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The work-from-home culture, previously restricted to a minimum share of the population, has become the motto for most companies of all sizes, worldwide, and in less than a year. For us here at CBA B+G, it was no different. Among all the challenges that this moment of transformation has brought, perhaps the greatest of them is to keep alive the culture of the company and the link between its members, despite the distance and isolation. And what is, after all, company culture and how can we keep it alive?
A company’s culture is defined by a set of elements that reinforce or discourage patterns of behavior and values within the organization, reflecting the way it operates. Do you know when someone says that a place is “toxic“, or on the contrary, says that it feels like ”being with family”? Yes, this refers to culture. And it is not connected only with the well-being of employees. We are increasingly realizing that companies with strong and healthy cultures impact productivity and business results. For Livia Brandini, founder & CEO of Kultua, a startup that recently conducted the culture diagnosis of CBA B+G, understanding the culture installed in the company is the first step to successfully drive any change in the organization. She says:
“Strengthening organizational culture and engagement at work increases business results by more than 20%, encouraging more positive relationships and work experiences for employees. There is no doubt, cultural barriers have proved to be the main obstacles to the transformation process necessary for the prosperity and health of organizations.”
From home, at a monthly meeting created to talk about ESG issues (come learn more about Café+ here!), the agenda was exactly this: and now, what will be the future of work, outside the office? Among the good reflections that emerged, we gathered key elements that we identified as part of a company’s culture, along with ideas on how to deal with them within a remote working context.
People: companies are made of them. Without them, nothing exists. The quality of the relationship between people who coexist within a community says a lot about the values of that place, creating a sense of belonging to something greater. In face-to-face work, it is easier to keep in touch with people inside and outside their respective areas, or to know what is going on by inviting a workmate over for a coffee. In a work-from-home regime, people from different areas can work in the same company and never even see or know each other.
In order not to lose the connection between people and distinct areas, it has become even more important to create group dynamics that involve different areas on a regular basis and to have communication channels that facilitate spontaneous exchange between people – to talk about work or any other subject. We all like to meet colleagues also to relax and talk about trivial things. This lightness makes the work more pleasant.
Rituals: These are all the habits that have a special meaning in the routine, bringing a breather and creating a common identity. In the case of CBA B+G, we can mention the birthday celebrations with everyone in the agency singing “Happy Birthday” and eating a piece of cake, the collective meditation every Thursday at noon, or even the Pet Day (day when pets were welcome to spend all day in the office with us).
And how can we recreate these significant moments in a digital context? Here, our suggestion is to adapt: find new ways that suit the online environment, rather than romanticizing it and wanting it to become a copy of the face-to-face reality – it is not. From this understanding, there are numerous possibilities to recreate rituals in a hybrid way, half physical and half digital, such as keeping happy hours and breakfasts at a distance – with real beer, coffee, and Brazilian cheese bread.
Institution: Companies are places of work, which implies seriousness, rules. Cultivating a certain ‘discipline’ is also a necessary and welcome attitude, as it suggests guidelines that keep the focus on results and productivity. What’s more, it shows employees that they are not left to their own devices and that the leaders are committed to guiding and empowering them.
Currently, the first of the golden rules is to communicate, communicate, communicate. The second is to trace growth paths for everyone in the company, building a career plan, providing feedback and focusing on self-development. It is true that Human Resources and internal communication have never been so fundamental.
Environment: The physical space is also part of the culture, it is the embodiment of the company’s vision, conveying its values to the world. In many companies, the lobby is a place where one proudly displays the manifesto, beliefs, or any other symbol that represents their mission. The environment has the ability to put all employees in the same tune, typical of the company.
And what is the size of the challenge we face nowadays that each one is immersed in their personal bubble? Some virtual dating platforms, such as Topia and Gather are seeking to solve this issue, with the promise of recreating customized offices that mimic the physical space and bring the spontaneity of unplanned meetings.
We are beginning to enter a new era and one thing is clear: for many (most?) companies, nothing will be as before. With advantages and disadvantages, the remote and hybrid working models have come to stay. Businesses of all sizes have the unique opportunity to rethink processes and give new importance to the culture of the company and its employees. After all, there’s give and take on both sides, every day.
In the day-to-day life of big corporations, agencies or consulting companies it’s easy to forget the target consumer’s reality. Although consumers are on the core of everything that is done, thought and designed, oftentimes stakeholders know them through figures and reports, but rarely see them in flesh. It is a challenging task to make consumer insights known outside the CMI (Consumer & Market Insights) department and engage more of the company’s staff in the process of understanding the target consumer.
Today there is an increasing tendency to value big data and artificial intelligence – which we, at CBA B+G, totally support. However, we can’t forget the great value of building emotional and human ties throughout the research and innovation process, by using tools that promote an empathetic immersion in the lives of consumers.
But what exactly does empathy mean? According to the Australian philosopher Roman Krznaric, it’s about finding shared humanity. He believes that we are urgently in need of empathy to create the ‘social glue’ to hold our society together. From a business point of view, empathizing with consumers is not only ‘cool’; we believe it also leads to transforming, effective and positive results, in three different ways:
Storytelling is at the heart of any empathic process, and there are countless tools, non-digital, hybrid or completely virtual which engage the spectator in the story in a simple, touching and impactful way. Here are some tools and examples that can be applied to society and by brands.
