Marketing Major Appliances – A Market Study

Introduction

Step into a Home Depot, hhgregg or any of the other big-box stores and you can see just how much space is devoted to selling and marketing major appliances. Lowes and Home Depot now account for the lion’s share of major appliance sales along with Best Buy. (Sears once the dominant player but that retailer blew it.)

Marketing major appliancesThese big box retail environments try to cram as many major appliances they can into their stores to reap the benefits of the high margins the major appliances provide.

These retail locations often have many different brands in an attempt to cover all bases. But how does a consumer decide on which brand to purchase?

Sometimes the reason to buy is to replace a worn-out or broken appliance. In many of those cases, consumers generally want the same brand to match their other household major appliances.

Others may have experience with a particular brand and still others know that they are simply in need of a new appliance.

Since there are some manufacturers that produce a number of brands (such as Whirlpool), do customers choose on the basis of manufacturer or brand? For the purposes of this study, we will only look at consumer brands, as marketing major appliances are based on brand not manufacturer.

What is important here is to look at the individual brands to get an understanding as to just how similar they all are and where there is room for them to improve.

What follows is a snapshot of where we see major appliance brands today.

The High-End/Premium Segment

First, let’s examine the high-end or premium segment. We won’t spend a whole lot of time on this segment only because they account for a very small percentage of major appliances sales in the US, though it is increasing.

Viking

Marketing Major Appliances - Viking LogoViking has fallen on hard times. Just a few years ago, Viking had a premium price point the quality of its products did not warrant. Issues, particularly with its wiring and general overall quality, plagued the company.

Marketing Major AppliancesAt that point in time, Viking was not manufacturing much of its appliance lines. In 2013, The Middleby Corporation acquired Viking and it has completely re-engineered the product lines.

Since then, Viking has regained some of its clout. But, as a brand, it is much need of repair.

Viking’s messages are expected, introducing the new Viking as something better. That is a defensive position against the competition.

Being better than what? Better than the way its appliances used to be or better than all other major appliances?

If it is the latter, that is not a claimable position because there is no opposite claim. Without an opposite claim in the market (“We’re worse!”), it does not provide a choice. For a brand to succeed, it must say who it is for and, often more importantly, who it is not for.

Miele

Miele is a German manufacturer with the themeline of Immer Miele LogoBesser, which means Forever Better. Like Viking, Miele talks about the product and not the user (big mistake). It’s still a pretty strong promise, as far as it goes.

It is a reminder that the product will actually be better forever and gives the consumer the confidence that they are always ahead in the technological changes in the market. That feeling – being with a winner – can be a strong claim. It suggests that you, the customer, is a winner by association.

Wolf/Sub-Zero

Sub-Zero Wolf LogoThe Wolf/Sub-Zero brand, with its characteristic red knobs and stainless steel finishes, has a pretty solid history of quality and performance – except when your built-in refrigerator needs repaired. The built-in workings of the appliances means repairing them is expensive and may require you to buy a whole new appliance.

That being said, Wolf talks about creating moments worth savoring. Is that about creating a moment or creating good food? From a brand perspective, it is a mixed message. Brand works best when it is single minded.

Make no mistake, the Wolf and Sub-Zero brands have generated growing awareness and preference. The red knobs of the Wolf major appliances and the stainless of the built-in refrigerators are iconic and the brand has been very successful in working with builders who specialize in high-end homes.

Thermador

Thermador LogoThermador has been around for quite some time. It focuses on innovation, as there have been many in its history. One of its exclusive features is the 5-star burner design, which serves a functional and cosmetic purpose. Its tag line, real innovations for real cooks, does a decent job recognizing the customer but it stumbles because it is still about Thermador.

One of the problems with the position of innovation is that, with the speed of technological change, innovation has become a table stake in the category. This is particularly seen in major appliances on the next tier down.

There are refrigerators that are connected to the internet and can send pictures of their contents so you know what you need at the grocery store. Even washing machines now have two separate washing areas. While Thermador promises innovation in cooking specifically, that is still a table stake promise.

Jenn-Air

Jenn Air LogoWith ovens that can connect to your mobile devices and touch screen ovens, Jenn-Air looks just as innovative as Thermador. However, Jenn-Air leaves the consumer guessing as to what its brand actually means.

Jenn-Air says its brand is about “sophisticated design, innovative technology, and exceptional performance.” So in other words, it has high-end major appliances. Actually, that theme could really apply to any appliance brand as the emotional difference between them is slight.

Bosch

Bosch LogoBosch is a bit of a tweener, falling both in the premium and mass-market segments. Some would argue that Jenn-Air might be in this spot as well. Bosch takes the same approach to its brand as does Jenn-Air, although it encapsulates it more clearly with “Invented for life.”

Bosch talks a little about its attention to detail and, much like Jenn-Air, says its major appliances represent, “uncompromising quality, technical perfection and maximum reliability.”

As a business, Bosch has done an excellent job in product performance, especially in its dishwashers and cooktops. Its dishwashers especially are viewed as some of the best on the market today.

