Adnan Habis, strategy intern in our London office, blogs about the suspended coffee trend and the ability of brands to positively impact communities.
Landor staff

The concept of “paying it forward” has been cool ever since the movie Pay It Forward in 2000 with Kevin Spacey, Haley Joel Osment (where has he disappeared by the way?!), and Helen Hunt. So I am glad to see many coffee shops jump on the bandwagon that is suspended coffees.

If you are unfamiliar with the suspended coffee concept, it is an initiative that allows customers to buy and reserve drinks for the homeless. Now, who doesn't like the idea of the coffee shop that you regularly buy from ( the average U.K. consumer spends £393 a year on takeaway hot drinks) supporting your local community? In fairness, many companies and their employees already do great things in their communities. But it is heartening to see that some brands are beginning to understand the integral role they play in their communities.



Coffee shops are ever-present in many towns and cities around the United Kingdom. They are a fundamental social hub for the community where people gather, meet, share, interact, and engage with one another. However, the simple act of running a suspended coffee initiative can springboard the relationship between a brand and the community it operates in. Shifting the perception of being a place where people simply engage and interact with one another (a social hub), to a place that is an active and encouraging member of the local community (a communal hub).

Fundamentally, the suspended coffee concept is another great idea like Marks & Spencer’s Shwopping initiative. It is simple and encourages all to think and act with good intentions. Something brands must do more of, not only to differentiate themselves from their competitors, but also to build lasting bonds with their customers and community.

Category: Brand purpose & sustainability
Word of mouth, as a social dynamic, is quickly being replaced by what brand consultant Julie Cottineau recently coined “word of eye.” Is your brand click, shoot, and send-worthy?
Allen Adamson
Managing Director,
based in Landor New York

Remember that tune by Bonnie Raitt, “Let’s give them somethin’ to talk about?” It referred in its own lyrical way to word of mouth, you know, “people are talkin,’” and whatever they’re talking about is fast getting passed around.

Well, these days it’s not so much that people are talkin’ and passing stuff around but, rather, that people are viewing, recording things on their smart phones, and “sendin.’” Word of mouth, as a social dynamic, is quickly being replaced by what brand consultant Julie Cottineau recently coined as “word of eye.” We live in a culture whose technological advances have made images so simple to capture and disseminate—and in which images are fast becoming the currency of news and information—that this visual currency has become the currency of choice. As a brand professional, I don’t think words are over (I very much admire the brilliant writers in my midst), but I do think that in a world saturated with screens of every size continually demanding our attention, where events from the totally inconsequential to the wholly earth-shaking play out nonstop, smart marketers must reevaluate the importance of what people see, and then want to photograph and share relative to brands. The bottom line is that companies must ensure that their brand experiences are click, shoot, and send worthy.

If there’s any doubt about sharable photo opportunities being a key to success in branding, all one needs to do is walk down any street and watch how anyone and everyone documents everything imaginable with their smart phones, Apple, a master at using strong, beautifully crafted visuals to show how its products fit into peoples’ lives, just this week launched a new ad for its iPhone that follows the arc of a day as people take pictures of everything imaginable to share with their friends and family. It has but a single sentence of voiceover dialogue, letting the action convey the message. It's the ultimate in meta-word-of-eye branding. It’s a wonderful piece of moviemaking—and brand building.

It’s obvious that digital technology is accelerating the speed at which we learn about things. And it’s obvious that the younger generation is leading the charge in the use of pictures as the de facto way to communicate. Facebook, Foursquare, Pinterest, and Instagram are all about real time visual immediacy. I’ll send you a photo from my smart phone to document where I’ve eaten, what I’ve eaten, the store in which I bought that super cute outfit, the view from my hotel window, or the view from my seat at the concert. People want to share things they feel passionate about, that they like and enjoy, and they have the means to do so. Brand organizations must pay heed to this fierce desire to document and share all we see and use it to unlock the huge marketing potential wherein everyday consumers are willing and able (no-cost) advertisers of products and services.