A. Step into someone else’s shoes … literally
If empathy means to step into other people’s shoes, then why not literally do that? That is the proposal of the initiative called “A mile in my shoes” from the Australian National Maritime Museum, which invites visitors to wear shoes that belong to other (real!) people and listen to them telling parts of their stories. In São Paulo, the exhibition “Diálogo com o Tempo” (Dialogue with Time), hosted by Unibes Cultural, has created an immersion environment in the universe of old age, inspired by the same principle.
At CBA B+G, we have applied the same idea during an Innovation workshop held for Plenitude – a brand of disposable underwear, designed for people who suffer from incontinency. We have asked the participants to wear the underwear for three days, to put themselves in the consumers’ shoes and better understand their needs.
“Using the product myself was revealing. We have always focused on absorption, however I noticed opportunities to go beyond. These insights led to new innovative attributes for the product, which are currently being developed by our Engineering team. Today we are close to offering one more benefit to better meet our consumers’ needs”
B. Capture moments of life through films, audios and photographs
Films and photographs are powerful empathy devices. This thought led the Chinese artist Ai Wei Wei to create the film “Human Flow” to raise global awareness about the refugees crisis. Brands also make use of empathetic films to create impactful campaigns. “Thank you, Mom”, the most successful campaign in the history of P&G is really touching because it effectively puts spectators in the place of mothers, creating a strong sense of identification.
At CBA B+G, we have been running ethnographic surveys and online diaries about consumers’ journey, asking them to film moments of their lives using their mobile cameras. For one of the partners we work with, from a hitchhiking app, we used the methodology ‘fear accounts’, through which we kept in touch with the app users via WhatsApp during a week, asking them to send us an audio each time they got scared when using the service, telling us what happened and how they felt. This method allowed us to capture real and touching stories, spontaneously.
C. Immerse in someone else’s world with Virtual Reality (VR)
The VR technology uses a headset to place the spectator in a virtual environment with a 360 view, providing a more intimate and active immersion. For some people, technology is undoubtedly the best way to step into other people’s shoes. Technology has been used in games, science and arts, to recreate the way autistic people perceive the world, and as an invitation to reflect upon the effects of global warming.
At CBA B+G, we have devised for Nestlé a VR Project – Consumer Connections – to immerse in the lives of the target-consumers of three major brands of the company. One of the project’s expectations was to give everyone in the company – regardless of work department or position – the possibility to get to know the daily lives of people from different realities. The tool made it possible, for example, to follow a typical day in the life of Luiza, a teenager who lives in São Paulo and loves KitKat and skating. To Cibele Rodrigues, Research Manager, at CBA B+G, “the project was enriching and powerfully delightful. It refreshed the target, putting everyone on the same page. Moreover, we escaped the traditional reports, showing more humane journeys. At the end of the day, the figures made more sense, allowing executives to take more assertive decisions, closer to the consumer”.
“The immersion project using VR was one of the most incredible we have ever experienced, which made us think ‘why haven’t we done that before?’ The possibility to follow parts of consumers’ life is the icing on the cake for any insight or marketing professional. The approach was fundamental to make us understand the best moments and ways to connect with them”.
D. Blend consumers with clients, breaking barriers
Who says we cannot mix consumers and clients, spectators and artists, experts and laypeople? Breaking these barriers is also a powerful way to connect people and develop empathy.
We introduce this concept during our processes, joining clients and consumers to work face-to-face, without one-way mirrors and with no condescension. Today, we do the same remotely. Alex Espinosa, CBA B+G’s managing partner and Head of Innovation, explains that the objective is to “create ecosystems where clients, consumers, mentors and experts co-create together with a common purpose, enabling a multi perspective view of the challenge and incorporating experiences that boost the developed solution”.
E. Join virtual with real, using Augmented Reality (AR)
AR has also been gaining space in our lives. This technology make it possible to mix elements from the virtual and real worlds with the advantage of being much more accessible, since it doesn’t require a headset and can be easily developed in an app. It has been largely used, both by entertainment games (who remembers the Pokémon Go fever?) as by brands that provide a product trial without the need to leave home. That’s the case of Ikea, that simulates how your sofa would look in your sitting room; or L’Oréal, that offers the possibility to virtually try on different lipstick colors before choosing one.
But how is augmented reality used in research and Innovation? We have recently developed, together with one of our business partners, an app that used AR in a disruptive way, to make a survey about absorbent pads products. Consumers were able to try different shapes and sizes of new products, simulating real use by projecting them in their panties or bikinis. To Alex Espinosa, “technology allows prototypes and products to reach millions of homes without the need of physically producing any of them, in real-time tests that result in products that better fit the target-consumer. It is the fastest and most effective way to validate your MVP (Minimum Viable Product) with consumers and find the added value and possible improvements within minutes”.
We may safely assume that extended reality will continue to evolve and improve to achieve astounding results. We bet on the use of Augmented Reality and other hybrid formats that explore the best of technology to project reality as perceived by others without disregarding human contact. Definitely, digital and analog realities are complementary in capturing insights more sensitively.
To delve into this issue of empathy and its tools more deeply, we recommend watching the TED talk by the Australian philosopher Roman Krznaric about how to start an empathy revolution, as well as the New Yorker’s beautiful immersive animated short-documentary film about detention camps in China. If you don’t have a VR headset or cardboard yet, it’s worth buying one and start playing with these new possibilities.
