The IKEA brand – is it TOO Swedish?

Ikea is an impressive brand.  It’s the world’s largest furniture retailer, it’s privately held, there are more than 300 stores in 37 countries, and nearly half a billion unique visitors hit the website in the last year.

Perhaps more impressive is the way the company is marketed and how the brand is communicated.  Ikea has embraced the direct marketing model (the Ikea catalog is published in 27 languages and accounts for something like 70% of the company’s total marketing budget,) and great pains are taken to sell the Swedish-ness of the company.

The stores themselves are bold blue buildings with yellow lettering and highlight features.  These are the national colors of Sweden.  The furniture names are based on a disciplined system, and feature words and names of decidedly Nordic/Scandinavian provenance.  Names like Besta, Ektorp, Framsta, Inreda, Karlstad, Pragel and Varde.  The stores even feature restaurants and food markets serving Swedish meatballs, cinnamon rolls (whose aromas usually flood the checkout areas,) and lingonberry jam.

But being soooo Swedish can have its drawbacks, too.  For instance, most Ikea stores feature a “one-way” meandering layout, forcing the consumer to go through virtually every section of the store just to find his or her desired items.  There are shortcuts, but people rarely use them.  Most American retail consumers prefer aisles and rows to quickly find what they came for.  Further, the furniture itself is almost always a self-assembly.  This is to keep costs down and to improve the complex inventory stocking process – most Ikea stores are simply warehouses with a nice second floor.  Again, quite different – most American furniture stores deliver your furniture and assemble it for you.

The real doozy in Ikea stores comes when you try to check out. Most shopping carts feature two fixed rear wheels and two swiveling forward wheels, which allow you to “steer” in any direction you choose. The shopping carts at Ikea feature four swiveling wheels, which means that as you navigate the wiggly winding path the store forces you to take through the maze of Nordic-named furniture, the cart is zigging and zagging into merchandise displays and even fellow shoppers. Then, as you self-load your 150-lb bookshelf, the cart becomes nearly impossible to maneuver, simply growing a mind and a navigation system of its own.

I submit that Ikea is one of the most consistently delivered and managed brands.  But in a few cases, in a few countries, they could make intelligent and insightful compromises to improve the consumer experience.  Starting with less-Swedish shopping carts.

Empty promises give me the JetBlues

I’m a JetBlue fan.  I like the brand, I like the approach, I like the planes.  Nearly everything about the way they do business has been pretty positive for me, and I fly them when I can, despite having my frequent traveler account with another airline.

This morning, JetBlue sends me an email blast promising fares as low as $49.  So I bite.  I consider taking a quick trip to Buffalo to visit an old friend who just had twins – and heck, maybe I’ll catch a Bills game while I’m there – a great way to spend a Sunday in the early fall.  It sure beats driving for all those hours.  And for $49 each way, it’s a steal!

So I click through on the email. I know I’ve landed on the vanity/landing page because the form fields are pre-populated with my departing and arriving cities, corresponding to the NYC-BUF link I clicked in the email.  (Nice work.)

However, there are NO flights for $49.  In fact, the LOWEST fare I find is $94.  That’s almost double the promised fare.  So, being a good consumer, I blame myself and think about changing my travel dates.  (Notice the ethos there?  As consumers, we always defer to the position of being wrong…it could NEVER be the brand.)

I change the dates to six weeks out.  And still, no fare under $79. It took about three revisions in the six to eight week travel window to find a one-way fare at $49.  Naturally, it included a Saturday night stay (a relic platform of the old travel industry to punish business travelers and/or encourage leisure travel,) and/or traveling at some insane hour (care to leave NYC at 10:40 pm to arrive in Buffalo after midnight?) to get that fare.  There were also very few $49 fares returning to NYC.

Marketers, listen up. When you send an email blast and brag about your new offer, like fares as low as $49, your consumers better find those fares pretty readily when they click through.  When you can’t deliver on basic promises that you prepare for promotions like an email blast, how can you expect your consumers to believe that you’ll deliver on the larger brand promises or the value proposition?

When you SAY you have this great offer, but can’t deliver on it, that’s not making a real promise to your consumers, that’s baiting someone into clicking.  Exactly what people HATE about marketing, and distrust about email marketing in particular. Each time you blow it and can’t deliver, you’re eroding trust in the brand – and that’s way harder to make up than the short term gains you hoped to realize with the promotion in the first place.

So be very careful what you promise.  Especially if you can actually deliver it. Marketing is the one arena (well, maybe politics, too) where you have to DELIVER on your promises, then POINT OUT how you delivered on your promises. The best thing that could have happened in this JetBlue scenario is that I would have clicked through, found a couple of $49 fares, and seen a star or a burst or some sort of acknowledgment that affirmed the email blast – “Here they are, those $49 fares, just as we promised!  Why not take one?”

That’s cheesy, but it’s a heck of a lot better than the letdown of finding nothing even close to the promised offer.

Radisson takes an “adversity branding” platform. And it works.

In yesterday’s Wall Street Journal, Radisson Hotels invested in a half page ad in the Marketplace section.  It wasn’t an ad with a juicy third-night-free offer, or even touting the allures of any of its zillion locations.  No pretty pictures.  No direct response call to action.

It was an open letter.  To be more specific, an open apology letter to any guests that stayed at any North American Radisson between November 2008 and May 2009.  Turns out they were hacked, and they come clean in this letter.

