Page 12 - Packaging News Nov-Dec 2019
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LIVE FORUM
Brave brands speak out
Around 120 industry professionals from the food and beverage, brand and marketing, and packaging sectors were in Melbourne to hear how bravery in branding can change businesses for the better. Doris Prodanovic reports.
she described as causing “incredible disruption” – yet the memorability of the brand, State Street Global Advi- sors, and the meaning of the message were unfortunately missing.
Ending her presentation, Moesch- inger said: “There’s a genuine opportunity for Australian brands to gain unfair competitive advantage in today’s marketplace.
“The fact that it’s not being done particularly well at the moment leaves a massive opportunity for those brave and bold enough not to succumb to the pressure of short- termerism but to build a strong brand platform that is differentiated and distinctive.”
BRAVE ATTRIBUTES
Following Moeschinger was Daylight Agency managing director Chris Gray, who highlighted the attributes of brave brands, how bravery can de- liver growth, and an example of the agency’s own client, Almond Breeze, adopting brave actions to achieve strong results in the highly competi- tive Australian beverage market.
A brave brand is one that has a will- ingness to leap into the unknown, said Gray, yet does not mean to do things foolishly or in a haphazard manner – “it’s about a way of thinking,” he said.
T was a full house at Melbourne’s Arts Centre for the annual Food & Drink Business + PKN LIVE break- fast forum, where guests, speakers, and an industry panel shared new ideas and insights on what it means to be a brave brand.
Brand Opus managing director Nikki Moeschinger opened the forum with her keynote address in which she outlined brands as myste- rious, intangible, and visceral things, which in their most basic form are a shortcut for consumers.
“A good brand is a feeling, a smile in the mind,” Moeschinger said. “A well-managed brand immediately and subconsciously taps into a range of associations within the minds of our target market.
“Brands save us time. We buy the brand our mum used to buy. We buy the brand a friend recommended. Brands guide us when our knowl- edge is imperfect, or non-existent.”
Long-term brand building, in con- junction with bravely executing short-term activations and brand tactics, is vital to the relevance a
brand has in the life of the consum- er, said Moeschinger, where brand strategy must always come first to build an effective brand. In order to achieve this, brands must be disrup- tive, meaningful, and memorable.
“What we have is three elements working together to build an effective brand – disruption to get attention; meaning to get significance and to get into the head; and memorability in order to be recalled in the moments that matter,” said Moeschinger.
“Once we have these three ele- ments in play, after we’ve defined the associations we want to own, when we are distinct and differenti- ated, then we are ready to go out into the world and be brave.”
Moeschinger highlighted cham- pagne brand Veuve Clicquot as a brand with strong and distinctive as- sets that are disruptive within its cat- egory, while the fragrance sector was an area which she said was “a sea of sameness, with very little eachness,” due to its lack of distinctive codes. The final example from Moeschinger was the Fearless Girl campaign, which
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