And of course, don’t hesitate to contact us to understand better how we can help your brand use these tools on your behalf. And if this topic inspires you and if you are or know someone who is a business professional, strategist or designer interested in joining our team, write to newtalents@cba-bmaisg.com telling us about your expectations, objectives and history. We are always looking for talent!
This article had the contribution of: Carmen Beer, Ana Cerqueira, Giuliana Sanchez, Thaísa Miyahara, Ana Paula Moreno, Alex Espinosa, Cibele Rodrigues, Demer Santos, Mônica Fernandes, Josy Lamenza, Daniela Irrazabal, Rosario Maglione, Renato Storni and Luis Bartolomei.
The saying goes that a picture is worth a thousand words. In design, this maxim often proves right and ultimately determines the success of many products. However, when it comes to brands, the speech is of great importance.
For a branding project to be complete, it is necessary to create a visual identity as well as a verbal identity, which will set the brand’s tone of voice. This is nothing but the emotional utterance of what the brand represents and has to offer to the world, said and expressed in its own words. Put like that, it sounds simple.
In effect, the path to this construction is long and begins with the strategic positioning, when the questions to be answered are: why does the brand exist? what values guide its actions? – and consequently – what is its personality? Then, the story to be told becomes clear, and the first significant verbal expression that normally arises is the brand manifesto.
A few years ago, this was considered internal and confidential content, but now brands have realized that this information has to reach everyone. The brand’s manifesto makes everything, or almost everything, become evident. Here is a ‘classic’ and well-known example that shows what I mean: while The North Face positions itself as a brand for people who are passionate about outdoor adventures, its competitor Patagonia defends socio-environmental responsibility (going as far as making an anti-consumption announcement, in 2011). Both brands are in the same category, targeting the same consumers, but they have different beliefs and stories. The question is, what brand does each person identify with?
A great challenge when creating a verbal identity is to connect the speech not only to the brand purpose, but also to the people that work with the brand and, of course, to the target consumer. And it is this practical expression, carried on daily, that makes it real. It is not just about creating attributes, it is necessary to reflect the brand’s human traits and dig deeper, thinking about the words that should be used and the ones that should not. The brand needs to be real, authentic and honest, in the first place.
As a result of social networks, algorithms, and artificial intelligence, relationship building is highly valued, and increasingly human interactions are expected. It becomes clear that verbal identity does not refer only to written text. It is the speech that counts, which can have different formats and sizes – video, audio, or a demonstration of support for some everyday topic. And then we face another sensitive issue for any brand: the decision on whether (or when) to speak out on topics, defend causes or highlight a position, which can sometimes be controversial. The answer will depend on each brand, and obviously, it is also a strategic decision. Oftentimes being neutral, or not taking a stand, can be worse. Not taking a position can be seen as a stance. Tough, huh? I suggest reading this text, about activism and branding, that clarifies ideas and lists good practices on cause engagement and positive impact.
In a society in constant change and with social ruptures like the one we live in, it is key to have all brand stakeholders aligned. Brand books and guidelines are important but even more relevant is to inspire people, internal and external teams; you have to be consistent, but also flexible. After all, although it is the brand’s voice, it does not speak alone.
Ricardo Oliveira, Creative Director at CBA B+G
. </p> “…a picture paints a thousand words, then why can’t I paint you?”
My Dad would often sing these classic lyrics to my Mom when I was a very young girl, prompting me to perfect my eye-rolling skills.
It’s doubtful that a set of emojis would have been of much use to the writer of these romantic words as he tried to capture the beauty of his true love. 
The song acts as a stark reminder that even pictures have their limits. A thousand words might be stretching it, but a simple heart can definitely replace eight little letters.
So, what do these playful pictograms tell us about the world we live in? Read on to find out.
Emojis are a byproduct of the new technological opportunities available on phones and keyboards. Because we can, we do. Their creation was almost inevitable.
To give their age a little perspective, emojis are a year younger than the first episode of Judge Judy’s TV show.
When it was announced last year that her courtroom drama was to end, her millions of grief-stricken fans were limited to exchanging crying face emojis – there being no hysterical, ululating varieties (yet). The sad face emoji world had never been so busy since the death of Joan Rivers.
Judy Sheindlen may be queen of quickfire one-liners but modern technology is not her strong point. Her loyal sidekick, Officer Byrd, was often called upon to fill her in on the niceties of the digital age which cropped up in the cases she heard. Emojis. Sch-emojis! “Do I have stupid written on my forehead? Case dismissed!”
In Judyland, things are always clear-cut. The kinds of emoji-type images brand Judy could conjure up would be few but definitely extreme.
Emojis, not to be confused with their cousins, GIFs and Memes, may well give us emotional clues when we communicate, but in fact, they come from the Japanese word meaning picture character.
“Emojis increase the precision and nuance of our often super-brief and open-to-misunderstanding communications,” Alizah K. Lowell, Psychology Today.
Suzanne Moore, Columnist, the Guardian, “Winky smiley face. Excuse me if I don’t respond to the puppy, umbrella and fake flowers you send me … I am not six. Send help. Send words.” 
Suzanne Moore has a point, but the truth is that many of us don’t have the time or inclination to write exactly what we mean or feel. We’re so often glued to our phones that multitasking has become the norm and some jobs need to be quick.
Texting a pictogram of a thumbs-up, a bottle of bubbly or smiley face 
is irresistible while concentrating on the latest offering from Netflix, for example. It’s instant, fast and says what we mean. Job done.
