster. "Blockbuster to Shutter All U.S. Stores." CNNMoney. Cable News Network, n.d. Web. <http://money.cnn.com/2013/11/06/news/companies/blockbuster-stores-closing/>. "Brand Names." Gale Encyclopedia of U.S. "Brand Names." Encyclopedia.com. HighBeam Research, 01 Jan. 1999. Web. <http://www.encyclopedia.com/doc/1G2-3406400116.html>. "Brands Infographic." Convergence Alimentaire. N.p., 2012. Web. <http://www.convergencealimentaire.info/map.jpg>. "Branding." P&G – Corporate Heritage & Archives Center. N.p., n.d. Web. <http://www.pg.com/Heritage/branding.php>. "Branding Interview with Brenda Lynch." Telephone interview. 7 Nov. 2014. "BUILDING TRUST." 2015 Edelman Trust Barometer. N.p., n.d. Web. <http://www.edelman.com/insights/intellectual-property/2015-edelman-trust-barometer/building- trust/>. Brunsman, Barrett M. "How Many P&G Brands Do Shoppers Trust? A Lot, Survey Finds." N.p., 13 June 2014. Web. <http://www.bizjournals.com/cincinnati/news/2014/06/13/how-many-p-g- brands-do-shoppers-trust-a-lot-survey.html?page=all>. Campbell, Andrew, Michael Goold, and Marcus Alexander. "The Value of the Parent Company." California Management Review 38.1 (1995): 79-97. 1995. Web. <http://www.iuc- edu.eu/group/sem1_L3/2011%20STRATMAN/14R%20The%20value%20of%20the%20parent %20company.pdf>. "Coca-Cola." Lovemarks: (Nomination). N.p., n.d. Web. <http://www.lovemarks.com/index.php?pageID=20015&start=50&order=commentdate&directio n=DESC&lovemarkid=75&display=&move=1>. "Coke Vs. Pepsi: By The Numbers." NASDAQ.com. N.p., 24 Mar. 2014. Web. <http://www.nasdaq.com/article/coke-vs-pepsi-by-the-numbers-cm337909>. Johnson, Laura 70 Dubner, Russell. "Edelman Trust Barometer 2015." West Coast Premier of Edelman's Trust Barometer. University of Southern California, Los Angeles. 25 Feb. 2015. Lecture. "Executive Summary - 2015 Edelman Trust Barometer." Edelman. N.p., n.d. Web. <http://www.edelman.com/insights/intellectual-property/2015-edelman-trust-barometer/trust- and-innovation-edelman-trust-barometer/executive-summary/>. "FAQ - Lovemarks Campus." Lovemarks Campus RSS. N.p., n.d. Web. <http://www.lovemarkscampus.com/about/faq/>. Felix, Samantha. "12 Long-Dead Brands That Are Ripe For Resurrection." Business Insider. Business Insider, Inc, 20 Oct. 2012. Web. <http://www.businessinsider.com/12-dead-brands- that-are-still-well-known-2012-10?op=1>. "Fonts Logo » Fedex Logo Font." Fonts Logo RSS. N.p., n.d. Web. <http://fontslogo.com/fedex- logo-font/>. "Generic." Dictionary.com. Dictionary.com, n.d. Web. <http://dictionary.reference.com/browse/generic>. "GLOBAL CONSUMERS MORE LIKELY TO BUY NEW PRODUCTS FROM FAMILIAR BRANDS." Nielsen. Nielsen, 22 Jan. 2013. Web. <http://www.nielsen.com/us/en/press- room/2013/global-consumers-more-likely-to-buy-new-products-from-familiar-b0.html>. Gordon, Larry. "Survey Finds College Freshmen Party Less, Worry about Money More." Los Angeles Times. Los Angeles Times, 5 Feb. 2015. Web. <http://www.latimes.com/local/education/la-me-freshmen-20150205-story.html>. “Harley-Davidson Interview with Jennifer Floto.” 2 April. 2015 Henderson, J. Maureen. "Why Big Retail Is Running Scared Of The Millennial Generation." Forbes. Forbes Magazine, 20 Mar. 2012. Web. <http://www.forbes.com/sites/jmaureenhenderson/2012/03/20/fear-and-loathing-big-retails-beef- with-the-millennial-generation/>. Hibberd, James. "Oscars Ratings: Most-watched Entertainment Telecast in 10 Years." Entertainment Weekly: Inside TV. N.p., 3 Mar. 2014. Web. <http://www.ew.com/article/2014/03/03/oscar-ratings-2014>. "Iconic Brands That Disappeared." CNBC. N.p., 25 June 2014. Web. <http://www.cnbc.com/id/46593819/page/3>. "In Focus: Guinness ." Diageo. N.p., n.d. Web. <http://www.diageo.com/en- row/ourbrands/infocus/Pages/InFocus-Guinness.aspx>. "INTRODUCTION TO RADIAN6." Salesforce Marketing Cloud (n.d.): n. pag. Web. Johnson, Laura 71 <http://www.salesforce.com/us/developer/docs/marketing/MarketingCloudRadian6Introduction. pdf>. "Investor Relations | Harley-Davidson USA |." Harley-Davidson USA. Harley-Davidson, n.d. Web. <http://investor.harley-davidson.com/phoenix.zhtml?c=87981&p=irol-reportsannual>. "Kleenex: Feel Good." Kleenex: Feel Good. Ads of the World, n.d. Web. <http://adsoftheworld.com/media/online/kleenex_feel_good>. "Leading Laundry Detergent Brands Sales of the U.S. 2014 | Statistic." Statista. N.p., n.d. Web. <http://www.statista.com/statistics/188716/top-liquid-laundry-detergent-brands-in-the-united- states/>. Leahey, Colleen. "Lululemon’s Failure To communicate." Fortune Lululemons Failure Tocommunicate Comments. N.p., 08 Nov. 2013. Web. <http://fortune.com/2013/11/08/lululemons-failure-to-communicate/>. Levien, Simone. "Forrester." Research : Marketing : US Mobile And Tablet Commerce To Top $293B by 2018; Total ECommerce To Hit $414B. N.p., 12 May 2014. Web. <https://www.forrester.com/US+Mobile+And+Tablet+Commerce+To+Top+293B+by+2018+To tal+eCommerce+To+Hit+414B/-/E-PRE7004>. "Lovemarks: Guinness (Nomination)." N.p. Web. <http://www.lovemarks.com/lovemark/guinness/>. Lunden, Ingrid. "The Amazon Effect: Staples To Close 225 Stores, Says It’s Now Making Half Of All Sales Online." TechCrunch. N.p., 6 Mar. 2014. Web. <http://techcrunch.com/2014/03/06/staples/>. May, Matthew. "The Story Behind The Famous FedEx Logo, And Why It Works." Co.Design. N.p., 23 Oct. 2012. Web. <http://www.fastcodesign.com/1671067/the-story-behind-the-famous- fedex-logo-and-why-it-works>. "Millennials in Adulthood." Pew Research Centers Social Demographic Trends Project RSS. N.p., 06 Mar. 2014. Web. <http://www.pewsocialtrends.org/2014/03/07/millennials-in- adulthood/>. "Module 3: Tools of the Trade." Lovemarks. Slideshare, n.d. Web. <http://www.slideshare.net/Lovemarks>. Murrah, Roger, and Randy VanWarmer. I'm in a Hurry (And Don't Know Why). Alabama. Larry Michael Lee, Josh Leo, Alabama, 1992. CD. "Netflix vs. Blockbuster." Top Accounting Degrees. N.p., n.d. Web. <http://www.topaccountingdegrees.org/netflix-vs-blockbuster/>. Johnson, Laura 72 O'Leary, Noreen, and Todd Wasserman. "Old Spice Campaign Smells Like a Sales Success, Too." AdWeek. N.p., 25 July 2010. Web. <http://www.adweek.com/news/advertising- branding/old-spice-campaign-smells-sales-success-too-107588?page=2>. Olenski, Steve. "Is Brand Loyalty Dying A Slow And Painful Death?" Forbes. Forbes Magazine, 7 Jan. 2013. Web. <http://www.forbes.com/sites/marketshare/2013/01/07/is-brand-loyalty-dying- a-slow-and-painful-death/>. "Oprah's The Life You Want Weekend." Oprah.com. N.p., n.d. Web. <http://www.oprah.com/app/oprahs-tour.html>. "Oprah Winfrey Biography." Bio.com. A&E Networks Television, n.d. Web. <http://www.biography.com/people/oprah-winfrey-9534419>. "Overview." Netflix :. N.p., n.d. Web. <http://ir.netflix.com/index.cfm>. Peterson, Kim. "11 Companies That Were Left for Dead and Survived." CBS News. N.p., 3 Oct. 2014. Web. <http://www.cbsnews.com/media/11-companies-that-were-left-for-dead-and- survived/>. Plunkett, Luke. "Modern Warfare Map Removed After Complaints From Muslim Gamers." Kotaku. N.p., 8 Oct. 2012. Web. <http://kotaku.com/5949764/modern-warfare--map-removed- after-complaints-from-muslim-gamers>. Powers, Lindsay. "Oprah Winfrey Shares Final Message With Fans." The Hollywood Reporter. N.p., 25 May 2011. Web. <http://www.hollywoodreporter.com/news/oprah-winfrey-shares-final- message-192287>. Roberts, Howard, Peter Cooper, and John Pawle. "Heartbeats." The Lovemarks Effect, QiQ Study (2006): 199-211. Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 15. New York, NY: PowerHouse, 2005. Print. Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 16. New York, NY: PowerHouse, 2005. Print. Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 22. New York, NY: PowerHouse, 2005. Print. Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 27. New York, NY: PowerHouse, 2005. Print. Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 28. New York, NY: PowerHouse, 2005. Print. Johnson, Laura 73 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 29. New York, NY: PowerHouse, 2005. Print. Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 30. New York, NY: PowerHouse, 2005. Print. Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 31. New York, NY: PowerHouse, 2005. Print. Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 32. New York, NY: PowerHouse, 2005. Print. Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 34. New York, NY: PowerHouse, 2005. Print. Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 35. New York, NY: PowerHouse, 2005. Print. Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 36. New York, NY: PowerHouse, 2005. Print. Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 38. New York, NY: PowerHouse, 2005. Print. Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 42. New York, NY: PowerHouse, 2005. Print. Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 52. New York, NY: PowerHouse, 2005. Print. Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 57. New York, NY: PowerHouse, 2005. Print. Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 60. New York, NY: PowerHouse, 2005. Print Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 61. New York, NY: PowerHouse, 2005. Print Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 62. New York, NY: PowerHouse, 2005. Print Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 64. New York, NY: PowerHouse, 2005. Print. Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 66. New York, NY: PowerHouse, Johnson, Laura 74 2005. Print Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 68. New York, NY: PowerHouse, 2005. Print Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 69. New York, NY: PowerHouse, 2005. Print. Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 70. New York, NY: PowerHouse, 2005. Print. Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 71. New York, NY: PowerHouse, 2005. Print. Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 92. New York, NY: PowerHouse, 2005. Print. Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 105. New York, NY: PowerHouse, 2005. Print. Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 107. New York, NY: PowerHouse, 2005. Print. Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 112. New York, NY: PowerHouse, 2005. Print. Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 120. New York, NY: PowerHouse, 2005. Print. Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 122. New York, NY: PowerHouse, 2005. Print. Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 123. New York, NY: PowerHouse, 2005. Print. Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 124. New York, NY: PowerHouse, 2005. Print. Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 184. New York, NY: PowerHouse, 2005. Print. Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 188. New York, NY: PowerHouse, 2005. Print. Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 193. New York, NY: PowerHouse, 2005. Print. Johnson, Laura 75 Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 201. New York, NY: PowerHouse, 2005. Print. Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 202. New York, NY: PowerHouse, 2005. Print. Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 204. New York, NY: PowerHouse, 2005. Print. Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 220. New York, NY: PowerHouse, 2005. Print. Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 221. New York, NY: PowerHouse, 2005. Print. Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 221-222. New York, NY: PowerHouse, 2005. Print. Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 224. New York, NY: PowerHouse, 2005. Print. Roberts, Kevin. Lovemarks: The Future beyond Brands. Page 228. New York, NY: PowerHouse, 2005. Print. Robinson, Joanna. "Watch Emma Watson Deliver a Game-Changing Speech on Feminism for the U.N. (UPDATED)." Vanity Fair. N.p., 26 Sept. 2014. Web. <http://www.vanityfair.com/hollywood/2014/09/emma-watson-un-speech-feminism>. Schwartz, Ariel. "The Hummer Is Officially Dead; Let the EV Revolution Commence." Fast Company. N.p., 25 Feb. 2010. Web. <http://www.fastcompany.com/1562825/hummer-officially- dead-let-ev-revolution-commence>. Schultz, E.J. "Watch Mila Kunis' Debut for Jim Beam | News - Advertising Age." Advertising Age News RSS. N.p., 19 Feb. 2014. Web. <http://adage.com/article/news/watch-mila-kunis- debut-jim-beam/291760/>. "Search