There are a number of other high-end brands but all of them are much of the same. Brands like La Cornue, Bertazzoni, Gaggenau, True, Dacor and Aga Marvel tend to play in specific niches of this niche category, but their brand promises are very similar.

Other brands like Samsung, LG, Frigidaire Gallery and Professional, KitchenAid and Electrolux may have some products that are premium but, for the most part, they still mass market brands.

The sales process and what we know about premium major appliances brands

Looking at marketing major appliances in the premium or high-end category, there are a couple of things that stand out. For one, many attempt to differentiate with themes on design, the culinary experience, heritage and innovation. In other words, they all talk about the same things.

Marketing Major AppliancesTheir advantage is that consumers of premium major appliances are already predisposed to purchasing them. The premium appliance consumer is not one who, when the microwave breaks, heads to Home Depot to go get another one.

In a kitchen remodel, for example, a premium appliance consumer discusses appliance options with their designer or contractor who will lead them toward a particular brand or brands.

From the perspective of the premium appliance manufacturers, this is a terrible place to play in because they have no control. Marketing major appliances in this segment the brands cede control the contractor or designer.

There is little innate brand preference and that preference comes as a result of past experience with the brands. But that’s not stealing market share.

One thing is clear, premium appliance brands don’t know what drives customers to purchase their specific brands other than what drives a premium appliance customer to purchase ANY premium appliance brand – design, innovation, quality and cooking, if you go by what the market’s players say.

The Mass Market Segment

For the remainder of this study, we will look at marketing major appliances brands that are readily available, particularly in big box retail.

SamsungSamsung Logo

Samsung does have a premium-like line of major appliances called Chef Collection, but the vast majority of its sales are in mass market. It is a bit difficult for consumers to separate the Samsung appliance brand from the Samsung Electronics brand – especially since Samsung has used the same actors for both, Kristen Bell and Dax Shepard.

Samsung Electronics ad:

Samsung Washer ad:

Samsung is attempting to create a lifestyle. After all, Samsung can be used for everything from phones to major appliances. That is actually one of the things that makes it approachable. It’s clear that Samsung is leveraging its innovation-driven electronics brand to drive preference in the appliance market. It wants to be known as a technology expert.

marketing major appliancesThe problem with this strategy is that a product failure, product substitution, or, more dangerously, a technology failure on either side hurts the Samsung brand as a whole.

And let’s be honest for a moment, when you see the washer ad, how innovative is it if you can add to a load mid-cycle? Top loading washers have had that capability for years. If you are really concerned about adding additional items, wouldn’t one just choose a top loader in the first place?

Samsung tells the consumer that its major appliances can handle anything you can throw at them. The messaging is all about what the major appliances can do with the single exception of the ranges in which the messaging shifts to what the consumer can do with the range.

Although Samsung blurs its electronics and major appliances brands, neither owns a distinct position in the market space. For the Samsung appliance brand, you get design, innovation and ease of use.

All are table stakes of the category. Nothing Samsung says is a true reflection of the customer or who the customer aspires to be when they use the brand.

LG

LG LogoLG feels very similar to Samsung but humanizes its brand when marketing major appliances through its Life’s Good tagline. While not highly emotional, the tag line does attempt to connect with the consumer as if to say, “If you believe life’s good, then LG is the brand for you.”

However, it is much more likely that the brand is really trying to convey, “With LG, life’s good,” making the brand more about LG than about the customer it wishes to influence.

You also recognize that it’s about the manufacturer and not the customer by the way that the initials of Life’s Good are LG. If noticed, then the line becomes non-believable. It’s becomes only clever.

Much like Samsung, LG talks about innovation, design and ease of use.

LG Twin Wash Commercial

However, in a bit of a non sequitur, LG also introduces a new concept of fitness meeting fashion. This is a web series with Malin Akerman where she talks about staying healthy while looking great. The videos are a minute and a half long and she spends less than 10 seconds, at the very end, talking about the washing machine. These videos are clearly aimed at women who might connect with her but they do little in terms of building the brand of LG.

LG Side Kick where fitness meets fashion:

Unlike Samsung, LG is trying to market by just being different. Differentiation in the marketing sense requires two things: being different and being better. Other than the loose tie with fashion and fitness, there is nothing in the LG brand that represents anything better.

GE

GE Appliances LogoGE has a number of sub-brands: Profile, Café, Artistry, and Monogram. All of these GE sub-brands cite design and style as differentiators but there are some other differences as well.

GE Artistry

GE Artistry is the Target of the GE family of major appliances. It claims to be the height of appliance design and style, but it has stripped down all of the fancy features (like a timer on their range, for example) to give consumers major appliances that heat, clean, cool and cook.

Like the Target brand, GE is attempting to make GE Artistry cool, cheap and chic. It is a slight change in the marketing major appliances strategies.

This is a good example of an appliance brand understanding its consumer. There are many consumers who are just starting out, perhaps buying their first major appliances and who are drawn to a brand that enabled them to buy style without breaking the bank.

Below is a co-opted online ad of the GE Artistry series where the brand differentiators of cool, stylish and inexpensive are clearly laid out.

