There’s an interesting “Best Practice” study in the Harvard Business Review’s April issue by Susan Fournier and Lara Lee about forging brand communities. (Unfortunately, it’s not free on the site, so you might have to find a print copy.) The piece presents seven myths and realities about how the strongest communities are fostered. Each are worth pondering, though one stands out because it touches on principles inherent in our HumanKind philosophy – namely, that we start with people first, listening and understanding their needs, and then giving a brand a purpose to exist in their lives.
It’s “Myth/Reality #2” that hits on this, asserting that the best brand communities aren’t conceived to serve the business, but rather the people in it. The authors write:
“Managers often forget that consumers are actually people, with many different needs, interests, and responsibilities. A community-based brand builds loyalty not by driving sales transactions but by helping people meet their needs … Robust communities are built not on brand reputation but on an understanding of members’ lives.”
The authors go on to cite a Pepperidge Farm case in which its Goldfish crackers brand began building a community with a kid-centric website centered around games. It didn’t work. But when they looked at where “kids and parents really needed help” they “uncovered alarming statistics about depression and low self-esteem among children.” With that insight, they re-branded the site to focus on this need, providing resources that were meaningful for the audience and creating a stronger community in the process.
I think what this aptly illustrates is that whether building brands or brand communities, successful communication in this era begins by putting people first. It’s only after understanding people, their needs and behavior, that delivering a purposeful brand experience is possible. As the authors conclude the section:
“Putting the brand second is tough for a marketer to do, but it’s essential if a strong community is the goal.”
