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The Drivers of Brand Storytelling Strategy
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The Drivers of Brand Storytelling Strategy
Customers own the story of the brand
now. What brands say is f ar less
important than what brands actually do
to serve the well being of the f aithf ul.
Whereas bef ore, the brand conversation
was based on delivery and interruption,
successf ul brand conversations are now
participatory in ever more technology
driven channels.
Storytelling is at the very heart of how
we humans share and connect what we
value about our heritage, our
communities and ourselves. Brand
storytelling is about connecting the outer
value the brand provides to the inner
values of the customer. There must be a deep af f inity between the two or the relationship is just a
transaction.
The f oundation f or this af f inity is built on the shared stories between brands to consumers, customers
to brands, and consumers to consumers. Like all relationships, there has to be chemistry. Brands have it
or they don’t. How well these collective stories line up with the experience customers have is what
creates “insistence without substitutes” in the minds of customers.
Brand storytelling is a strategic imperative not a promotional tactic.
Many marketers conf use the two. In our brand consulting work, I’ve heard many marketers complain, “We
just don’t know what our brand story is about”. Or worse, “no one seems to get what our brand story is
about”. Seemingly ubiquitous marketing obscures the transcendent storyline of what makes brands
matter to people.
There are three drivers of
brand storytelling strategy -
purpose, method and
opportunity. These drivers
work in parallel with stories
customers tell to the tribe and
stories brands tell to the tribe.
For enlightened brand
marketers, storytelling is a
powerf ul means to build
enduring connections as we
now live in a culture
characterized by participation,
interaction and dialogue.
Brands must have a storyline
anchored in a human purpose
rather than a commercial one.