So sophisticated have we become at using emojis that we can be caring, confrontational, passive-aggressive or sarcastic, all at the touch of a single button or emoji. (And, sometimes we don’t even mean to be any of those things.)
Given their simplicity, lazy artwork appears to be behind the controversy some emojis have caused during their relatively short lives.
“Clotted cream or jam on your scone first, madam?” It depends where you are, of course. Our very British Design Director, Chris Martin 
informed me of the war waged between Cornwall and Devon about the right way to make a proper cream tea. It’s as old as the ‘milk in first or last’ conundrum when making a cup of English Breakfast tea. 
In a similar way, some food emojis have almost created international incidents. Users could be forgiven for not being truly grateful for the original cheeseburger emoji Google served up. The company got its emoji chef to recreate it with the cheese on top rather than underneath the patty.
Apple’s first attempt at a bagel emoji was enough to evoke a string of Gordon Ramsey-style expletives. Anemic and plastic-looking, it was replaced with something more realistic, tempting and filled with cream cheese. I’d have added a little smoked salmon myself.
Harmless water pistols have pushed real guns down the emoji pecking order. Even innocent-looking vegetables have found themselves caught up in the controversial world of sexual, emoji innuendo.
Emojis by their very nature are caught in the crossfire of diversity. It’d take a very brave person to try and come up with a range of emojis which fully represented humanity in all its different colors and shades.
The founding father and mother of all emojis is arguably the smiley face. It began with a simple 
in texts and emails long before colorful, designer emojis became de rigeur.
Some researchers claim our brains even process and recognize facial expressions made up of characters in the same way as real ones. Who knows? We might one day start responding to an emoji as we would to a real bottle of red wine or beer. It’d certainly be cheaper. I’ll take two of each, please.
As I was researching for this article, I learned that Fatboy Slim, the international DJ aka Norman Cook, is a smiley face aficionado who’s gathered what’s possibly the biggest collection of smiley fashion items in the world.
The smiley he’s such a fan of was born in Worcester, Massachusetts in 1963 when artist Harvey Ball was asked by the State Mutual Life Assurance Company to make badges that would improve staff morale.
“The first ever 12-inch single I bought was Psycho Killer by the Talking Heads in 1977,” Fatboy Slim explains. “That had a picture of a smiley T-shirt. That was the first semi-ironic use of it – it was everything that punk rock wasn’t.”
The smiley symbol has been rediscovered by generation after generation. Adopted as both a corporate logo and acid house icon, it’s inspired artists like Banksy and even featured in the noir superhero Watchmen movie.
It’s reassuring to know that during such challenging times modern versions of a happy face are still the most used and most popular emojis.
This article was written by Isabelle Narciso, Designer, New York.
I’m thrilled to announce that the next Design Series article will be written and illustrated by CBA Design Director Arturas Janusas on the topic of space!
Proceeding with the previous reflection (read here), in which we approached the fantastic world of games and how brands are dealing with this universe of new possibilities, now our gaze turns to the engaging mechanics of games, known as gamification. They represent valuable opportunities for brands and agencies to create new experiences in research, innovation and design processes and methodologies.
We can define games as something we do to entertain ourselves, with a clear goal, and challenges along the way that affect our performance. That is, when we talk about gamification, we are approaching these three key elements: pleasure, objective and interactivity. What is behind these elements and why are all spheres of society trying to apply them in different ways?
The principles behind gamification have always existed, so why is this phenomenon now gaining ground? For Vicente Martin Mastrocola, assistant teacher at ESPM where he teaches digital platforms, Game Essentials and Game Design, “companies have begun to understand the motivational techniques used by video game designers and apply them in other contexts. These techniques include goal design, badge recognition, team collaboration, stimulation of competition via rankings and points accumulation.”
Just as with the porn industry in the 80s, the game industry in times of pandemic seems to be the driving force for the implementation of emerging technologies such as augmented reality, virtual reality and mixed reality, accelerating their use outside of it. There are plenty of examples: The New Yorker magazine has just released its first animated film in virtual reality; the 2021 edition of the SXSW festival was all online and interactive; Folha de São Paulo newspaper conducted a survey on the impact of the pandemic in an immersive game format; The Black Mirror series produced an interactive episode with multiple endings.
For brands and agencies, we see some opportunities to apply these experiences in processes and methodologies, and in how to interact with the public. For Carina Benitez, designer at CBA B+G, bringing this kind of dynamic to the corporate context makes the contact between all participants more enjoyable. “When we gamify the process, people instinctively want to participate more. This way, something super-ordinary and mundane in their routine ends up gaining a new look.”
Video games and immersive technology possibilities promise to revolutionize the way we consume and interact with brands. However, it is important to keep in mind that we are also experiencing a technological fatigue: excess screens, confinement and social distancing can lead people to seek a reconnection through physical contact. That’s why we bet that, in the future, brands should invest in gamer culture beyond pure digital, with playful experiences that mix digital and real, such as augmented reality. Our Branding for the future playbook and our article on empathy are good reading tips for those who want to delve into the importance of brands’ online presence and use of hybrid features.
Contact us if you want to chat about the challenges and opportunities for your brand. And if this topic inspires you, and you are or know business professionals, strategists and designers who are interested in being part of our team, write to newtalents@cba-bmaisg.com telling us about your expectations, goals and history. We are always in search of talent!