When speaking to Julie Cottineau about the importance of visual communication in today's marketplace, she told me, “If your brand doesn’t have a signature, sharable image, you won’t be part of the conversation. Think of the travel industry, for example. Posting a picture of your vacation spot versus writing about it is quicker, it’s easier, and it more credibly captures the experience. You need to be able to show what your brand does, or stands for, in a way that is telegraphic and evocative of the experience. People don’t have time for lots of words. Increasingly we’re finding that it’s the visual process, the ‘show me don't tell me,’ that gets consumers hooked. Brands that want to thrive must think of their products, literally and figuratively, through a visual lens, be able to tell the brand story through pictures. It’s images that differentiate brands, whether it’s the castle in Disney’s Magic Kingdom, the fountains at the Bellagio hotel in Vegas, or the clean, simple packaging that Method uses to distinguish its cleaning products. Everything today is documented immediately, from hard news to cultural events. Images travel fast and get the point across more quickly. You’ve got to be able to figure out how to differentiate your brand through images.”

Cottineau went on to remind me how much strong visual branding is part of the success of Virgin America—Virgin’s domestic airline, which launched in 2007 as a contender to the tired traditional airlines, and in just six years has won numerous travel industry awards and expanded its routes to 23 cities. “Virgin America pays a lot of attention to the visual aspect of the experience. From the moment you walk into the plane you can see a difference. There’s purple mood lighting and white leather seats that really reinforce the airline’s promise of a Breath of Fresh Airline. You can literally hear people ooh and aah, and then watch them as they reach for their cell phones to snap a picture to share the experience with friends, all before they’ve even left the ground. Take a look at Flickr, Pinterest, and Instagram and you’ll see tens of thousands of shots and pins of the Virgin America planes. That’s word-of-eye branding at work.”

The fact of the matter is that the busier we are, the faster we need to be able to process information. Pictures are simply easier to scan. Like it or not, people don't have a lot of time, or patience, for words. That moment of truth that visually captures the experience of the brand is worth a thousand words, and thousands of dollars in free advertising for a brand. Smart marketers know well the value of word of eye and they make sure that their brand’s experience is worth capturin’ and sendin.’

First published on Forbes.com

Category: Brand strategy & positioning
Moleskine, Nespresso, and Whole Foods are just three examples of brands that have gotten it right.
Lulu Raghavan
Managing Director,
based in Landor Mumbai

I can’t help but observe brands when I’m traveling. I love walking the aisles in local grocery stores, examining packaging, and noticing the spaces in which brands engage with consumers. So, I’d like to share my recent experiences with the Moleskine, Nespresso, and Whole Foods brands. Each reminded me of the power of brand extension, brand experience, and brand purpose.

Brand extension

I was waiting at the entrance of the spectacular Time Warner Center at Columbus Circle in Manhattan when I spotted what looked like a Moleskine popup store in the lobby. The eclectic and colourful window display caught my eye. Once inside, I was mesmerized by the colourful range of notebooks, bags, pens, pencils, and other accessories. Who knew that this maker of the iconic and legendary black notebook made so much more? I surmised that its core competency of designing blank space has enabled them to innovate not only with products (Moleskine Passions journals, laptop bags) but also with digital channels (myMoleksine), and events (Moleskine Portraits).

What can we learn from Moleskine’s brand extensions?

Read the full post in Campaign India.

Category: Brand strategy & positioning
For our second Sip ‘n Learn, we tasted Pür elderflower liqueur and enjoyed Summer-Jane Bell's Cactus blossom punch.
Otto von Stroheim
Senior production and design specialist,
based in Landor San Francisco

Spring is in the air, and nothing says spring better than sipping German-made elderflower liqueur!

On a warm night in March (for San Francisco, that is) we held our second Sip ‘n Learn (this is when we ask the bar to come to us). Ron Zacapa honored Landor San Francisco with a tasting for our first Sip ‘n Learn, and for our second happy hour Pür Spirits’ brand ambassador Summer-Jane Bell welcomed us with a homemade Pür punch (recipe below). Punch is obviously one of her fortes, as it deftly combined three kinds of alcohol in a smooth, refreshing drink. 

We sampled Pür Williams (pear liquer), Pür Blossom (elderflower), and Pür Spice (blood orange, cinnamon, and clove), while perusing recipe cards that featured stylized, vintage-looking photos of Pür founder Kiki Braverman and various female bartenders, including Summer-Jane. If you missed out on them or want to see them collected in one place, you are in luck because a book is in the works: Cocktail Cult: Free spirited cocktails & pure spirited women. You can help get the book out sooner and even get your name in it by checking out their  Kickstarter campaign

We then learned a bit about the elderflowers that are used to make Pür Blossom: They grow like weeds in the region around Lake Constance, Germany. And we learned about the process of making the six artisanal liqueurs that make up Pür’s U.S. market portfolio (only three are currently available). Essentially, they are made by one master distiller in a small workshop, similar to the way it has been done for hundreds of years, and not unlike the legendary expert German violin makers.

