2. Personalized services
By wrapping personalized services around products, brands can help consumers unlock additional value from the things they buy, provide richer experiences and rewards, and help consumers solve bigger problems and achieve better outcomes. Consider how L’Oreal is using a high-tech mix of algorithms and machines to make foundation tailored for each individual consumer’s skin shade.
3. Democratizing brand purpose
With consumers four to six times more likely to purchase and champion purpose-driven brands, more and more CG companies are looking to create deeper connections between brand, consumer and the wider community on such topics as sustainability, equality and social justice. In the new model, brand relationships will evolve from “direct-to” to “direct-with,” with brand purpose becoming increasingly democratized and inclusive.
Look to CG brands to create empowered communities of consumers united by a common purpose and action and to work side-by-side with these communities on issues of shared importance.
4. Gamifying the experience
Gamification is the use of game-like mechanics and dynamics in a non-game like environment. More and more brands are starting to adopt game-like items such as points, countdowns, and bonuses to inspire an increase in brand engagement on the basis of very human-like motivations such as rewards, urgency, pride, competition, and status-building.
Consider Nike’s FuelBand and Magnum’s Pleasure Hunt, which created a digital online game reminiscent of Super Mario, as leading examples of the use of gamification to drive brand engagement.
The Path Forward: Achieving Relevance at Scale
The current crisis has reinforced the need for CG companies to seek purpose and differentiation through personalized and relevant consumer experiences. As the CG marketplace becomes increasingly competitive and routes to market proliferate, CG companies will transition from a product focus to a consumer focus, shifting the battlefield from point-of-sale to point-of-experience.
To succeed in this new paradigm CG companies must first redefine their overarching purpose — why do we exist, what difference do we make, what is our secret sauce? They must then look to leverage data algorithms to translate this purpose across the end-to-end value chain, leveraging a deep understanding of the context and circumstances surrounding consumer motivations; including the frustrations, desires, problems and preferences that led the consumer to engage in the first place.
Finally, they must adopt an agile operating model to ensure that the business can respond quickly to new challenges and accelerate time-to-market for new consumer experiences.
As the ground keeps moving underfoot in 2021, successful CG companies will capture the value of rapidly evolving digital technologies and focus their efforts on building the capabilities needed to deliver relevance at scale. Getting that right will be the secret to future success and growth.
Scott Clarke is VP, consumer products industry lead at Publicis Sapient.