So the question is, does cool overcome cheap in major appliances? Major appliances by their very nature are meant to last for a considerable amount of time. With the GE Artistry sub-brand, at what point does the cool factor wear off?

While it may have a certain style today, appliance style may completely change in a matter of just a couple of years. For anyone thinking of an appliance that is supposed to last more than a couple of years, GE Artistry is probably not for them. From a brand perspective, the GE Artistry brand is often too of the moment.

GE Cafe

The GE Café sub-brand claims to be restaurant inspired. GE Café is also the only one of the GE sub-brands that says anything about innovation. The intention of the GE Café brand in marketing major appliances is to be for the serious cook who needs the features and power of restaurant quality major appliances.

This first ad discusses the power and advanced cooking technology of the major appliances to take “food further.”

What is seriously wrong with this ad is that it gives no credit to the cook. The ad is about the major appliance. While it assumed that a consumer knows that major appliances alone can’t make food, the argument is backwards. “GE major appliances take food further.” Rather, the argument should be “If you are always looking to take food further, GE Café is designed for you.” Then it becomes a real reflection of who the consumer aspires to be.

Compare that with the ad below:

While this ad demonstrates the innovative feature of the Keurig brewing system, it portrays this innovation as something that’s normal. It just makes things easier and good enough for everyday (and extra special days). All the power and advanced cooking technology seen in the other ad, and what GE Café is supposed to be about, is completely gone. Now the GE Café brand is about ease of use and everyday cooking.

GE Profile RefrigeratorGE Cafe RefrigeratorGE’s other brands, such as GE Monogram, GE and GE Profile, are about sophisticated style, craftsmanship and modern style, respectively. GE Monogram is meant to be GE’s high-end brand where the GE and GE Profile sub-brands are the everyman’s brand.

Instead of consumers identifying with a particular sub-brand of GE, they are stuck comparing features and price between the brands. There is no true preference.

That opens up the rest of the brands at Home Depot to the consumer’s considered set. The power GE thinks it is getting from differentiating its sub-brands actually makes the brands more suspect to competing non-GE brands.

In marketing major appliances, GE has tried to segment its market to the point where it is trying to be all things to all consumers. As such, it is for no one. GE wants to leverage the power of GE throughout all of its sub-brands but is depending too much on the consumer to be able to navigate them.

Walking into a Home Depot, for example, you can find all of these GE brands sitting together with price hangtags. There is nothing differentiating one from another thus canceling out any brand differentiation and reducing the individual power of marketing major appliances. How is the GE Café refrigerator that sells for $2700 any different than the GE Profile that sells for $2300? Standing in the store, is the GE Café brand worth $400 more without an ice and water dispenser?

Whirlpool

Whirlpool LogoWhirlpool has a bit more of a heritage than others, particularly in marketing major appliances. Its products promise innovation and design much like everyone else.

But the innovation and design come as a result of Whirlpool’s corporate position of making the most out of the moments that matter and innovation that develops at the pace of life.

Corporately, Whirlpool is focused on avoiding flash. Its major appliances are designed to be as easy and flexible as possible so that they do not impede running the house. Whirlpool understands that major appliances are simply tools to do tasks.

In this ad, Whirlpool credits consumers with taking care of their household, knowing that care can be messy. Then the ad posits how the product can help you “care.”

In this ad, the caring aspect of the brand is still present and is much less about the products than about the whole idea of caring. Whirlpool has successfully separated the product from the act of using the appliance in its strategy of marketing major appliances.

marketing major appliancesJust about anyone with children can think of a time where they were in a similar situation. Parents make lunches for their kids (yes even with cute notes) and they do laundry when a child falls in the mud or has an accident.

At those times, the appliance that keeps the food cold or washes the soiled clothes is irrelevant. It is everyone’s expectation that, when they go to the refrigerator to pull out the lunch meat or put a muddy shirt in the washing machine, that the food will be cold and the shirt will be clean.

These are table stakes of the entire appliance category. The brand of appliance does not matter.

In print, Whirlpool tries to convey the idea of being designed to simplify.Whirlpool Refrigerator Ad

Whirlpool says its refrigerators are not simplified but that their refrigerators somehow make “your coolest creations simple.”

Whirlpool should certianly be commended for at least attempting to make its brand a reflection of the customer, but can a refrigerator make what a consumer wants out of its contents more simple?

While the brand of Whirlpool is certianly a feel-good kind of brand, it lacks a key ingredient to incite change in a behavior. It is not pursuasive.

The Whirlpool brand wants consumers to believe that choosing another appliance brand will get in the way of running the house and taking care of the family.

Unfortunately for Whirlpool, that simply is not true. Unless the appliance is broken, which happens to all major appliances, getting in the way of running the house is not a point of failure. All major appliances work and are easy to use.

 

 

KitchenAid

KitchenAid Logo

KitchenAid is probably best known for its stand mixers and food processors. But it does have a full line of major kitchen major appliances as well.