This article had the contribution of: Carmen Beer, Ana Cerqueira, Giuliana Sanchez, Thaísa Miyahara, Ana Paula Moreno, Fabiele Nunes, Carina Benitez, Fabiano Naspolini, Vicente Martin Mastrocola, Josy Lamenza, Daniela Irrazabal, Rosario Maglione, Renato Storni and Luis Bartolomei.
People have never played so much as nowadays. The fast-paced growth of the gaming industry triggered by the need to stay at home during the pandemic is making games win an increasingly diverse and wider audience. The figures are dizzying: in 2019, the market had a turnover of 1.5 billion US dollars in Brazil and 152 billion worldwide, leveraging more investments than cinema and sports. In 2020, electronic games were the most discussed topic on Twitter, with 2 billion tweets. What does this universe represent for brands and how can they play the game?
There is no doubt that games represent today for young people what music used to represent in the 90s: cultural identity and the feeling of belonging to a community. Games are intrinsically linked to young culture, today more than ever. But if your idea of a typical gamer is an antisocial teen geek, think twice. From Candy Crush to Fortnite, the profiles and ways to play are numerous, with games that fit everyone’s time and pocket, matching different lifestyles, personalities and interests.
According to the Pesquisa Game Brasil 2021 survey, 72% of Brazilians say they play electronic games, and most of them have played more online games since the beginning of the pandemic. The casual gamer is best represented by a woman between 25 and 35 years old, while the hardcore is usually a man between 16 and 24 years old. The survey also pointed out that almost half of the players are from the middle, lower and poor social classes. For all of them, the mobile phone is the choice of preference. This explains the success of games like Free Fire, available on mobile and with more than 100 million downloads. On the other hand, consoles are declining, much due to the exorbitant prices charged in Brazil. For Claudio Lima, CEO at Druid Creative Gaming, “the mobile has turned the key to the gaming market in Brazil. Playing was for upper-class individuals, it demanded a console or PC, and that was very expensive. Now, anyone can play. Kids today dream of becoming Free Fire players instead of becoming soccer players.”
In addition to playing, millions also watch other players, professional and non-professional, through streaming platforms that are growing non-stop – Twitch, for example, has more than 15 million daily active users. A global survey in 2020 pointed out that gamers between the ages of 18-25 spend an average of 4 hours a week watching other people online. This phenomenon is creating new types of influencers who play matches with their audience, sometimes hundreds in the same day, creating authentic bonds and a true closeness. The Brazilian gamer Cellbit, for example, has been recording videos for Twitch and YouTube since 2012, counting with more than 6 million followers, with a total of 300 million views.
The gaming industry is shaping the future of entertainment, with varied and complex productions, immersive technologies and universes full of possibilities, besides impacting the streaming industry.
Immersive Games like Beyond Two Souls or Cyberpunk benefit from high-budget investments worthy of the biggest Hollywood productions, with the participation of the best writers, actors and artists. The result is the creation of incredible narratives, characters and soundtracks. New immersive technologies such as virtual reality engage the player intensely and fully, while augmented reality blurs the boundaries between real and virtual. And of course, in these universes, players have the possibility to do many other things: their avatars can watch music shows and spend their money in different ways, simulating the real world. Roblox, a very popular platform that allows users to create their own worlds and mini-games, aims to ”unite the world by building a metaverse (a virtual world that digitally replicates the real one), where millions can meet up in games, conferences, or in collaborative jobs within a virtual economy that has its own currency.”
Many non-endemic brands, that is, those that traditionally have no market links with the segment, are entering this world, creating new market dynamics and generating new demands – internally and from their partners. Unilever has created an esports center to better meet the needs of its brands; Publicis Play, launched this year in the UK, brings together a pool of experts from the group to provide creative, media and production support to its customers. In Brazil, Druid started operations at the beginning of the year and seeks to creatively connect games and brands, through a Business to Gamer model.
For traditional brands, entering the gaming world may seem scarier than it really is – but we believe there are far more opportunities than risks. However, entering this game is something that requires preparation, and before you even start creating content and activations, you need to build a solid strategy, consistent with the brand positioning and value proposition, to connect with audiences in an authentic way and not just as another product placer.
We’ve identified some ways in which brands can begin to relate to the gaming world, building bridges with communities to – lightly and unpretentiously – join the conversation:
On the other hand, we believe that some initiatives, at first glance tempting, can in fact be much riskier or less impactful:
As the pandemic subsides, the connections made by players within games will create opportunities outside of them as well. People who have met online will want to meet physically and show how they belong to the communities. Therefore, events will boom and meeting places, such as the famous Lan Gaming Centers, can revive.
Want to continue learning about games, gamer culture and their relationship with brands? We recommend the podcast marketin.gg, which investigates the relationship between games and brands and Netflix’s High Score, a docuseries which tells the story of video games in a fun way. Are you missing the first classic games? Check here how to get access to a number of retro games, for free. Stay tuned and read our article on gamification, or on how brands can apply the mechanics used in games.
Get in touch if you want to chat about the challenges and opportunities for your brand. And if this topic inspires you, and you are or know business professionals, strategists and designers who are interested in joining our team, write to newtalents@cba-bmaisg.com telling us about your expectations, goals and history. We are always in search of talent!