Engine Market Share." Net Marketshare. N.p., n.d. Web. <http://www.netmarketshare.com/search-engine-market-share.aspx?qprid=4&qpcustomd=0>. Shandrow, Kim. "The 8 Must-Follow Rules for Rebranding Your Company (Infographic)." Entrepreneur. N.p., 10 Sept. 2014. Web. <http://www.entrepreneur.com/article/237296>. "Simply Measured | Easy Social Media Measurement & Analytics." Simply Measured RSS. N.p., n.d. Web. <http://simplymeasured.com/>. Johnson, Laura 76 Skittles. "Oh, Nothing, Just Chillin' with the SKITTLES AD I'M GONNA HAVE IN SUPER BOWL XLIX I'M FAMOUS NO AUTOGRAPHS PLS Okay I'm Calm Now. #Imnotcalm." Twitter. Twitter, 06 Jan. 2015. Web. <https://twitter.com/Skittles/status/552573922705960960>. Sinek, Simon. Start with Why: How Great Leaders Inspire Everyone to Take Action. Page 165. New York: Portfolio, 2009. Print. Sinek, Simon. Start with Why: How Great Leaders Inspire Everyone to Take Action. Page 169. New York: Portfolio, 2009. Print. "Social Networking Fact Sheet." Pew Research Centers Internet American Life Project RSS. N.p., 27 Dec. 2013. Web. <http://www.pewinternet.org/fact-sheets/social-networking-fact- sheet/>. Surowiecki, James. "Twilight of the Brands." New Yorker. N.p., 17 Feb. 2014. Web. <http://www.newyorker.com/magazine/2014/02/17/twilight-brands>. Tabaka, Marla. "ONLINE MARKETING 8 Ways to Make Millennials Care About Your Brand." Inc.com. N.p., 26 Aug. 2013. Web. <http://www.inc.com/marla-tabaka/why-gen-y-doesnt-care- about-you-and-8-ways-to-change-it.html>. "Tide." Lovemarks: Tide (Nomination). N.p., 14 Nov. 2004. Web. <http://www.lovemarks.com/index.php?pageID=20015&lovemarkid=138>. "The Evolution of Sharpie: Same Design, Different Focus -- K@W." Knowledge Wharton. University of Pennsylvania, 1 May 2014. Web. <http://knowledge.wharton.upenn.edu/article/evolution-sharpie-design-different-focus/>. "The Love / Respect Axis." Lovemarks: The Future beyond Brands. N.p., n.d. Web. <http://www.lovemarks.com/?pageID=20040>. "The Makings Of A Great Logo." FactCo.Design. N.p., 02 June 2014. Web. <http://www.fastcodesign.com/3031328/the-makings-of-a-great-logo>. "The Top 200 Lovemarks." Lovemarks: The Future beyond Brands. N.p., n.d. Web. <http://www.lovemarks.com/discover/lovemarks/>. "Too Many Product Choices | Supermarkets - Consumer Reports." Consumer Reports. N.p., Jan. 2014. Web. <http://www.consumerreports.org/cro/magazine/2014/03/too-many-product-choices- in-supermarkets/index.htm>. "Trademark Basics." United States Patent and Trademark Office. N.p., n.d. Web. <http://www.uspto.gov/trademarks-getting-started/trademark-basics>. "Trust in Government Plunges to Historic Low." Edelman Trust Barometer. N.p., 19 Jan. 2014. Web. <http://www.edelman.com/news/trust-in-government-plunges-to-historic-low/>. Johnson, Laura 77 Tuttle, Brad. "Best Buy Swears Shoppers Don't Have to Bother Showrooming Anymore." Business Money Best Buy Swears Shoppers Dont Have to Bother Showrooming Anymore Comments. Time, n.d. Web. <http://business.time.com/2013/02/20/best-buy-swears-shoppers- dont-have-to-bother-showrooming-anymore/>. "What Are Analytics? Definition and Meaning." BusinessDictionary.com. N.p., n.d. Web. <http://www.businessdictionary.com/definition/analytics.html>. "When a Brand Name Becomes Generic (and How You Can Prevent It)." When a Brand Name Becomes Generic (and How You Can Prevent It). N.p., n.d. Web. <http://adsoftheworld.com/blog/when_a_brand_name_becomes_generic_and_how_you_can_pre vent_it>. Whitford, David. "Staples' Tom Stemberg Advises Businesses to Avoid the 'Amazon Effect'" Inc.com. Inc, July 2014. Web. <http://www.inc.com/magazine/201407/david-whitford/staples- tom-stemberg-says-dont-compete-with-amazon.html>. Johnson, Laura 78 APPENDIX A: INTERVIEW TRANSCRIPT Transcript for Brenda Lynch, Senior Partner, Rogers Finn Partners, Branding Interview Citation: "Branding Interview with Brenda Lynch." Telephone interview. 