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“What brands get wrong about disruption”
Disruption has become a popular brand strategy as start-ups, challengers and even established brands seek to stand out in crowded categories.
Disruptive brand building subverts a consumer’s perceptions through narrative and tone. But, while disruption is often associated with boldness and audacity, its true power lies in challenging category norms in unexpected ways.
This is achieved not only through striking visuals or provocative messaging, but by fundamentally redefining what a category can mean, and the experience a brand can deliver.
One newly launched brand that’s aiming to defy its category conventions is mud, an emerging petcare company that is setting itself apart by embracing mess, mud and natural animal instincts.
The brand’s Everyday Wash for Dirty Dogs is marketed for “dogs who were meant to get dirty”.
The brand’s brown, grey and black colour palette is inspired by different shades of dirt, and its founders describe it as “a small act of rebellion against the sanitised world of modern pet care.”
Angelina Pischikova and Karina Zhukovskaya’s identity for their mud pet care brand.
While it’s too early to predict mud’s ability to disrupt its category, its mission is certainly thought-provoking.
If successful, disruptor brands can not only capture market share from established competitors, they can shift industry dynamics and open up a new market for consumers seeking alternatives.
Think Liquid Death, the US brand which made canned water cool with its irreverence and punk/heavy metal aesthetics. Or Oatly, which turned oat milk into a cultural statement with witty long copy and an anti-advertising aesthetic.
“Being pioneering isn’t always about ripping it up and starting again.”
When a disruptor brand is so successful that it brings about positive change, it’s often because that category is ripe for disruption.
Prior to the arrival of disruptor brands like The Ordinary and Glossier, the beauty industry had thrived on creating a feeling of exclusivity, mystery and luxury, with glossy celebrity-fronted advertising and products making vague promises at inflated prices.
The sector was entirely upended by the arrival of The Ordinary, which democratised skincare by championing science over celebrity and enabled a much wider group of consumers to access high-quality skincare.
Stunts like selling “ordinarily-priced” eggs for at the height of the American inflation crisis, or dumping a stack of dollar bills in a store window, cleverly highlighted its no-frills proposition and flew in the face of typical beauty marketing by taking swipes at influencer endorsement.
Glossier was another hugely influential agent of change because it built its brand around user-generated content and real customer feedback, rather than top-down beauty ideals.
But with disruption comes risk.
A disruptor brand can seem inauthentic if its brash, bold branding doesn’t fully align with its ethos. WeWork’s tactics backfired massively when its “changing the world” narrative collapsed under scrutiny.
Its demise also demonstrates that moving fast and breaking things isn’t necessarily the best approach to disruption.
The company promised a variety of flexible office spaces catering to different needs, but ultimately failed to deliver because of its focus on global expansion at breakneck speed – a strategy that proved unsustainable.
Also, disruption stops being disruptive when everyone’s doing it.
When luxury fashion first shifted online and onto social media, many fashion houses pared back their logos, incorporating the clean, minimalist typefaces favoured by tech brands like Google and Microsoft. This minimalist branding style became so popular among brands, from Saint Laurent to Celine, they all started to look the same.
Even Liquid Death’s success has had its limitations. Despite becoming a sensation in the US, it didn’t create any significant ripples in the UK water market and exited after less than two years – showing that disruptive brand activity can get lost in translation. What works in some markets and cultures, may fall flat in others.
For legacy brands, the stakes are particularly high because a major identity shift can erode established brand equity. Old Spice successfully moved away from its “dad’s aftershave” image through ironic humour.
By contrast, Aberdeen Group’s attempt to reach new audiences backfired dramatically after its rebrand to Abrdn in 2021 was met with a torrent of mockery. Earlier this year it announced it was reinstating the missing e’s.
Being pioneering isn’t always about ripping it up and starting again.
Brands don’t need to reinvent themselves or tear down the competition to make an impact. You can be just as innovative by quietly committing to long-term, incremental change.
Sustainable fashion brands are a case in point here. Companies like Finisterre and Reformation are leading a slow fashion movement by committing to eco-friendly and ethical practices, offering consumers a high-quality alternative to fast fashion.
To truly disrupt, a brand must have ambitions beyond being brash and attention-seeking. Disruptors need to stay true to their brand essence as well as strategically differentiated from rivals.
Before adopting a disruptive stance, consider what consumers really want and analyse whether your rivals are delivering on that need.
You must also ensure your branding resonates with your target audience and connects to a broader cultural shift. In this way, you can help ensure your disruption strategy gets people talking for all the right reasons.
Polly Hopkins is managing director of FutureBrand London.
