Page 10 - Food & Drink Business Nov-Dec 2019

LIVE REPORT
CLOCKWISE FROM ABOVE:
Lauren Oetomo, BWX; Richard Jones, GS1; and Sharon Amos, Food & Drink Business.
Chris Gray, MD Daylight Agency, says a brave brand is one that has a willingness to leap into the unknown.
Kodak’s Paul Haggett poses brand bravery questions to the speakers.
Moeschinger was the Fearless Girl campaign, which caused “incredible disruption” yet the memorability of the brand – State Street Global Advisors – and the campaign’s meaning, were unfortunately missing.
Ending her presentation, Moeschinger 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, showed how bravery can deliver growth, and presented an example of the agency’s client, Almond Breeze, adopting brave actions to achieve strong results in the highly competitive Australian beverage market.
A brave brand is one that has a willingness to leap into the unknown, said Gray, but not in a foolish or haphazard manner. “It’s about a way of thinking,” Gray said.
“It’s about ways we can evolve in business and often it’s the small tweaks that make the difference,” said Gray.
“Brave brands have a defined purpose. When you have a bold purpose, your stakeholders – employees, customers, suppliers, shareholders – they start to go along with that purpose, and they start to understand what’s working in the marketplace.”
“Brave brands know their customers deeply and engage with them on an emotional level. It will work far better for you. Speak to their heart... use emotional language as much as you can. The logical part of the brain will make
every decision with the emotional part of the brain.”
Gray further suggested brands must portray consistent, authentic behaviour to build reputation, which will then
lead to purchase intention, loyalty and advocacy, as well as openly communicating across all channels and aligning
with a cause, which can be
“as simple as supporting local community initiatives”.
Blockages to bravery include information overload as executives become paralysed by data and research; companies
200%
THE INCREASE IN ALMOND BREEZE SALES SINCE ITS BRAVE MARKETING CAMPAIGN
losing the ability to trust gut instinct; as well as risk-taking seen as a career-limiting move.
Gray said: “Bravery entails risk – it always will and always has. Being brave is not about putting your brand in jeopardy, it’s about finding something that is right for your brand at the right time in the right environment.”
10 | Food&Drink business | November-December 2019 | www.foodanddrinkbusiness.com.au