7 Nov. 2014. Pre-Interview Quotes: • On the Lovemark “This theory is taking from the best of what we are already doing. Take digital and social PR.” • Procter and Gamble “Proctor and Gamble is a very traditional company. They are a powerhouse, a powerhouse of marketing and have been at the forefront of it from a long time.” • After working with the powerhouse, Lynch informs me of the company’s continued efforts to keep advertising in everything the brand does. • Oreo “Oreo, now that’s a cookie.” • Starbucks “they want this emotion relationship but at this point they are so huge and ubiquitous they are trying to find ways to be relevant and for you to fall in love with them but forget that they are so big.” • Lululemon “When was the last time that you got that upset about a pair of pants” QUESTIONS FOR BRENDA LYNCH 1. What are the current trends for branding? I think the biggest trend right now is what we’re calling lifestyle brand. People are looking at products and brands to be able to deliver to them more than, and be more than, one item. It’s no longer about a pair of jeans versus a cup of coffee. It’s about how does this fit into my lifestyle, how does it expand my lifestyle. And this lifestyle concept has become, it’s across the board. And brands that are exceeding are brands that get it that get that they need to deliver a great product and they have to deliver an experience with the product. 2. How can brands capitalize on these trends? I think it’s stepping back and looking at your product and your company and doing a realistic inspection of who we are and what do we deliver and then what is the promise we are giving to our consumers. So Lululemon is about your fitness, your personal…Lululemon is more about delivering to you a lifestyle of fitness and balance. Finding out who you are beyond just the products they’re selling you. Those products help you get that lifestyle while other brands you won’t typically think of like that, for example Jamba Juice. Jamba Juice is trans fat and low calorie, we’re about active, healthy living therefore their product line is they’ve got smoothies. They’ve now introduced a whole line of whole fruit and vegetable juices because it’s about being healthy being active, the good nutrients that come from fruit and vegetables and how the fruits and vegetables in their product help you life that healthy lifestyle. So Jamba Juice compared to Lululemon, the Jamba Juice person may be a runner, may just be a mom running around town saying “Ya know what, I could go get fast food or I could go get a Jamba Juice and get myself a juice that will fuel my day and make a better choice.” So Jamba Juice is going after the lifestyle of those who wish to be healthy and make better choices but are not health fanatics. Johnson, Laura 79 3. How are mobile applications affecting brands? You’re completely right that both Gen X and Millennials are attached to their phones. Their phones are an extension of who they are and I think it plays into the fact of the lifestyle concept because if as a millennial I’m on my phone, I use my phone to search for information, connect with my friends. It’s about what I want, when I want it, in my hand. I’m not going to go back to a laptop. I’m not going to except it’s something I need to work for. I expect that if a brand is a part of my lifestyle than it is there at the time that I need it. So you’ll see that a lot of these mobile applications are as simple as “order ahead.” Most of your quick serve restaurants and others are allowing us to say, “this is what I want” versus getting there, standing in line, look at the menu, order it, wait for them to make it etc. So that’s a big part but the other thing mobile has brought to the forefront is when you need it and how do you need it. There is this expectation being mobile that if I am near somewhere that this product or company is selling their product that I am thinking about it that you are going to send me a coupon on my mobile or let me know that I am near it, that you are going to alert me that you are there and if I’m interested in you, you know that I’m there and you’re going to give me something for being near. That nearness is part of the whole idea of forming a connection, a relationship, or an emotional thought because I don’t