This article had the contribution of: Carmen Beer, Ana Cerqueira, Giuliana Sanchez, Thaísa Miyahara, Ana Paula Moreno, Josy Lamenza, Daniela Irrazabal, Rosario Maglione, Renato Storni, Luís Bartolomei, and the special participation of Claudio Lima.
Brand activism is nothing new. The importance of having a clear purpose has been extensely discussed for decades. Aligned with this foremost intention comes the necessity to define which causes a brand wants to support, meeting the demands of an audience that craves for more humane and coherent stances. Nowadays, brands have to stand for more than just profit: they are expected to contribute to building a better society.
The uncontrolled pandemic, the polarization of society, the stronger presence of social media and the growing cancel culture have boosted the game. What used to be an opportunity, is now a requirement – at times, essential for the survival. Brands have to build a positive impact territory; the mere position of trading goods and services, coupled with the neutrality towards relevant issues such as racism, gender, feminism and environment, is no longer a strong enough offer. Not taking a stand may give rise to the impression of consent, while stating an opinion can be seen as hypocrisy – if the talk is not followed by concrete actions, aligned with the brand’s DNA – depleting the brand’s value.
Thus, brands must take a clear stance and genuinely commit to one or more causes to remain competitive. The challenge faced is how to approach it constructively, being faithful to the brand’s values and not sounding self-serving, besides being careful to minimize the risks of boycott in an increasingly demanding environment where one slip can be fatal.
Bearing this challenging and intriguing setting in mind, we propose some reflections to help brands understand the different possible types and levels of activism, the risks and benefits of speaking up. Paths that, when followed with truth and transparency, can lead to a real and long-lasting commitment.
We all know, there is no single way to engage, and there is no right or wrong. We suggest below an ‘activism profile classification’ based on the brand’s DNA and its intended relation with its stakeholders, more than on the company’s size or category. Here they are:
Superactivists
Brands that are activists since foundation, deeply engaged with causes related to the brand’s core values, and supported by the founding partners or CEOs themselves. They believe that action speaks louder than words, and they take to the streets with its public to be heard and actually aim to achieve social change. They create a strong emotional tie with its fans, so much that they usually become brand ambassadors.
Paradigm-breakers
Innovative brands, pioneers in their respective businesses since foundation. Their own core products or services are their flags, since their proposal is to change patterns and break a category status quo. They usually forge an emotional bond with their consumer base, for meeting previously unmet needs.
So, when is it worth to engage and get political about a current cause or issue? For Carolina Barruffini, CBA B+G Branding director, brands have to be more daring: “No doubt there are some risks involved when brands engage in relevant causes. However, many real examples have showed us that taking action is better than not taking a stand, even if there’s little impact – provided that the action is driven by truth and transparency.”
We listed below the pros and cons that every brand must consider before taking a stand.
How then, can brand activism be a long-term, authentic and minimal-risk commitment? We suggest 8 steps to make it happen. It is a long journey, however it can surely put you on the right track to remain relevant in the future.
The 8 steps for achieving Positive Impact are:
1. Define a clear and powerful brand positioning
What is the brand reason for being, its beliefs? What is the brand’s DNA, its personality, its target audience? Branding for the future – a playbook with thoughts on how to reconnect brands, consumer and market – the three fundamental business spheres (which are still more importante in times of pandemic) – is a way to help you understand the brand context and its actions. Learn more about it here.
2. Choose your battles
Based on the brand core values – and aligned with them –identify the causes that the brand has credibility to support.
3. Define the stakeholders
Besides the target audience and brand consumers, who else does the brand impact, directly or indirectly, externally or internally? Stakeholders include employees and their family, board and investors, influencers, specialized media, government and social agents.
4. Look at the brand’s track record (and its present moment)
Although the brand purpose may have evolved over the years, the brand’s past cannot be ignored. It’s important to revisit previous actions, statements and campaigns to assess the credibility of engaging on a topic. And, sometimes, make a mea culpa (Skol has done this in 2017, who remembers?). Also, reputation must be considered; if it is fragile, spotlighting your brand may not be the best move.
5. Define the brand activism profile
Among the different profiles – superactivist, paradigm breaker, daring, responsible – which makes more sense for your brand today and which it aspires for the future?
6. Identify potential risks
The more renowned the brand is, the more important it is to assess the risks and benefits of taking a stance – or of staying neutral.
7. Walk the talk
Promises, great speeches or fierce campaigns are not enough to guarantee a brand’s survival without significant and real actions to support them. Consumers expect the brand (company) to engage in a realistic and tangible way, and if it doesn’t, they will ask for it.
8. Listen to feedback
Stakeholders feedback deserve attention. The brand must learn from its mistakes and successes and act quickly. Monitoring the brand’s “promises versus deliveries” can be decisive for the brand’s health and reputation.
Would you like to delve deeper into the topics of activism, brands and branding? We recommend: watching the interview with Rose Marcaria – Patagonia President and CEO – for Stanford students; listening to the episode Ativismo nos dias atuais (Today’s activism), from the podcast “O Tempo Virou” by Giovanna Nader, with the social activist Alessandra Orofino; and last but not least, reading this excellent article on the importance of taking risks, written by brand strategist Jasmine Bina.
You can always get in touch with us if you wanna chat about the challenges and opportunities for your brand. And if this subject inspires you and you are or know business professionals, strategists and designers who are interested in being part of our team, send an e-mail to newtalents@cba-bmaisg.com with expectations, goals and stories. We are always looking for new talents!
