By now, most marketers are aware of the playbook on distinctive assets.
Not long ago, Mark Ritson and his study of IPA effectiveness papers found that distinctive assets rank number three in importance in driving effectiveness when compared to all other levers, only ranking behind brand size and creativity.
Much of the conversation around distinctive assets focuses on what ‘type’ of asset can or should become ‘distinctive’, often referencing evidence highlighting the assets that either underindex or, on average, outperform other types. Lately, for example, this has led to some very lively discussions around the use of sonic devices and characters.
Now, we all know averages can be misleading, and there are numerous examples of simple taglines or visual devices that have been consistently built over time and work their socks off for the brand. Some of these are not only simple but can also seem quite obscure – the Guinness ‘Harp’ comes to mind.
Consumer insight is the fuel that supercharges distinctive assets
Here’s a lateral thought: instead of starting with the question ‘what type of asset should I use?’, why not start by asking ‘how does the consumer interact with, consume, and think about the category and my brand?’ That is, start by identifying a consumer insight as the inspiration for developing distinctive brand assets.
Brands that develop distinctive assets on this basis give themselves a real head start – a tailwind – because, like any good insight, they are the fuel for gaining interest and building relevance with a broad consumer base. They can also serve to build brand positioning and potentially link the brand to a category entry point.
That’s not to call this ‘simple’ by any stretch; it’s not easy to do. But when you land one of these insights and then work out which ‘type’ of asset will serve the brand best, you’re well on your way to building a real competitive advantage.
Industry Super leverages how people think and talk about investment with the familiar nest-egg visual device, thereby linking to a category entry point.
With their ‘Twist Lick Dunk’ device, Oreo draws upon how many people consume their product, building the brand essence of ‘playfulness’ at the same time.
Peter Cerny is Dig's CSO