want to be faceless. And with the way we’re branding and marketing now, I expect companies that I have reached out with and said, “I like you” they better like me back and serve me up something when I’m near. 4. Which brands do you consider successful? Why? Sharpie. Sharpie pens are colored pens and they have been a staple at office supply stores forever. And a couple years ago, a little while back, they really embraced the whole lifestyle concept and embraced it from a creativity point of view. And if you go now and look at Sharpie and look at how Sharpie markets itself it’s all about how Sharpie allows you to release your inner creativity. There is this emotional bound with people. You don’t just ask for a color marker, you ask for a Sharpie. Its taken a commodity and made it into something very, very special. 5. Which brands do you consider failures? Why? Failures. It’s competition but it’s also the relevance. If you look at social media you can see in the life of a brand that goes from nowhere to being relevant and everyone is really onboard to it losing that relevance and a new one comes in and says, “ I do similar things but I connect with you more.” So the classic one is Myspace was everything now Facebook has become everything but we’re watching that become more of a personal site. Facebook started, as these college people want to talk to each other. Then they opened it up to all of us want to talk to each other. Then it became my mom and my grandma on Facebook. And now Facebook is using itself as a business tool and making money that way. And new things are coming up like Snapchat, and all these others that are saying, “Ok so relevance today may need a different direction.” Myspace was a brand failure who owned everything but couldn’t hold onto that emotional connection and once enough people leave, you lose your critical mass and everybody goes. 6. What encourages brands to change their messaging? I think that if they are going to change their messaging and rebrand, if they will be successful at it and step back and do an honest and authentic look at what their promise is and what they can really do for a consumer. Because if you can tap into that and say, “My product delivers this and it delivers it well” then you have a reason to reformulate who you are. If you didn’t buy me Johnson, Laura 80 because I was blue and not purple then the rebranding is not going to work. Many times what we look at if we’re doing a rebrand is a complete reset. And if that reset is based in one of two things. If you reset because you are not connecting with your current audience and you want to keep them or you reset because your current audience is shrinking and you need a new audience. So if you look at a rebranding, a classic example is Abercrombie and Fitch. With its multi-year brand, originally it was the fishing and hunting, sportsman all guy brand that you bought a catalogue outfit you went fishing in. They then rebranded themselves completely to be young hip cool, still elitist. Now they’re dealing with that elitist feeling that served them so well because so many people wanted to be in the cool crowd and wear the cool clothes. Now there’s a backlash from this generation that they’re shoppers that say, “Well we don’t believe in that anymore and everyone should be involved, not just the cool people and not just white tall skinny people.” So they’re looking at how they ought to rebrand themselves again. 7. How do brands measure success? Is market share still a major factor in success for brands? Market share of course is a factor and will always be. We’re businesses in the business of making money and if we no longer are making money then we are no longer here. I think there is a deeper look at where that market share comes from and more emphasis through today on what are my heavy, medium and light users. Who are brand loyal and having that all the time, many times and who are my first timers that have used maybe once? And looking at what is that balance, because if I am a heavy user I have a much stronger connection with the brand. I trust you, I love