The content of this article had the contribution of: Carmen Beer, Ana Cerqueira, Giuliana Sanchez, Thaísa Miyahara, Carolina Barrufini, Ana Biselli, Renato Storni, José F. Ramirez, Fabiana Quiroga, Josy Lamenza, Daniela Irrazabal, and Luis Bartolomei.
With the rise of feminist movements and the fights for gender parity in society, we questioned the place of women in companies in France. Although actions, such as the equality index, have been put in place, women represent today (2020) only 18% of management positions in our country *. Of course, gender diversity is more and more accepted, standardized, and demanded in different fields, but women are still too rare when it comes to leading. (Since Isabelle Kocher was disembarked at the beginning of February from her position of Managing Director at Engie, there is no longer a woman at the head of a CAC 40 ** company).
Design has long been a man’s business.
Women more often than men tend not to feel legitimate in certain positions of responsibility. The world of design is no exception. Indeed, design has long been a matter of man. In fact, the most famous designers have often been men; women having been completely excluded until the 1930s. A phenomenon that could be explained by the following fact. Women have long been seen as simple housewives, unable to understand the business world and run a business or a team. Another explanation could be that of “impostor syndrome”.
However, there are exceptions! Some women still manage to find their way in this world long dominated by men. Ray Eames, Charlotte Perriand or Florence Knoll. These names mean nothing to you? Understandable. These are women who, despite their talent and skills, have remained in the shadow of men. For example, Charles and Ray Eames have long been thought of as two brothers. Now, Ray is a woman. And what about the furniture designed by Charlotte Perriand that was signed Le Corbusier? But still, you surely know the Nike’s swooch ? One of the most recognizable symbols in the world. It was also created by a woman. And no, this is not the achievement of one of the brand’s co-founders! The artist’s name is Carolyn Davidson; yet, still too few people know her name. And finally, let’s talk about the Knoll furniture publishing house, inspired and founded by Florence Knoll, and not her husband. It is important to keep in mind that in the 1950s, when women were supposed to stay at home, a young woman like Knoll was able to build what is still the biggest furniture publisher today! If this has been possible, it is because all women can do it and, above all, be legitimate to do so.
The stories of these women remind us of how important it is to fight for your passions. These design pioneers, who at the time were not rightly regarded for their work, are now among the most recognized female designers.
So, to all future generations of designers, DARE!
But then, beyond the place of women in design and their positions of responsibility, do the latter influence creations? Can we, with the naked eye, recognize a feminine creation from a masculine creation?
Emotions have always been considered a gender marker. The men are in the reason, the logic, the pragmatism while the women have a more sensitive and in fact more intuitive approach; which will make them more inclusive and emotional in their approach. However, one is not better than the other. What makes design so interesting and powerful is the combination of the two influences: sensitivity and pragmatism, emotional and functional, compassion and logic. Creation is therefore an act that goes beyond genre. When you are a designer or a creator, there is necessarily a more important dimension of sensitivity, which goes beyond the genre. However, when the council looks at more technical, performance-oriented design registers, there may indeed be more men, such as architecture. We can then wonder if this is related to emotional creation versus mechanical creation?
So, the question could be: does the genre has an impact on the perception that the designer has of what surrounds them and what feeds their inspiration, on their approach ultimately? A designer is someone who observes the world around them and who responds to issues. The world around us does not look the same for a man as it does for a woman, so they tackle different issues.
A concrete example: at the end of the 1940s, Charlotte Perriand invented the open kitchen; why the kitchens should always be relayed to the back of the house, isolated? House in which the woman would only have the right to appear with the finished dish. With an open kitchen, she can cook, chat with friends and family, have a glass of wine, etc. A purely design issue that a man might not have thought of; and it is in this sense that the genre has an influence. This influence will allow women to be more attentive, especially to brands, which are more collaborative with consumers and their customers.
The future of women in design looks bright and promising.
The future of women in design therefore promises to be flourishing and very promising; even if it will always be a rocky road. This notion of resilience that women have, this courage and this selflessness make them forces capable of creating designs that are more respectful, more durable and more human. We have gone beyond the demands, and arrive in a logic of appeasement, and recognition of the strengths of women, without comparison. A balance, a complementarity.
Fighting today goes way beyond what it was even a few years ago, and is gender-neutral. At the moment, society is moving at high speed on the issue of gender. The new generation takes up subjects with greater heights, focusing their struggles on equity and diversity. In addition, there are more and more collective movements, led by women, which are flourishing, in all fields. These collectives will make it possible to break these glass ceilings. Women, just like men, will finally be able to show their talents and be recognized for it.
Thus, female influence is therefore present in the approach and analysis of a problem. But in the end, the expression is done in the same way since all designers are passionate about their profession and sensitive by nature.
In short, the design is therefore non-gendered.
And, because design is a mirror of society, and society is multi-gender, it must address all targets, and all walks of life.
* Source France TV info : https://www.francetvinfo.fr/replay-radio/c-est-mon-boulot/seulement-trois-femmes-sur-120-dirigeants-dans-les-plus-grandes-entreprises-francaises_3838909.html
**Source Europe 1(https://www.europe1.fr/societe/les-femmes-grandes-absentes-a-la-tete-des-entreprises-du-cac-40-3950352)
A resilient territory can be defined as having the capacity to anticipate, react and adapt in order to develop sustainably regardless of the disturbances it faces.