Its brand is for those who create, paying homage to the users of the appliance for their ability to create.  KitchenAid does bring the consumer into its brand, probably better than the rest of the competitive landscape. The spot demonstrates that the user has more control over creating even better dishes with the KitchenAid line of products.

KitchenAid backs up those statements with the table stakes of design, performance and features to back up this idea. The important part is that the main themes are the reasons for preference and, therefore, make the table stakes more important.

Maytag

Maytag was once the king of marketing major appliances. There was a time when Maytag had a single message represented by a single iconic figure, the lonely Maytag repairman.


Jesse White was the original “loneliest guy in town” and that campaign went on for nearly 50 years. As everyone knows, the Maytag repairman was so lonely becase he had nothing to do – Maytag washers and dryers, and other major appliances, were so dependable that they did not need repairing.

In 2014, Maytag shifted their approach to the Maytag repairman:

The more active repairman is no longer a repairman. Rather, he represents the “hardworking hum of a Maytag home.”

marketing major appliancesMaytag once owned the whole idea of dependable in marketing major appliances. In much of the same way that Volvo once owned the idea of safety, Maytag very successfully owned what is supposed to be a table stake value.

However, as competitors’ products became more reliable, Maytag shifted its once iconic position.

While the concept of dependability is not as pronounced as it once was, it is still tightly woven into the fabric of Maytag, at least in words. It talks about its products as being “All kinds of (insert kitchen product category), one kind of dependable” or “You can’t have delectable without dependable.”

What is odd is that Maytag has nearly dropped all references to dependable in its print ads, with its washers and dryers and kitchen major appliances, instead focusing on best-in-class cleaning and hard work. It is a change fir them in the strategy of marketing major appliances

Even the print ads are missing the idea of dependability.

Maytag OvenMaytagPrint1_800

 

 

 

 

 

 

 

 

The equity of dependability is gone. It is is now simply nostalgic.

Maytag has diluted its brand with the repurposing of the Maytag repairman. Because dependability is now a table stake, it was right to step away from it. However, Maytag has landed in a spot that is unemotional (although quirky).

Fridgidaire/ElectroluxFrigidaire Electrolux Logo

We can combine these brands because there is so little difference between them and they are part of the same company. For the most part, Electrolux, the parent company, makes the same products for both then labels them differently even though there isn’t much difference between them in the first place.

The Fridgidaire/Electrolux brand as it currently stands is about time savings.


It has attempted to demonstrate how all of their kitchen major appliances can save their owners time, either with stainless steel that reduces fingerprints, faster preheating or a dishwasher that has more water coverage.

However, while time savings may not be completely applicable to a smudge proof refrigerator, Fridgidaire/Electrolux does a good job with living up to that promise with its washing machine, which can clean a load in 20 minutes.

marketing major appliancesFrom a brand perspective, the question is, “Is time savings a brand or a characteristic of a brand?” Further, is it the single most emotionally intensive thing that could be said to get a consumer to consider the Fridgidaire/Electrolux brand? What makes marketing major appliances effective?

To answer the first question, the idea of time-savings is not really true to all of Frigidaires products. Its gas cooktops don’t boil water faster, its microwaves don’t cook faster and its refrigerators don’t cool faster.

Secondly, do consumers who purchase Frigidaire products see themselves as someone who saves time or do they buy them because they believed they were the best value? Or do they believe that the product has the most features?

In marketing major appliances, there are other brands – Kenmore, Hotpoint, and Amana for example (all manufactured by Whirlpool). Hotpoint and Amana are low-priced value brands. Kenmore, once highly sought after, has become an also ran in this category, partly because of Sears/Kmart’s struggles and very limited distribution.

Summary of Marketing Major Appliances

What have we learned about marketing major appliances? It’s pretty easy to divide the category into two – high-end major appliances and mass market. Brands have a distinct fit in to each of these very broad categories.

After that, things get pretty murky.

Marketing major appliancesMarketing major appliances in the high-end segment, brands talk a lot about luxury, innovation and creating an experience. There are varying degrees but thematically each of them fall here. In effect, all of the high-end brands are claiming table stake values.

What the premium appliance brands have in their favor is that there are fewer of them to choose from, so each can have a bigger piece of the market share pie than their mass market brethren.

The high-end appliance brands work very closely with builders, interior designers and architects to build a relationship with the brand. Secondly, these brands either have a dedicated sales force or are sold only in stores that sell other high-end brands, making the sales force more knowledgable about each brand. The caveat to both of these advantages is that the brands are giving up control to a third party to sell their major appliances.

Marketing major appliancesIn marketing major appliances in the mass market, the story is even bleaker. The mass market brands have done a poor job in creating differentiation. The brands have nothing to do with the user and instead are all about the major appliances.

On the other hand, some brands attempt to own a table stake of the entire appliance category – innovation, design, style, it cools, it heats, it washes, etc. In effect, the mass market brands are trying to convince consumers to buy their brands simply because they are major appliances.

Further, there are any number of retail outlets selling one, two or all of the mass market brands. The brands are mixed up on the floor with specific major appliances grouped together. Consumers are then forced to make decisions on the brand of appliance based on features and price.

