I’ve written about this before, but not for a while. And anyway, I’ve written about everything before, or everything I know about financial services branding and marketing at any rate.
This is the second blog to be sparked by the Financial Services Forum session about customer experience, and how as things are currently organised there is very rarely any attempt to differentiate it: as we said in the meeting, those involved are all preoccupied with moving along the axis that goes from “bad” to “good,” but hardly anyone pays any attention to the axis which goes from “generic” to “different.”
All this reminded me of a theory which I used to feel quite excited about, that the differentiation of many of the strongest brands flowed, directly or sometimes indirectly, from the personal idiosyncracies, beliefs and even in some cases prejudices of the people responsible for them (and, most often, the business’s founder/s).
I’ve written before, for example, about the way that the emphasis on nutrition and food value in the Mars Bar brand stems not from clever research insight into ways to help consumers feel less guilty about consuming them, but rather from the deeply-held personal views of the eccentric food scientist Forrest Mars, back in 1920s America, about the dietary benefits of chocolate. Or how McDonald’s achieved a role as the family restaurant of choice in 1950s America because the founders happened to have a thing about cleanliness and hygiene which made McDonalds acceptable to families in a way that greasier burger joints could never be.
There are loads of other examples, from Anita Roddick’s ideas about beauty without cruelty which gave the original Body Shop much of its distinctiveness, through to IKEA’s obstinate determination to stick to their Swedishness even when expanding into markets where half their product names sound like swear words or skin conditions.
Yes, it’s true, I’ve said all of this before. But what I hadn’t realised until now was the extent to which a large, growing and successful part of the external consultancy marketplace is spending all its energies in helping clients manage their customers’ experience at best without any regard to this kind of idiosyncracy, and at worst with a view to stamping it out wherever they can find it.
The result may be (I say “may” because I’m not at all sure) customer experience which is gradually getting a bit better, but it certainly isn’t customer experience which is getting any more different.
It would be unfair to blame the customer experience industry for not getting brand, or indeed for not getting idiosyncracy as a major component of brand. It’s not a big issue in their world, or in the worlds of the clients who hire them.
Look at it the other way round, though and it’s a very different picture. Customer experience is a huge thing in my world, and in the world of anyone who cares about brands in service industries. It’s up to us to get our point of view across to the people who haven’t got it yet.