Additionally, as a branding agency, we believe in design as an element of positive transformation. Since 2017, we have been convinced that the successful brands of tomorrow are those that will place people at the heart of their approach, embody a cause and have meaning, to leave a memorable mark beyond what they sell. Indeed, beyond local elected officials and mission-oriented companies, brands can also become actors.
They will always keep their primary economic role: to create jobs and to have an impact on the purchasing power of consumers. But they have the ability to go beyond their primary purpose and thus have a key role to play. A support role but also a driving force. Why? Because they are anchored in a principle of reality that brings them closer and connects them to citizens. This allows them to act as a support but also as a motor, a mirror of society. In addition to their commercial value, they participate in progress through innovation, their discourse, pedagogy, and give consumers the means to act.
Is it out of opportunism? Altruism? Obligation? And finally, what is left? Is purpose ultimately the basis of everything? This is not yet another story on the subject but to ask the question of the role of brands in the resilience of territories.
Some brands have transformed at the pace of consumers. They are anchored in a principle of reality that brings them together and connects them. They bring them a notion of dreams and pleasure by making their daily lives easier and by being more attentive to their needs. Indeed, there are those that adapt to the desires of consumers, without neglecting emotional value and pleasure. Those that meet their engagement needs. And finally, those who try to combine it all.
It is these useful brands, with a sufficiently rooted and embodied purpose that have a role to play in the development of territories. As a brand, how not to get lost in the twists and turns of its existence? How to elevate its utility beyond a simple functional response? How to impact the territories by developing sustainable and accessible solutions? Questions to which a few brands have already answered thanks to the consistency of the evidence and actions attesting to their purpose.
It is these useful brands, with a sufficiently rooted and embodied purpose that have a role to play in the development of territories.
Blablacar, whose mission has been declared since its creation “The good for all”, has demonstrated its agility and its contribution to the resilience of regions, thanks to the creation of its Blablahelp application: a service that connects neighbors in order to support and to support people who are isolated. A surge of solidarity around a community already well established and in perpetual growth, allowing the brand to have a significant impact on the territories and legitimacy to take part in them.
The startup Né d’une seule Ferme has also contributed to progress. The brand’s mission is to enhance the profession of farmer, by providing them with fairer remuneration, while promoting farms through the creation of the first national multi-local brand. Unique yogurts with a taste specific to each region.
In short, alongside citizens, local actors and governments, brands also have a role to play in the resilience of territories and more generally in their environment.
This is not just an exercise in style or tendency: it involves rights and duties. Having an impact on society, and therefore gaining relevance to local issues, requires honesty demonstrated by thoughtful and consistent actions. Without this, the actions taken by the brand may be perceived as opportunistic, thus diluting its impact through lack of consistency.
These are levers of action in the resilience of territories.
your purpose ?
In May 2019, our IMG report Direct to Consumer revolutionappeared, dedicated to DTC brands, native digital players who, by disintermediating the value chain, are redefining the frontiers of certain specific industries.
From then on, many things have changed, and the DTC phenomenon, accelerated by the digitalisation attained during the pandemic, has affected the rules of the game in various sectors, even in Italy.
Just consider what has happened here with us over the last six months:
The reason why even established brands are making their moves – no longer timidly – in DTC can be explained in terms of three fundamental objectives
However, these three forms of leverage, absolutely crucial for consolidated structures, are no longer something innovative for consumers, who in the meantime have developed new expectations: the bar has been raised, to the point that the public does not just desire, but positively expects, an impeccable customer care, excellent design, faultless wow experiences, a website and social media packed with entertaining content, backed up by an exciting community.
Many, above all at an international level, have interpreted this moment in history as a wave to be surfed, a golden opportunity for standing out on the market. But the result is exactly the opposite. In other words, there is a standardisation in terms of what is offered, created by the desire to follow “DTC laws” to the letter: considering a product category, such as electric toothbrushes, we see that the market is becoming saturated with identical products, with the same business model, the same design, the same communication strategy and tone of voice. We are witnessing a progressive uniformity of supply, and consumers find it difficult to find their way around, because all brands are responding to the same need in exactly the same way.
We are also seeing an increase in CPA(cost per acquisition), precisely because the powerful model based on social media communications, adopted early on by DTC brands, has become the principal sales channel for most DTCs, pushing costs sky-high.
There is yet more: DTC brands, in their DNA, have a specific response to the needs of a niche target. This “obsession” with a specific niche, something that for some time has denoted these brands’ power and success, is now beginning to crumble: by now, the niche has beenreached, if not by the brand itself, by one of its competitors, and growth, in terms of volume, has become very hard to attain, unless by applying new strategies for expanding the portfolio and/or services.
What is the added value that big brands can bring to this by now saturated market?
The entry of big brands into this market could make waves and bring some interesting innovations at a moment of notable difficulty for the smaller players:
BUT… There is still a big BUT.
Both DTC brands and big brands will soon find themselves fighting a shared enemy…
Having eliminated the old intermediaries is no longer enough. New middlemen are appearing and they will steal the privileged position of direct contact with consumers. Just think of the inexorable growth of voice shopping.
In an ever-nearer future, voice assistants will choose for us, according to our purchasing habits, but also strongly promoting proprietary brands, or those willing to pay in order to be selected automatically. This will lead to the arrival of incidental loyalty, in other words, the birth of a fidelity linked to decisions over which the user has no control.
So, the fight for disintermediation continues…
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