Marketing major appliancesEven if a consumer has a preference for a particular brand, with all of the brands present, that preference could easily be overcome by a feature or a sale on another brand. That’s because in the marketing of major appliances, brands themselves have not given anyone a real reason to choose.

Sure, appliance manufacturers and brands are likely saying, “Oh, we are the best designed, we have a washing machine that you can add to mid-cycle, or we make our major appliances easy to use and clean.” But again, those do not create preference. They should be the supporting points for an emotional brand that creates loyal customers.

Like Electrolux/Frigidaire’s attempt to capitalize on the idea of saving time or Maytag’s durability claims, it should be woven into everything the brand is and does.

This does not just apply to the mass market brands. The high-end brands should also take note. As this space becomes more and more crowded, the survival of all appliance brands may depend on it.

There is a better way

When marketing major appliances brands that can connect with and be a reflection of the consumers will have a distinct advantage in this category. In marketing major appliances, it would drive preference if a brand could give consumers the answer to, “Who am I when I use this appliance brand?”

Marketing major appliances This answer must come directly from the consumer’s beliefs not simply a fulfillment of a passing want or need. Beliefs are powerful. They are not transient but rather enduring guideposts that influence each and every decision we as human beings make everyday.

When brands are really derived from belief, not just wants and needs they have the DNA of the consumer built in them and resonate on such an emotional level that choosing a different brand would be akin to emotional suicide – a consumer would actually be choosing against who they believed they are or aspire to be.

Its easy to satisfy a want or need there are many options with many substitutes.

Aligning with a belief, now that is something different and in marketing major appliances, brands would be wise to pay attention, because the opportunity is there to steal market share.

A market study in the era of Peak TV

The winners and losers of Peak TV, and what Apple TV can do about it

We are living in the world of Peak TV, a term coined by FX President John Landgraf a few years ago – and he was right in many ways. We are living in an unprecedented era in which the TV options are more varied, more accessible, better overall and just plain more.

In 2015, there were a whopping 409 original scripted series, which is double what was produced six years ago and is now a record. 2016 promises to top that.

Landgraf coined that term because he believes the industry can’t sustain that kind of production. There are only so many eyes watching screens so how can more than 400 shows exist and networks continue to succeed?

For the first time, networks are taking on the challenges of Peak TV by viewing themselves as brands rather than simply deliverers of content. If you’re just a collection of shows without a guiding principle then you won’t succeed. That’s true in television and it’s true in any business.

How do networks figure out their brand? How does it affect which shows a network airs? And how can brand aid in the battle against (or co-exist with) the streaming giants of Netflix, Amazon and Hulu?

With most of us waiting breathlessly for a groundbreaking Apple TV to fix this problem, what are the networks doing now and what should Apple TV look like? What is the future of Peak TV?

The streaming networks changed everything

Let’s start answering those questions by addressing the elephant in the room: Streaming networks. They have significantly changed the landscape because it took the power from the networks and gave it to viewers. No longer would consumers be beholden to what the networks offered and when they could see shows.

The viewer emerged as the one in control.

Netflix
Netflix changed the way we watch TV.

Consumer control is now the way of the world. The days of being told that you could only watch a limited offering at a certain time are gone. That is the single biggest reason why the streaming networks have succeeded.

Sure, their offerings have often been stellar. But that’s only a small part of it. Netflix, which started as a mail order DVD rental service, didn’t really take off until it jumped into streaming with content that was early seasons of current and past shows from other networks.

You might even remember the outcry when founder Reed Hastings planned to split the two sides of the Netflix business into two different brands, causing fears among Netflix customers that their subscriptions were going to double. Hastings backed off.

The success of Netflix was in giving customers control, thus positioning TV networks as out of touch and even arrogant. The idea that you could only watch what you wanted under somebody else’s rules created images of TV execs sitting in their offices and smoking cigars like Mr. Potter in It’s a Wonderful Life.

Netflix also structured its services as subscription based instead of on a pay-per-view basis. I’ve always thought that one of the reasons Apple has struggled with its online services is because it is not subscription-based. In music, Pandora and Spotify have overtaken the industry because they’re subscription based. When Apple finally released a subscription-based Apple Music, it was too late. (That and other problems.)

Subscriptions add the illusion of control because, subconsciously, the viewer (and listener) believes they are watching (and listening) for free. When you charge on an individual basis – like what Louis CK did recently with his critically acclaimed series Horace & Pete – many commentators were outraged that the comic would charge per episode. How dare he?

The advantages of being a cable network

Before we go any further, let’s put this out front. We’re not going to examine the broadcast TV networks: NBC, CBS, ABC and FOX. Those networks still air shows that get high ratings and bring in tons of money even if their ratio of failure is enormous. In fact, they are the ones hurting the most from Peak TV.

We’re more interested in the networks that have upped their sophistication, matching the tastes of the television watching public and critical landscape. Let’s focus on the cable networks.