you and you are a part of my life almost to a ritual level. The goal would be to move as many people up the ladder as possible and if I can get you to a light user level and you fall in love with me, how quickly can I get you to heavy? And then I think one of the things we look at a lot of is that percentage is if light users come and go that’s ok because they’re experiencing, maybe they’re right for our brand maybe they’re not. But if your heavy users start coming and going, that’s a sign that there’s somehow a disconnect between the product, how you’re presenting yourself and who your consumer is and that’s a much more a worrisome number. 8. Trust? Why is it important? Trust I think has morphed into many different things for consumers when it comes to their brands. Trust is of course a quality that I expect to be with the money I expect to be and consumers have become pretty savvy with the fact that if they pay for something that costs a dollar, its quality is different than the quality of something they pay a thousand dollars for. And they expect that thousand dollars item to, they trust that that thousand-dollar item is going to have a quality and a value that’s different than that dollar. There’s a trust that the quality equals the price. So the experience that I am going to get paid for what I am paying is equal and I trust that. I think that trust also plays into the fact that we are a very fast, on-the-go, society and there are too many decisions we need to make on a daily basis so we like that short hand. We like to have that trust, I don’t have to think about it, I just know it’s right, I don’t have to research and I don’t have to ask people. I have that relationship and my product is going to deliver for me, I want that. There are many times that you want to research and you want to spend a lot of time agonizing, that might be when you buy a house, a car, a washing machine but some other things you don’t want to agonize over. I think in the areas of fashion and food, both of those things are comfort areas that make yourself feel better. You just want to feel pretty when you go to this important event. You want to know that this brand of clothing is going to look good on you, you Johnson, Laura 81 need to decide if it’s going to be red or green, if it’s this style not that style but you know that the brand is going to deliver a quality product. Likewise food has become the same thing for a lot of emotion, I’m really happy and I want to celebrate, you want to go to a restaurant that will give you that celebratory feel. I’m feeling really sad, something went wrong in my life, I want comfort food to know that it’s going to be the same and even if it’s chaos out there, if I go into this restaurant they are going to give me my favorite Mac ‘n Cheese or my favorite burger and it’s going to taste the way I remember and it’s going to make me feel better. And I think it’s those kinds of emotions that are helping trust, that are way beyond what a product actually does, but how a product makes you feel. 9. What is the future of branding? I think the future of branding is in for a little bit of a backlash period that is going to come up. I think this because we have moved branding from a function, my product/ my product stands for this, this is the product this is what it does, to now we’re trying to make all these brands lifestyle, your friend, your confidant, a reason for you to feel better, happier, sad. We’re moving into the friendship area. And this whole idea of lifestyle is a love connection, that’s a lot of emotion and are we going to be able to deliver or is there going to be a huge backlash where people are going to say, “You know what, my reason for living isn’t consuming, it isn’t living to buy and consume your products. I should have real relationships with real people, I should have love with real people not products and I feel betrayed that you really at the end of the day are just a product.” And how do we deal with that as marketers because we are building this up to a level that can we sustain it or is there going to be a backlash?

