The relationship between humans and machines has always been one fraught with tension, starting with a knee-jerk reaction of primal fear, reaching a plateau of efficiency and healthy dose of skepticism as it reaches mass adoption, and then a disillusionment of its benefits as it becomes pervasive and we in turn become either jaded by or complacent with the impact it has on our lives and our businesses.
As the relationship evolves over the adoption lifecycle of a new and emerging technology, so must the brand strategy….
The problem to solve: You’re not just selling your product, you’re selling the industry
The challenge: Combatting fear of trying something new
The VSA approach: The 3 Es: Educate, Embolden, Empower with your brand’s Value Stack Assessment™
When a technology is in its nascent stage, a brand needs to do a lot of work in supporting the directionality of the market. It’s not just about selling your product, platform or service, you’re actually selling the entirety of the industry.
The problem to solve: Changing existing behaviors and perceptions
The challenge: A sea of sameness
The VSA approach: Radical differentiation through Promise2Performance™ white space opportunity identification
In the majority phases, a brand needs to adopt a strategy of RADICAL DIFFERENTIATION through positioning that captures a true white space opportunity supported by category-defying VERBAL and VISUAL language.
In a saturated market, it can be difficult to compete without getting into a ground game of advertising/marketing dollars that go head-to-head. Winning business often means stealing from your competition, but at this stage in the technology lifecycle, the category often appears to customers like a sea of sameness. There can be a tendency to try to flex the more, more, more muscle — more speed, more features, more power, more you-name-it. If you have all the money in the world to spend, perhaps you can win. But for those in a position trying to take on the leader in the category, you’ll need to adopt a strategy of radical differentiation.
The problem to solve: Breaking through
The challenge: Building credibility as a newcomer
The VSA approach: Challenge the marketplace through as a disruptor brand, focused on delivering Moments of Impact℠ in unexpected places
In the late/laggards phases, a brand needs to adopt a CHALLENGER mindset.
If you’re entering a category that is past the point of saturation, the chances are you see things differently than the incumbent leaders. You have a mission to change the way the category provides value to customers, and, in essence, you’re looking to redefine the category as we know it today. We call this a challenger brand mindset, one in which your ambitions are larger than the traditional means, and with a mission to disrupt a market in the favor of customers.
Fay has over a decade of experience producing award-winning and commercially successful brands, products, and campaigns. She has worked with clients such as Google, Coca-Cola, IBM, PepsiCo, AT&T, Levi’s, Facebook, TD Bank, LVMH, and TELUS Communications. She thrives in the complexity of solving enterprise problems and lives for the thrill of elegantly designed systems and solutions.