But this is more than a simple mea culpa.  And way more than an apology.  This is a strategic positioning initiative that tackles an ugly problem head-on and engages the audience in the healing process.  In the letter, they provide a direct link on their website for more information and how to receive free credit monitoring for one year.  (You’re eligible only if Radisson can confirm that you stayed at one of the hotels during the stipulated period.)

Despite the gaffe, Radisson comes off looking pretty good here, and very responsible.  The average consumer will be miffed at first, but then heartened by the multiple steps the company is taking to a.) make it up to their customers and b.) shore up their security initiatives by working with law enforcement and credit card companies.  It also provides some insight to the operational values at the corporation.

Bur more importantly, I think this leaves the consumer more confident in the brand – and interestingly, more bonded.  The fact that Radisson shares this “we’ve been compromised, too” idea with the consumer helps to unite the brand with its audience on an unlikely, but effective, triangulation point.

A Branding Bummer – With or Without U2.

It seems like only yesterday that U2 was going steady with Apple.  They helped usher in the digital music era when they were a featured artist in those really cool iPod commercials from Chiat/Day.

Heck, they even had their own iPod – a slick black version with a red click wheel and the four band members’ signatures engraved on the back.  In the official press release, Bono was quoted as saying “we want our audience to have a more intimate online relationship with the band, and Apple can help us do that.”  Apple even went so far as to release the online music industry’s first “digital box set,” which contained more than 400 tracks – the entire U2 catalogue plus 25 rare and unreleased songs.

So with all this mutual love between Apple and U2, how is it that the band is now endorsing BlackBerry?  A beautiful new Alex Courtes-directed spot (from ARC/Chicago) culminates with the super “Blackberry Loves U2.”  If you follow the vanity link, you learn that Blackberry is introducing the “U2 Mobile Album,” a sort of 360° (pardon the pun, that’s U2’s tour name,) view of the band, the new album, the tour, etc., that can be shared among mobile devices.  Of course, that “sharing” is only available on BlackBerry devices, and ostensibly only on the newish ones.  PS – in case you’re wondering, the answer is Yes…BlackBerry is the principal sponsor of the U2 360 world tour.

This is a train wreck on multiple levels:
Level 1:  U2 ditches Apple for a direct competitor in the smartphone category. Ouch.

Level 2:  BlackBerry is the device of choice for geeky IT guys and nerdy accountants, isn’t it?  Not exactly the hip/young/world-changing/activism crowd you’d expect. At least Apple made sense in terms of shared vision and shared audience.

Level 3:  To really muck up the situation, Bono is a founding member of Elevation Partners, a private equity firm (along with Fred Anderson, former CFO of Apple, ahem,) that is a principal investor (to the tune of 27%) in Palm, and therefore, ANOTHER direct competitor in the smartphone category, the Palm Pre.

So is possible for U2 to be effectively “aligned” with Apple, BlackBerry and Palm?
Not a chance.

Brands exist in the perceptions of consumers.  When those perceptions become clouded, even a little, the brand loses points proportionately.  What U2 have done loosens the stickiness for Apple, BlackBerry, (and to a lesser degree Palm, since not many people are aware of that connection,) and especially U2.

U2 really come off looking like sellouts at best and “who’s next?” product hustlers at worst.  In an era when aligning your brand with strategic partners can make all the difference in the world, it’s important to align on VALUES and VISION, not just what’s hot at the moment.

Microsoft advertising is HELPING Apple

Microsoft is pretty happy with their new ad campaign from Crispin Porter & Bogusky.  After all, what could be better than pairing one of the biggest and most venerated technology brands on the planet with the creative weirdos who brought us “subservient chicken?”

In a survey of some of the recent ads in the PC Hunter campaign, “Lauren” says “I’m just not cool enough to be a Mac person.”  “Giampaolo,” a tech-savvy and demanding user, says “I don’t want to pay for the brand, I want to pay for the computer.” “Sheila,” a filmmaker, says “this Mac only comes with 2GB of RAM.”

So, what’s the big deal?  First of all, they’re factually inaccurate, but that’s never been a huge concern in television advertising anyway.  In fact, Microsoft COO Kevin Turner is now confirming a rumour that Apple called Microsoft and threatened legal action if they don’t pull the spots, based on some erroneous lines.

Second, someone should probably tell these “users” that in all of the Microsoft empire, you won’t find a single laptop being produced.  Not one.  Not anywhere.  But I suppose that an ad campaign comparing operating systems would be a bit much for the prime time audience, even coming from Crispin.

Okay, enough about the spots.  What about the marketing behind them? It seems like Crispin is doing more for Mac than they are for Microsoft in this very un-Crispin-type campaign. First of all, they’re positioning apples (nice pun, eh) against oranges…Microsoft is an OS only, Apple actually MANUFACTURES and BUILDS laptops and desktops. It’s like comparing GoodYear Tires with BMW cars and then bragging that the tires are cheaper.

But of all the marketing strategies that were considered, and for all the aura and creative mystique of the agency, and all the inherent attributes of the Microsoft brand – and its history of success – that were laid on the table, they went to war with a “we’re cheaper” strategy? Wow. Suddenly those old ads from Mc-Cann Erickson – the ones with the kids and the drawn-in rocketships – look really good right now.