#what #brands #get #wrong #about
“What brands get wrong about disruption”
Disruption has become a popular brand strategy as start-ups, challengers and even established brands seek to stand out in crowded categories.
Disruptive brand building subverts a consumer’s perceptions through narrative and tone. But, while disruption is often associated with boldness and audacity, its true power lies in challenging category norms in unexpected ways.
This is achieved not only through striking visuals or provocative messaging, but by fundamentally redefining what a category can mean, and the experience a brand can deliver.
One newly launched brand that’s aiming to defy its category conventions is mud, an emerging petcare company that is setting itself apart by embracing mess, mud and natural animal instincts.
The brand’s Everyday Wash for Dirty Dogs is marketed for “dogs who were meant to get dirty”.
The brand’s brown, grey and black colour palette is inspired by different shades of dirt, and its founders describe it as “a small act of rebellion against the sanitised world of modern pet care.”
Angelina Pischikova and Karina Zhukovskaya’s identity for their mud pet care brand.
While it’s too early to predict mud’s ability to disrupt its category, its mission is certainly thought-provoking.
If successful, disruptor brands can not only capture market share from established competitors, they can shift industry dynamics and open up a new market for consumers seeking alternatives.
Think Liquid Death, the US brand which made canned water cool with its irreverence and punk/heavy metal aesthetics. Or Oatly, which turned oat milk into a cultural statement with witty long copy and an anti-advertising aesthetic.
“Being pioneering isn’t always about ripping it up and starting again.”
When a disruptor brand is so successful that it brings about positive change, it’s often because that category is ripe for disruption.
Prior to the arrival of disruptor brands like The Ordinary and Glossier, the beauty industry had thrived on creating a feeling of exclusivity, mystery and luxury, with glossy celebrity-fronted advertising and products making vague promises at inflated prices.
The sector was entirely upended by the arrival of The Ordinary, which democratised skincare by championing science over celebrity and enabled a much wider group of consumers to access high-quality skincare.
Stunts like selling “ordinarily-priced” eggs for at the height of the American inflation crisis, or dumping a stack of dollar bills in a store window, cleverly highlighted its no-frills proposition and flew in the face of typical beauty marketing by taking swipes at influencer endorsement.
Glossier was another hugely influential agent of change because it built its brand around user-generated content and real customer feedback, rather than top-down beauty ideals.
But with disruption comes risk.
A disruptor brand can seem inauthentic if its brash, bold branding doesn’t fully align with its ethos. WeWork’s tactics backfired massively when its “changing the world” narrative collapsed under scrutiny.
Its demise also demonstrates that moving fast and breaking things isn’t necessarily the best approach to disruption.
The company promised a variety of flexible office spaces catering to different needs, but ultimately failed to deliver because of its focus on global expansion at breakneck speed – a strategy that proved unsustainable.
Also, disruption stops being disruptive when everyone’s doing it.
When luxury fashion first shifted online and onto social media, many fashion houses pared back their logos, incorporating the clean, minimalist typefaces favoured by tech brands like Google and Microsoft. This minimalist branding style became so popular among brands, from Saint Laurent to Celine, they all started to look the same.
Even Liquid Death’s success has had its limitations. Despite becoming a sensation in the US, it didn’t create any significant ripples in the UK water market and exited after less than two years – showing that disruptive brand activity can get lost in translation. What works in some markets and cultures, may fall flat in others.
For legacy brands, the stakes are particularly high because a major identity shift can erode established brand equity. Old Spice successfully moved away from its “dad’s aftershave” image through ironic humour.
By contrast, Aberdeen Group’s attempt to reach new audiences backfired dramatically after its rebrand to Abrdn in 2021 was met with a torrent of mockery. Earlier this year it announced it was reinstating the missing e’s.
Being pioneering isn’t always about ripping it up and starting again.
Brands don’t need to reinvent themselves or tear down the competition to make an impact. You can be just as innovative by quietly committing to long-term, incremental change.
Sustainable fashion brands are a case in point here. Companies like Finisterre and Reformation are leading a slow fashion movement by committing to eco-friendly and ethical practices, offering consumers a high-quality alternative to fast fashion.
To truly disrupt, a brand must have ambitions beyond being brash and attention-seeking. Disruptors need to stay true to their brand essence as well as strategically differentiated from rivals.
Before adopting a disruptive stance, consider what consumers really want and analyse whether your rivals are delivering on that need.
You must also ensure your branding resonates with your target audience and connects to a broader cultural shift. In this way, you can help ensure your disruption strategy gets people talking for all the right reasons.
Polly Hopkins is managing director of FutureBrand London.
#what #brands #get #wrong #about
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