Breaking Boundaries

Breaking Boundaries
There is a temptation, in marketing as well as in life, to stick to what you know. We all have our store of tried and tested methods, which we bring to the table when the stakes are high. Playing it safe is a survival instinct. Ok, we may not break any records or win any awards, but we also won’t suffer any losses, right? Let’s be honest, conformity is extremely comfortable. 
 
And yet, in spite of all this, the lyrics to a Groove Armada song come to mind: “If everybody looked the same, we’d get tired of looking at each other.” Replicating tried and tested templates may work, but, more often than not, it leads to mediocrity and complacency. And, let’s face it, it gets boring. We need innovation to thrive, and as much as it may frighten us, daring to be different is the best way to break boundaries and be extraordinary.
 
So how does this apply in today’s competitive markets? The notions of ‘thinking outside of the box’ and ‘standing out from the crowd’ are certainly not new, but arguably, are becoming more relevant. With the fragmentation of media, consumers can digest information instantaneously, and forget it just as quickly. Brands need to do something unexpected if they want to be remembered. Of course, there are the classic examples: the Old Spice ‘The Man Your Man Could Smell Like’ campaign, or the famous Guinness ‘Surfer’ who embodied the idea of how ‘Good Things Come to Those Who Wait.’ These adverts were iconic in their individuality, and though vastly different, they achieved the same result: they broke the mould, and made being different memorable.
 
In a recent insight, Atomic London discuss the difficulties of daring to be different. They debate how ‘most companies view innovation suspiciously because it is... unpredictable and risky,’ and recognise the ‘inhibiting effect that going into public ownership has on innovation.’ Certainly, being different is a trait more readily associated with newer brands, who have less to lose and more to gain by breaking with convention. And yet, even the most prolific brands need to be careful not to go into cruise control. Atomic London argue that ‘supporting and nurturing innovation is the most innovative thing any company can do.’ 
 
This seems to be a common sentiment amongst marketers today. Creative agency Animl recently wrote that brands are ‘competing for attention... from a local scale to a global scale,’ and that ‘attempting to create brand distinction amongst these countless distractions is an essential task.’ They argue that being different is about ‘creating something that hasn’t come before,’ and give the example of a recent campaign they worked on for Unilever. By using new camera technology they were able to show how children view the world around them, and how essential play is to a child’s development. Animl use their Kids Today project as an example of the importance of trust when it comes to taking risks. If you’re diving into the unknown, you want to be certain you can depend on those around you. You also need to be sure of your audience and what they want. While risk taking may seem impulsive and reckless on the outside, it should be rooted in years of research and market understanding. 
 
Take Matter Innovation for example. They spent seven years working with R.J. Reynolds in order to develop and market the world’s first Digital Vapour Cigarette - VUSE. In this case, the product itself is innovative, something that, though popular now, was unheard of a few years ago. Matter were involved in every step of VUSE’s development, recognising the importance of foreknowledge and collaboration, even when breaking boundaries. Just because you are daring to be different, doesn’t mean you shouldn’t take the time to understand what you are selling, and why. 
 
There are always rules to taking risks. Whether an advert is comical or dramatic, satirical or storytelling, it needs that special something. It needs to be an all-encompassing experience, one that entertains the audience and involves them. As Atomic London put it, ‘why not be the thing the consumer wants to engage with rather than the thing they avoid?’ Certainly it is tempting to be different simply for the sake of being different. But this would be inauthentic. The key to breaking the mould is to do it with care. Millward Brown recently gave their point of view on the right way to be different. They argue that it is essential not to ‘lose sight of what your brand stands for... and to understand how consumers view advertising in your category.’ Animl write in a similar vein arguing that ‘different does not necessarily mean rejecting established brand values... it is achievable through leaning into them.’ Millward Brown also advise giving your creative team some freedom, and not to be too afraid of embracing the bold. 
 
All stories of bravery are presented within a cautionary tale. Even when pushing the envelope you need to do things by the letter. Being different is only successful when it strengthens a brand’s values rather than squashing them: in order to achieve this, you need to know what you’re doing, and who you’re doing it for. Don’t forget the basics, but maybe don’t depend on them either. After all, what is life without a little risk? Dare to be different, and to do something unforgettable: and remember, fortune always favours the bold. 

Observations inspired by insight articles posted on haystackonline.com. Read more from haystackonline in our Clubhouse.

 

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