Abstract (if available)

Linked assets

University of Southern California Dissertations and Theses

Conceptually similar

PDF

Luring lovers: how brands make consumers fall head over heels

PDF

Public engagement, media relations and the future of the PR industry

PDF

Experiential public relations: the importance of strategic messaging, understanding target audiences, and analysis of successfully curated brand-consumer interactions

PDF

Municipal place branding for economic development

PDF

Nostalgia: more than just the flavor of the week: a critical look at the movement of nostalgic food from "trend" to "mainstream"

PDF

Musicians utilizing social media to increase brand awareness, further promote their brand and establish brand equity

PDF

Creating brand evangelists in the 21st century: using brand engagement through social media to develop brand loyalty in teens

PDF

The American deception epidemic: why public relations practitioners should take notice

PDF

Breaking new ground: defending and learning from the founding fathers of public relations

PDF

The revitalization and re-branding of America’s next “It” city: a look into downtown Los Angeles

PDF

Managing professional athletes’ and sports team owners’ reputation in times of crisis: why it’s necessary to follow these crisis communication and public relations techniques

PDF

Creating the brands we trust: how organizations in the lifestyle category build consumer trust through effective branding and content marketing in the 21st century

PDF

The impact of social media on the diabetes industry

PDF

Luxury branding in today’s China: case studies of global consistency and local adaptation strategies of luxury fashion brands

PDF

Public relations vs. advertising for the big screen: the ever-growing role of strategic public relations in the effective marketing of theatrical motion picture releases

PDF

Volkswagen Dieselgate: an analysis of Volkswagen AG's crisis communication as a response to the emissions scandal from 2015

PDF

Destination USA: marketing the United States as an international travel destination

PDF

A critical look at organic farming and positioning of organic products in the American market

PDF

Evolution in the processed foods industry: exploring the impact of the health foods movement

PDF

Once a Lakers town, always a Lakers town? An in-depth comparison of the branding and communications strategies of the LA Clippers and the LA Lakers

Asset Metadata

Creator Johnson, Laura (author)

Core Title Wake up PR practitioners, the Lovemark is here to stay: an analysis of the Lovemark theory with a discussion of the future of brands

School Annenberg School for Communication

Degree Master of Arts

Degree Program Strategic Public Relations

Publication Date 06/30/2015

Defense Date 06/29/2015

Publisher University of Southern California (original), University of Southern California. Libraries (digital)

Tag brand,branding,Edelman,future of brands,Lovemark,OAI-PMH Harvest,Saatchi,Trust,trust barometer

Format application/pdf (imt)

Language English

Contributor Electronically uploaded by the author (provenance)

Advisor Floto, Jennifer D. (committee chair), Lynch, Brenda (committee member), Tenderich, Burghardt (committee member)

Creator Email lauraajo@usc.edu,PRLauraJohnson@gmail.com

Permanent Link (DOI) https://doi.org/10.25549/usctheses-c3-583526

Unique identifier UC11298825

Identifier etd-JohnsonLau-3526.pdf (filename),usctheses-c3-583526 (legacy record id)

Legacy Identifier etd-JohnsonLau-3526.pdf

Dmrecord 583526

Document Type Thesis

Format application/pdf (imt)

Rights Johnson, Laura

Type texts

Source University of Southern California (contributing entity), University of Southern California Dissertations and Theses (collection)

Access Conditions The author retains rights to his/her dissertation, thesis or other graduate work according to U.S. copyright law. Electronic access is being provided by the USC Libraries in agreement with the a...

Repository Name University of Southern California Digital Library

Repository Location USC Digital Library, University of Southern California, University Park Campus MC 2810, 3434 South Grand Avenue, 2nd Floor, Los Angeles, California 90089-2810, USA