When two competing brands, Uni-lever & Procter and Gamble, collaborate on something, it’s time to sit up and take notice. Both companies, it seems, want to make a difference to people’s lives. Consciously moving away from a selling mindset to being a brand that makes people happier, and their lives better, these brands are not only delivering more turnover but they are also capturing hearts in the process. In other words, they are increasing their desirability quotient.
You may think this altruistic motive is nothing new but it is definitely the best way to surge ahead. Besides being altruistic, there are six other common behavioural modes of desirable brands. Each desirable brand thinks bigger than the category, focuses on the future, inspires connections, has clarity of purpose, and constantly innovates. It actively looks for a bigger role that does not conform to any pre-defined set roles. Take Amazon, for instance. The brand has changed the concept of the book market. It has done away with the concept of printed books by popularising e-books. Today, its sales have increased by 41 per cent to $488 billion. Or take, for that matter, Google. Today, it’s much more than just a search engine. Last year, it launched Google Wallet, a novel concept of payment, by which people could pay for items through an app on the smart phone. As a result of this, Google’s profits shot up to $9.7 billion last year from $ 8.3 billion a year ago.
Brands must rise above other “me too” products and that can happen only if a brand has direction. Brands that are popular understand where an opportunity lies in the future and where long-term opportunities exist. And it is not just about technological or commercial opportunities but an opportunity to create a desirable future for people that lures these brands. For instance, Microsoft had recognised that the future lies in “you” or the consumer. But Kodak did not realise that the future was going to be digital. While one of its engineers invented the digital camera, it was very slow in adapting the technology. The company thought it was better to invest in film. And that spelt its doom.
Desirable brands have another quality. They have a clear ambition and that is not merely to deliver commercial targets. Rather, they have a clear purpose that shapes their brand-building activity. Their ideas are clear. Take for instance, Johnson & Johnson; it makes no qualms in projecting the image that it is the best product for babies, and yes moms simply love the brand. BMW is another desirable brand that projects the image of being the classiest car. Nivea, too, is increasing its desirability by helping to establish an emoti-onal bond through physical contact.
And yes, desirable brands also inspire people to think and act differently. Take Apple for instance. It always has top-of-the-mind recall. Adidas, too, has a similar impact on our minds. Most people want to hear about Adidas and also want to use the product. Dove, too, has always been a very “desi-rable” product. It has increased its emotional connect with the consumers in the areas of pride and attraction.
Desirable brands also touch consumers at every point in their lives. They create an experience that influences their minds and hearts.
Audi strives to wow customers with the best brand experience available. It constantly delivers progressive, sophisticated and sporty products at every point. Nike, too, is much more than just sports equipment. It is a brand that believes in creating a fit generation.
These then were the six principles that can make a brand truly desirable. In conclusion it would be fair to say that only a desirable brand is able to make a difference to people’s lives. Hence, every brand owner should ask if their brand is behaving in this way and if not, they should work towards making it so.
The writer is a well-known industry watcher