Great piece in AdWeek on the failure of single-item brands is a reminder of a question that comes up a lot: whether to dive deep or go wide. Speciality vs diversity.
There are those who continue to frame the role of business in purely commercial terms. Business is hard enough, and the demands of shareholders and the markets so insistent, these people say, that companies need to avoid the ‘distractions’ of infusing a moral platform into what they do. They should just get on with making profits. That’s their purpose. After all that’s what shareholders demand and that’s typically what they’re compensated on.
If your goal is to get people talking and you deliver thought-provoking advertising and that happens, then you have succeeded. Controversy often works if you’re a challenger brand trying to upset a rival; if you’re a NGO trying to incite action; if you share opinions with your customers and you choose to share those opinions with the world; if you want to poke fun at something that runs contrary to your brand’s values and purpose. There are times, and subjects, where that approach works just fine. You may shock some. But you will reach and appeal to the people who believe in your brand, what it stands for and what it challenges.
Some thoughtful work by John Hagel in this article in which he suggests that economies are increasingly divided by two dynamics – those sectors that are scaling, and those that are shattering. As those dynamics become more radical, the pressures they exert on businesses are also becoming more extreme.
When Rosser Reeves first proposed the Unique Selling Proposition many decades ago now, the world was a very different place. Products still had the potential to actually be different, advertising was largely confined to mainstream channels and brands were, for the most part, identifiers. But with the evolution of best-practice manufacturing, the fragmentation of channels and the increasing development of brands as monikers for consumer lifestyle, I can’t help wondering whether the USP is now redundant.