After learning about weeds and provincial businessmen, it was time for more punch!

Cactus blossom punch 
by Summer-Jane Bell

Equal parts each:

  • Blanco tequila
  • Pür Blossom (elderflower)
  • White wine (a riesling/sauvignon blanc blend works nicely)
  • Ruby red grapefruit juice, preferably fresh squeezed

Add a little diluted agave nectar or simple syrup to balance the grapefruit tartness.

Add more citrus to brighten, if you like.

Serve on the rocks.

Top with a splash of soda water or bubbles if it tastes too strong (it's very boozy).

Enjoy the spring!

Category: Customer experience
It is not impossible, but Carnival must take steps to regain its stakeholders’ trust.
Allen Adamson
Managing Director,
based in Landor New York

By now, most marketers have heard about the PR nightmare that plagued Carnival cruise lines’ Triumph fleet. What immediately popped into our minds was whether people would consider taking a vacation on board a cruise ship again, especially with Carnival. Prior to the debacle, Carnival’s “fun ship” branding strategy was great, but people cruising on the Triumph certainly did not have that experience.

Will Carnival ever recoup its potential loss of revenue, and its loss of passengers? Will it build back its brand? It is not impossible, but Carnival must take steps to regain its stakeholders’ trust.

World-class hospitality brands understand the crucial link between brand strategy and service strategy. This link always gets tested during a service failure. The recovery strategy employed by the brand determines whether it is polished or tarnished. Carnival is at present badly tarnished. In addition to the inordinate time it took to rescue the stranded passengers, the fact that Chairman Micky Arison was seen at a Miami Heat game during the crisis only added to an already grievous situation.

World-class service firms treat any service failures as a chance to showcase their brand promises. For example, when the Asian tsunami threatened the Maldive Islands, the Four Seasons Hotels hired an airplane to evacuate guests and employees, spiriting them to safety. While it may have cost them dearly in the short term, it polished the brand in immeasurable ways.

The lesson? Just as organizations must have an “in case of fire” plan, brands need a disaster recovery plan. This is especially true for service brands where guest and employee safety is put at risk. This plan must also consider the impact on the brand.

What must Carnival do to gain back its reputation? Carnival must follow three steps:

1. Passengers who endured this event must be turned into brand advocates. A mere refund and/or credit for a future cruise is not enough. Each passenger should receive a personal letter from Carnival’s chairman—and perhaps a phone call—offering an opportunity to be a guest on another cruise ­with all expenses paid. There must also be a series of “surprising and delighting” experiences on board to ensure guests experience being treated like royalty, and in turn tell friends and family about the wonderful time they had.

The key to future success is getting people talking positively about Carnival: In a transparent world, consumer word of mouth is the most powerful branding application.

2. Carnival’s management must institute tangible changes to its safety and contingency plans and procedures and make them visible. Again, in a transparent world, a brand is as a brand does. Carnival can’t simply say it has made changes—it must demonstrate them. Passengers must be able to see and experience the changes, whether through videos, onboard drills, or even a tour of the boat led by the captain.

3. The company must make communicating the changes part of its long-term branding strategy, through paid media, public relations, and real-time experience. Carnival must do everything possible to embed in consumers’ minds that it takes passengers’ safety seriously. This can’t be a one-off message, but must be seen as what the brand stands for—its brand equities. Fun will no longer be enough of a promise to keep this brand afloat.

If Carnival puts this plan into effect, it can recover. Look at how Johnson & Johnson handled the Tylenol crisis in 1982, when it discovered that some of its product had been tampered with, to see how brands can rebound from challenging situations. Ultimately the brand must communicate and demonstrate its recovery strategy. A mea culpa must be made quickly and honestly.

Affected customers must be compensated generously for their trials and tribulations. Future customers must have utmost confidence that the brand will live up to its promise of world-class service. Employees must feel proud that their brand did the right thing. Executives responsible for the situation must pay with their bonuses or their jobs. Owners must be made to feel the financial pain so there is a significant incentive to make sure events like the Triumph never happen again. This is the only way the Carnival brand can hope to regain lost trust in its brand.

First published more on MediaPost’s Marketing Daily (12 April 2013).

Category: Brand management tools
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