Within them there are subsets. There are the prestige networks like FX and AMC (for my money, the two best networks on TV). Then there are the niche players, ranging from a powerhouse like ESPN to The Food Network, Bravo and Nickelodeon. We’re not going to get much into the niche networks but just note: They should not be ignored. HGTV’s Fixer Upper, for example, is a ratings juggernaut.

A third subset is the premium channels like HBO and Showtime, which have a different delivery and payment system than the rest.

What are the advantages to each? For FX and AMC, they have each created a prestige brand based on the success of its shows. Breaking Bad and Mad Men made AMC. The Shield provided liftoff for FX.

Peak TV
Two shows that lifted the AMC brand.

Both networks then became known for high-level, gritty programming that led for FX to roll out Justified, The Americans, Fargo and The People vs. OJ Simpson. All are terrific.

AMC had original programming before the double whammy of Mad Men (July 2007) and Breaking Bad (January 2008) gave it the identity it has now.

What’s interesting about each is that they both started as niche programmers. AMC was the place for cheesy moves from the 70s and 80s. AMC, after all, stands for American Movie Classics. (Although its definition of classic was different than mine.) FX was the place for special effects-laden action movies that had completed their theater and premium channel runs. (The name FX was actually supposed to mean FOX +, of a sort. But the movies they aired suggested otherwise.)

Therefore, each had to overcome pre-conceived notions about themselves.

To do that, each rebranded itself with an actual meaning. AMC rebranded under the theme of “Story Matters Here,” which immediately set it apart from both its past history and other networks. (The less said about its current theme, “Something More,” the better.)

FX added the theme of “There is No Box” (meaning, think outside the box). Soon, the programming each offered fulfilled their promises – that they were different and better.

Could they work as a streaming service? Well, each has a streaming app today and they are two networks that most rely on so-called second-day ratings, meaning viewership measured by DVR recordings, cable on demand and streaming from their apps. Sure, it could work as a streaming service.

Peak TVBut part of the advantage of being on a cable (or satellite) system is increased awareness and brand recognition. You have the ability to promote your new shows during commercial breaks of your current ones. While cutting the chord is becoming increasingly popular, only about one in seven Americans have actually done it.

There’s another advantage that needs to be addressed. The Internet, specifically, the online press. The critical TV landscape changed when some sites, like the now defunct Television Without Pity, began recapping shows that aired the night before. Those recaps started out as funny jibes (the recaps of Survivor on TWP were freakin’ hilarious) but have now become serious journalism.

Any website that covers TV in some fashion now has re-cappers – and that includes The New York Times.

While those re-cappers do write about the streaming shows from Netflix, Hulu and Amazon (AV Club is probably the most robust of them all), it’s what has aired to the nation the night before that gets the most ink and attention. There’s a different immediacy when recapping the day after most viewers have watched that program.

In the age of Peak TV (or, as Hollywood Reporter critic Tim Goodman rephrased it, “Too Much TV”), generating that kind of chatter and momentum puts you in the current zeitgeist. Google how many sites are still trying to find ways to recap Game of Thrones weeks after the last episode of Season 6 and you’ll get my point.

The premium channels

The dominant premium channels are HBO and Showtime, with subsets also succeeding (Cinemax, owned by HBO, and Starz). Their advantage is that they are compensated directly from the cable subscriber, a kind of Netflix with a middle man (the cable system) and a regular programming lineup.

Considering what we have examined before, premium channels would seem to have the best of both worlds. You have subscribers (like Netflix, Hulu and Amazon). You have the advantages of being on air (like FX and AMC). And, in the case of HBO, you also have a standalone streaming service available without a cable subscription.

The HBO model is the best in the industry, but you’ve got to wonder. In this era of Peak TV, does the future of HBO really look that bright?

I’d say yes because HBO built its business on the shoulders of the best brand in the business. “It’s Not TV. It’s HBO” was brilliant. It was a stronger version of AMC’s “Stories Matter Here” because it more clearly explained that HBO was different and better.

HBOIt also gave the network brand permission to do anything. It could do drama, comedy, documentary (it has the best documentary division on TV), comedy specials and movies. HBO is so good at branding that its theme for HBO GO, “It’s HBO. Anywhere” speaks to the control issue that streaming currently owns.

HBO has a model to follow, but there is another issue to consider.

The relationship between content and brand

As part of our brand relaunch process, we do a brand audit. This exercise looks at everything the brand does, both physically and emotionally, so we can be sure the brand can fulfill the promise. One of the values we examine is brand-product relationships. Do the products themselves follow the brand?

Brand AuditFor example, if the brand promise is about simplicity, do the products of the brand make things simpler for its customers? If they don’t, we tell the company that they shouldn’t create that product because the brand will become less believable. Do it only if it fulfills the promise.

How do the current networks stack up?

The interesting one for me here is AMC. “Story Matters Here” has directed the network to develop a menu of tough, interesting dramas. They may be of varied quality, but there’s no doubt that Preacher, Hell on Wheels, The Walking Dead, Better Call Saul, The Night Manager and Turn came from the same network. That’s not say they have the same style or storytelling angle, but that they fulfill the brand promise.

