Consumers build brands, not companies. This is a fundamental marketing truth that cannot be denied. Consumers give brands value by developing perceptions and expectations for those brands. Companies enhance the value by delivering consistent brand experiences that consumers can trust.

Human psychology and how it affects consumer behavior is the foundation of brand building. What do consumers need? Do they really need those things or do they just think they do? What drives them to actually take action and buy once a real or perceived need is identified?
The key words are needs and actions, and the best brand marketers paid attention to their marketing, psychology, and philosophy professors. They have seen through experience that Maslow’s Hierarchy of Needs and Aristotle’s Seven Causes of Human Action can be directly applied to consumer behavior and brand marketing. You’ll never really “get” marketing if you don’t “get” the psychology of needs and the philosophy of actions.
English: Maslow's hierarchy of needs. Resized,...
My friend and colleague Erik du Plessis once observed to me that “survival of the fittest” was really a misnomer and that it should be “death of the least fit.” As he noted, the lion gets up every morning knowing that it just needs to be faster than the slowest buck, and the buck wakes up knowing it just needs to be faster than the slowest in its herd.

His comments are entirely relevant to the analysis presented by Chemi in Bloomberg Businessweek. Companies and brands do not need to be the best in their industry to survive, they simply need not to be the worst. However, another factor not considered by Chemi’s analysis was price. If a brand wants to command a price premium it needs to offer a better than average experience and be seen as different in a good way.
If all the companies in a product or service category are viewed badly by consumers, then it may not matter if they are dissatisfied with their current choice since they have no obvious alternative. Lacking alternatives they simple have to tough it out, getting more disgruntled and resentful the longer the poor experience continues. Particularly where service contracts or annual fees are involved, people will have limited opportunities to switch and prior experience of changing provider may prove painful and futile. Of course, from the company viewpoint it is a great business model to have customers who feel trapped and feel they have nowhere to go. You can squeeze as much profit out of them as possible… until, that is, someone comes up with a better offer.
For many people the better offer will be a better price. I commented last year on the way that T-Mobile challenged the telecom status quo by offering consumers a better deal than they had been used to. I understand that AT&T is now offering $450 in credit to “bribe” specific T-Mobile customers to take advantage of AT&T’s 4G network. I suspect AT&T is betting that behavioral economics are on its side and many will take the deal even though it may not work to their advantage in the long term. However, I can’t help but suspect it signals that T-Mobile’s offer has given the industry giant pause for thought.
For other people the better offer will be a better product. Unlike price, however, it takes time for people to realize that there might actually be a better product or service out there. Let us take the example of Apple. Steve Jobs is reputed to have said:

“Be a yardstick of quality. Some people aren’t used to an environment where excellence is expected.”
Jobs focus on quality and design is well-known now. However, it took several years after his return to Apple before the brand’s customer satisfaction scores started to reflect his commitment to quality. According to The American Customer Satisfaction Index, HP rated better than Apple computers for several years after Jobs took over. Today, however, Apple is rated nine points higher and the most valuable global brand in the world.
Companies may compete directly for investor dollars, but when it comes to customer dollars then it is the relative standing of other brands in the competitive set that matters most So what do you think? When does customer satisfaction really matter?
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In Marketing, Good Things Come to Those Who Are Transparent
very company has its quirks. For one young startup, embracing them turned out to be one of the best marketing moves it's made thus far.
Back to the Roots is an Oakland, California-based company that creates sustainability-focused grow-at-home products. For example, children can use one of Back to the Roots' kits to grow their own urban garden of Pearl Oyster mushrooms. There's just one problem with the final products: some end up growing pretty funky-looking.
Get Real
"One of the things that [my cofounder] Alex and I were always kind of unsure how to talk about was our mushroom kits don't always grow in this beautiful cluster rose-like thing," Back to the Roots cofounder Nikhil Arora said, laughing, during a talk recently posted to 99U.
Though the issue was inconsequential when it came to the way the mushrooms tasted, it was undeniable that some of the company's customers, or would-be customers, were a little taken aback by the look of the bizarre fungi.
So the the company decided to address the issue head on. With the launch of a social media campaign called "Name That Mushroom," Arora and his cofounder flaunted their imperfect-looking product. They posted pictures online of the craziest mushrooms kids had grown, and they invited others to caption the photos.
It was a hit. So much so that some of Back to the Roots' customers wanted the mushrooms because of the way they were shaped, Arora said. One woman called to order a kit for her son and requested the "hunchback" mushroom by name.
Clever vs. Clear
Arora's biggest takeaway from the campaign was that customers don't want clever marketing. They want transparency.
Back to the Roots isn't the only company to reach that conclusion.
In 2012 the clothing company Patagonia aimed to reveal the good and the bad about its supply chain. It launched an interactive map called the Footprint Chronicles, which allows users to examine information about the company's suppliers.
Patagonia said the disclosures would "help us reduce our adverse social and environmental impacts." As an added benefit, Patagonia's sales increased after the launch of the campaign, according to Forbes.
And in 2008, after two and a half years of negative sales, Domino's was in for some changes. The pizza maker adopted a new recipe for its pies, and the company got a new chief marketing officer, Russell Weiner.
Weiner had plans for all future marketing: it was going to be brutally honest. What followed was a self-deprecating ad featuring customers talking about how bad the old pizza was. Domino's also vowed not to touch up photographs of its food in ads. And last but not least, it published unvarnished customer reviews to an ad in Times Square. The outcome? Domino's, too, saw sales increase.
BY LAURA MONTINI
How a supply chain strategy can help your business break into new markets
Bob Bell, founder of Guelph, Ont.-based Wike, makers of versatile bicycle trailers, is excited about growth opportunities outside Canada.
Wike already has a foothold in Europe, in the U.K., Finland, Sweden, Germany and Denmark and is now establishing its own service and distribution centre in Lithuania. The centre will allow Wike to customize its niche products for European consumers while facilitating global distribution.
As a small company with less than 10 employees, Mr. Bell attributes its ability to grow globally with a decision he made 12 years ago to rethink the traditional supply chain model. “We didn’t want to send manufacturing offshore, as so many companies have — the bicycle industry almost exclusively manufactures offshore. In contrast, our entire supply chain is Canadian, with the exception of wheels, which come from Taiwan,” he said.
“That forced us into a different business model: We manufacture and sell direct cutting out the need for distributors and retailers. Our customers come to our website and place their order. We partnered with global logistics provider UPS to ship our products across North America. Seven years ago, when we began selling into Europe, we evolved that relationship and had our products shipped to a UPS warehouse in Coventry, England.” Since then, Wike has enjoyed 25% to 30% year-over-year growth for the past three years.
The success of Wike’s supply chain strategy is reflected in a recent survey of Canadian businesses commissioned by UPS Canada and conducted by Leger Marketing. Findings show 84% of business leaders agreed that a well-managed supply chain is a key competitive advantage in today’s global economy and 80% of businesses with a supply chain/shipping strategy met or exceeded their growth targets last year. The survey also found that businesses with a supply chain strategy were 12% more likely to meet or exceed their growth targets compared to those that did not have one. That said, only 50% of respondents had a supply chain strategy in place and 30% reported supply chain was not a priority because their businesses were too small.
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This is a missed opportunity, particularly as the new Canadian trade agreement with Europe means there has never been a better time for Canadian businesses to look beyond North America, Jim Ramsay, vice-president of Global Freight Forwarding, UPS Canada, said.
“This requires small- to mid-sized businesses to think about integrating supply chain into their business model more than they have in the past. Supply chain is not just the domain of the major retailers or multinationals around the world, it applies to smaller businesses, too.”
Toronto-based manufacturer GelaSkins, which makes technology accessories such as smartphone and tablet covers, among other items, agrees. “Not unlike many SMBs, we learn as we go and our supply chain strategy has evolved in much the same way,” said Cale Fair, manager of business development at GelaSkins.
“We have been able to use our supply chain to help us understand where the opportunities are and take advantage of every channel we have to enter new markets. Our supply chain is a big part of our business model and it has helped us achieve double-digit growth year over year.”
Jim Ramsay, vice-president of Global Freight Forwarding, UPS Canada, offers a few key steps to help businesses get started:
• Find out what your customers expect when they place an order. Is it all about cost effectiveness or is it about customizing and fast transit? How much inventory will you need to maintain to address both of those requirements? Do your technology, site and customer service tools line up with those expectations?
• Where are your customers? Are they clustered together or spread out? You need to think about this early on and build your supply chain accordingly.
• Tap into the expertise from organizations such as Canadian Manufacturer’s Exporters and Export Development Canada.
• Establish scalable partnerships with your suppliers so you can leverage their depth and breadth of capabilities and networks rather than building your own. This means choosing partners that have the ability to flex on your behalf more quickly than you can on your own. For example, choose a logistics provider that has a trade management services group that helps with understanding the rules and regulations for importing into different geographies.
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