POST 6
The 'Friendzone' and Professor John Dawes' 95:5 Rule
A$AP Rocky was infatuated with Rihanna, which may explain why he made an awkward move during his initial attempt to win her over by giving her a pat on the backside at the 2012 VMAs. After overcoming this mishap, and despite his genuine intentions, the Caribbean artist chose to place him in the 'friendzone'. Rihanna valued the friendship but wasn't ready for a commitment 'at that moment'.
The rapper didn’t let this discourage him or prompt him to persist aggressively. Instead, he opted to be patient, nurturing a friendship built on genuine trust rather than short-term goals. The result: A$AP Rocky, initially in the 'friendzone', gradually found a place in Rihanna’s heart.
This story illustrates that, just as not all romantic interests are ready for a relationship, in the marketing world, not all potential buyers are 'in the market' for a purchase today. A$AP Rocky empirically discovered the 95:5 rule. This rule suggests that 95% (not meant to be a precise rule) of potential B2B buyers are not ready to buy 'today'. This is primarily because the buying cycle for many products and services is lengthy. Therefore, like A$AP Rocky, rather than spending time convincing buyers who are 'out of the market' to buy now or focusing solely on those in the market 'today', it may be more beneficial to ensure that all potential buyers consider our brand or product among their top options when they return to the market on their own accord. As the article states: it’s the needs that bring people back to the market, not the marketers.
POST 5
Bodybuilding and Les Binet and Peter Field’s ‘The Long and the Short of It’
When Johnny Carson asked Arnold Schwarzenegger why he had started bodybuilding, Schwarzenegger responded that, upon looking in the mirror, he noticed one part of his body was significantly larger than the rest, so he decided to bring the rest of his body up to that level.
If your brand were to look in the mirror, would it also find one part significantly larger than the others? It’s possible. An excessive focus on sales activation has left brand building a bit 'underdeveloped'—emphasis on ROI, excessive targeting, budget cuts, and the pursuit of immediate sales performance have all been detrimental to long-term brand value. While achieving short-term results is important, it’s also essential to strengthen the brand-building 'muscle', as it is the main driver of preference and reduces price sensitivity.
Both are necessary. Building a brand is like the ongoing process of training to build muscle: it might not provide immediate, huge gains, but it’s an investment that yields strong 'biceps' in the future, resulting in a more robust and resilient brand. On the other hand, sales activation is like using a quick-action supplement. It brings instant gratification but does not contribute to long-term growth and development.
POST 4
Weight Loss and Distinctive Brand Assets
After many failed diet attempts, presenter Fernando Mendes, long known as 'the chubby one' on Portuguese television, underwent surgery to swap his iconic belly for a modest paunch. Five years later, he is noticeably slimmer. Despite changing his most recognisable feature, Fernando Mendes remains beloved by his audience, and his career has not suffered any negative impact. But when brands undergo a 'makeover', can they expect the same outcome?
Elements such as logos, shapes, slogans, packaging, colours, sounds, and mascots are assets that brands build over time to become more recognisable, prominent, and memorable. People use these assets as mental shortcuts to identify brands amid countless others. When these assets are distinctive, it becomes easier to recognise that something belongs to a specific brand without even needing the name. For instance, incorporating distinctive assets in advertising increases the likelihood that ads will be attributed to the brand. Having deeply ingrained, instantly recognisable assets is a long-term investment with extraordinary value. A drastic change can erase this recognition in the blink of an eye, forcing the brand to rebuild associations from scratch. Unlike personal relationships, interactions with brands are not as forgiving. Therefore, before undergoing a rebranding 'makeover', it's advisable to consider the risk of weakening existing brand associations, carefully weighing the balance between modernity and legacy to avoid losing too much 'weight'."
POST 3
Azar Karadas and Brand Positioning
In August 2004, Norwegian Azar Karadas arrived in Lisbon to join Benfica. Despite having trained as a central defender, he was labelled as a forward after a stellar performance with Rosenborg. After a modest 4 goals in the Portuguese league, Karadas was released at the end of the season. Believe it or not, this highlights an important point about positioning.
Brand positioning—unlike player positioning—refers to the mental space a brand occupies in the target audience’s mind. A good way to define this positioning is to use the 3 C’s model: we should position ourselves based on what Consumers want, against the Competition—seeking to be better or different—and, finally, it should be something our Company can actually deliver. Perhaps Azar Karadas struggled with this last point: by positioning himself as a forward, the Norwegian failed to deliver the goals expected from a striker. Similarly, when brands make promises they cannot consistently fulfil, they risk undermining consumer trust, which can then lead to a negative spiral. Karadas ended his career at Brann in 2019, playing in his original position as a central defender. Despite this, he is still fondly remembered by Benfica fans for the goals he did score.
POST 2
31 of July and Category Entry Point
In 1996, Quim Barreiros released the musical gem 'O Melhor Dia para Casar' and designated July 31st as the Holy Grail of wedding ceremonies. Since then, every year on that day, the success is repeated in homes and offices as if it were the official soundtrack of love in Portugal. Why? Because it is associated with a strong Category Entry Point (CEP).
Category Entry Points (CEPs) are the triggers, reasons, or motivations that lead consumers to purchase products within a category. They can include internal factors, such as emotions, and external factors, like location or time of day. Essentially, they are the cues we use to access our memories during a purchasing situation. The more consumers a CEP applies to, the more profitable it becomes. Just as July 31st might lead us to listen to Quim Barreiros, football can prompt us to drink beer, or shaving can lead us to use aftershave.
POST 1
Self-Discovery and Market Orientation
During a visit to Iceland, a woman inadvertently redefined the concept of 'self-awareness' by participating in a major search operation in the mountains for a missing tourist, only to later discover that she herself was the person being searched for.
While this may seem like an extraordinary case, it happens more often than one might think. Brands, agencies, and similar entities often embark on searches for solutions without first defining the problems they are trying to solve. I know I’m not innocent in this regard. Rebranding and advertisements don’t resolve issues like market orientation, segmentation, targeting, or clear positioning. Sometimes, what we need is already within us, not out there.