It’s when they networks away from their promise (if they even have one) when they struggle. For example, what does A&E stand for? Who is the A&E viewer? A&E stands for Arts & Entertainment, although the network has long dropped that association.

It has the successful Duck Dynasty (although it’s not as successful as it once was), but its lineup is littered with The Wahlburgers, Escaping Polygamy, Storage Wars and Bates Motel. The problem A&E has is that it doesn’t have a brand promise that can direct its programming. With that lineup, I don’t even know what that promise would be. This is a network in dire need of a rebrand.

Apple TV

Here’s what we know. Streaming networks have given back control to the viewer and probably started Peak TV in the process. Sophistication is in (even in comedy). And having a brand promise that is fulfilled by your programming is the road to success.

Visibility and preference win the day.

In reality, the way to create a successful network is the same process in creating a successful brand. You find the value that has the highest emotional intensity in the market (through quantitative research) and align your brand with that intensity.

The streaming services have done so well because their own models are aligned with a belief that had been increasing in intensity ever since Apple introduced the iPod: I believe things turn out better when I’m in control. That intensity has gotten stronger in the era of Peak TV.

The one thing missing in the TV landscape is a focused brand promise that is clearly stated and differentiating. Even with the positions of HBO and AMC standing tall, no one has clearly stated who the viewer is when they are watching that network.

Let’s make an assumption. Let’s pretend quantitative research demonstrated that the highest emotional intensity among viewers was the difficulty that FX President John Landgraf stated. That Peak TV means there’s too much good TV.

So how does Apple TV (or something like it) capitalize and align itself with that belief? Since we’ve been waiting years for Apple to fulfill the deathbed promise of Steve Jobs that he had “figured out TV,” we’re going to state what Apple TV should be.

It should be a portal that allows you to build your own network. Apple collects all the access to your channels and develops your own, customized network where you add shows and requests in one place. I’m not just talking about shows that appear on your cable system. It would include Netflix, Amazon and Hulu. That is, you would build your network with streaming networks, cable networks, premium channels and broadcast networks combined into one portal.

This may sound like something similar to a DVR, but not if you had the ability to have one search engine, program your networks, categorize your shows and, mostly importantly, see yourself in the brand itself.

You simply tell Apple TV (through Siri, I imagine) what you want to watch now and in the future, and it pulls it up in an interface that you control and program.

Apple CEO Tim Cook said the future of TV is apps. It’s in simplicity because right now (according to our imaginary research) viewers are overwhelmed with choices and have no easy way to navigate it all from all the sources at their disposal.

Our brand promise is that we make Peak TV watching simple because it’s the smart thing to do.

We have a brand promise and have given control to the viewer. It’s a demonstration of the way to win in today’s current TV landscape: To have a clearly defined brand. Without it, you are A&E.

In a way, I think that’s the problem the broadcast networks are having. The definitions of what describes NBC over CBS or any of the others are blurred, and often defined by on-air personalities. CBS probably has the best brand in the market but that’s mostly because it has procedurals that have many variations (such as the CSI and Law & Order series) and appeal to an older demographic.

Hannibal
The Peak TV show that got away.

We leave you with this. The most interesting broadcast network TV show of the last decade was Hannibal, a dreamlike expression of evil that was gorgeous and disturbing – and canceled after two seasons. It should have been a gigantic hit. But it aired on NBC and nothing about NBC’s brand gave it permission to run Hannibal. Viewers, therefore, were sure that Hannibal was a failure without seeing a frame of it.

If Hannibal had been on AMC, FX or HBO, I believe it would have been a smash.

Brand is the key to success for any business. It’s just as important in Landgraf’s Peak TV.

Predict the success of marketing. A Marketing Metrics

Predict the success of marketing. Predicting that influence on brand strategy

The Human Model | Motivators | Challenges | Desire | Familiarity | Leadership | Affirmation | Scope | Comfort | Change | Community | Summary

By Tom Dougherty

Introduction into the art of how to predict the success of marketing

The purpose for all messaging and communications is to have influence on the audience and to persuade it to act. However, getting your message to the proper audience in today’s economic climate is no longer an issue of choosing among the possibilities. Instead, it has become solely an issue of affordability. There is a need to predict the success of marketing messages. In retrospect, many experts have looked at the success of past advertising campaigns but hindsight is not valuable.

predict the success of marketing
A model to predict behavior

Companies do what they “need” to do, instead of what they “want” to do. How do you measure effectiveness and ensure that you win? These questions can be predicted if not measured. We needed a comprehensive model to predict the success of marketing so we created this marketing metrics. For that “need” to be effective, it must be the most meaningful in the market – and it must resonate considering the current situation, such as an economic climate that has changed the mindsets of consumers.

The unwillingness to address those needs and go with the same tired approach – messaging that’s nearly identical to what was delivered years ago and follows the tired reach-frequency format so many misguided marketers follow – produces a predictable, losing formula. After all, in changing times, there will still be winners and there will still be losers.  The difference between the two is one understands the nature of human beings and the other doesn’t.

