The brand protocol

I have spent a few posts thinking about this concept – the ‘why’ in Scarcity Thinking in Marketing and Feels & Fields in Marketing and some of the ‘what’ in Brand with a world view. Essentially, the idea is that as customer attention becomes increasingly more scarce, brands will have to think beyond ‘fracking’ and the efficiency driven marketing approach (with all the seemingly contextually relevant data they offer) for a sustainable advantage.

I have to confess that it doesn’t seem that way now. In Pipeline to Platform Organisations, Neil Perkin makes the point that this  (pipelines to platforms) is one of the most significant shifts in internet era business economics. And the argument is indeed right, proven by the fact that Facebook, Google, Amazon, Uber, Airbnb and even Apple to a lesser extent are all great examples of platform companies. In fact, the article he has linked to states that in 2013, 14 of the top 30 global brands were platform companies. They have been built to scale, which they have achieved to a large extent by building fairly insurmountable ‘moats’, hugely powered by network effects. And there lies my problem because they are now well on their way to becoming platform monopolies (euphemistically called ecosystems) – the new intermediaries on the very web that was supposed to help level the playing field. Arguably, it’s becoming increasingly clear that a fight against them based on efficiency/network effects is either doomed from the start, or becomes unsustainable. More

Feels & Fields in brand building

information attention

In Scarcity Thinking in Marketing, I’d written about how, in an era of ‘infinite’ consumption choices, attention is arguably the most precious commodity for a brand. Also, as Faris pointed out in his excellent post, it is a zero sum game, and we’re approaching “peak attention”. We’re also well on our way to manipulating (read fracking)  it. State of the art marketing technology (say, programmatic) can sift through a consumer’s data from multiple sources, and use interest, intent and a bunch of other contexts to deliver an ad at the precise point when he/she can act favourably.

Very few brands, however, are close to this level though. Having the data is in itself a huge step, converting that to actionable insights is even huger! Data can be true, but not necessarily accurate. (read) Also, arguably marketing tech is still a wild west with snake oil salesmen. But more importantly, even if we assume that all the brands will finally get there, it then becomes a ‘square one’ driven by who can pay the most. In that respect, I do not see this as a sustainable advantage. Arguably again, at that point in time, new tech might come up with a potential of first mover advantage, but the way I’ve seen the digital marketing narrative evolve, it is probably an optimisation play than anything else. e.g. In the early days of Facebook marketing, much was made about storytelling and organic Likes, but look where we are now! Similarly, something radically different like VR is now being talked of as paradigm shifting storytelling opportunity, but until proven otherwise, I’ll be cynical.  More