If you seek to understand something, it always makes sense to model it. The science of physics has been modeling natural laws for centuries. The marketing metrics model presented here is a formula that takes into account the emotional intensities of the primary human motivators within any changing situation, economic or otherwise, to formulate messages that will resonate most strongly with audiences, and predict the success of marketing messages. With this marketing metrics model, you will learn to recognize the elements and, if form follows function, you will be able to understand how to influence and change the model. (Read how precepts control behavior)

The Comprehensive Model of Persuasive Communications for marketing and branding. How to predict the success of marketing A New Human Model for Persuasive Communications

to predict the success of marketing is the goal of any strategist and marketing matrix
How well will our marketing messages resonate

Human behavior can be modeled, as you will see, and this marketing metrics model in particular models the behavioral elements of persuasion. Let’s start by asking ourselves, what do we notice? How do we decide what is important and what we remember? When we examine the answers to those questions, we begin to re-think the waste inherent in current marketing. Looking at the elements of human behavior is quite different from modeling a communication process like reach and frequency. For this new model to be usable, it needs to act as a predictor of human behavior and, by definition, should be able to explain past communication successes and failures.

What Human Beings Notice Most

Human beings are egocentric. We cannot get out of our own way and see almost everything through the filter of self. As a result of this filter, what the receiver considers most when confronted with messages is not so much “what’s in it for me” (which is the traditional model of benefits and features) but rather “am I in it”? Human beings notice ideas and products that, in some way, reflect themselves. They remember products and ideas that help them accomplish their major goal of simply becoming themselves. That is why, if a doctor tells you to lose weight because of the onset of diabetes, we notice and pay attention to messages about weight loss — a message we might have ignored the day before. (Another example: Think of how many For Sale signs you saw when you were buying a house. Then think about how, amazingly, they seemed to disappear once you bought the house.)

The New Marketing Metrics Model to Predict the Success of Marketing and Marketing Messages

Imagine this: You are driving down the highway and you see a billboard that featured your photograph. Would you notice it, regardless of message? Absolutely. There is a communications process that empowers every message to become exactly that effective. It requires an anthropologist’s skill at understanding and modeling human behaviors and motivations. Once that has been uncovered, you would need to include that learning in the message itself. It would be nearly as effective – and in a similar way – as starting every message with the customer’s name and image. Through experience and empirical and scientific research, the human motivators have been effectively modeled here and the basic elements are cross-cultural, so personal impression can be noticed and acted upon. The basic queries in this marketing metrics remain constant regardless of culture or national origin. They are global. Understanding the eight elementary human motivators propels your message to the forefront and ensures it is remembered.

The Unquenchable Thirst for Meaning

Human beings, regardless of culture, seek meaning in all of their actions. (Consider this: We even talk to our dogs, expecting them to give reasons for the things they do.) This represents an opportunity for those communicators who understand this tremendous thirst for meaning. This means that the words we choose to create meaning to our messages and our brand is extraordinarily important. It means that everyone who is exposed to your offering or the communication of that offering sees this meaning and, in fact, will use the words you provide to them. This is a double-edged sword. If you get the meaning wrong, those with whom you are communicating will insert meaning that is not important or motivating to them and, therefore, fail to inspire them to your ideas, services, products or brands.

The Prime Motivators in the Marketing Metrics

The eight primary human motivators form the basics of self-identification and account for a human’s own sense of self — given that the fundamental needs for sustenance, shelter and health are sated. By addressing each of these in your message, you ensure that everyone who is exposed to your message (reach) will notice the message.

1. Affirmation 2. Leadership 3. Familiarity 4. Comfort 5. Change 6. Community 7. Desire 8. Scope

These eight prime motivators are the filters through which all messages are received, accepted, ignored or rejected. The more they reflect the “self-settings” of the recipient, the more likely they are to be acted upon.

Good Times vs. Tough Times and Times of Change

In creating this model, we looked at each of the eight prime motivators needed to predict the success of marketing messages and measured the differences between cultural norms in both good and tough economic times because most companies and brands in the U.S. have become handicapped by this situation. The marketing metrics model will demonstrate the differences in these motivators, predict success and explain failure. We are able to recognize the intensities of each motivator in relation to the situation as well as the rate with which they change during changing situations. In this case, that situation is economic: Going from “good times” to the “tough times” of today. The motivators below are listed in order of intensity during good times and tough times. Also, the way in which each motivator is defined changes slightly, depending on overall circumstances. It is those nuances that often make the difference between a winning message in the context of the times and a losing one. Each motivator has been given an intensity measurement, a ranking on a 10-point scale based on the particular situation. In addition to differing definitions, the rate of change for the intensity of a human motivator from one situation to another is referred to as Acceleration, and those rates are measured on a 10-point scale.

Tough Times
Good Times
1. Comfort 1. Desire
2. Affirmation 2. Familiarity
3. Familiarity 3. Leadership
4. Community 4. Affirmation
5. Change 5. Scope
6. Desire 6. Comfort
7. Scope 7. Change
8. Leadership 8. Community

Desire(Good Times intensity 6.0 — Tough Times intensity 6.5 — Acceleration 8.0)

In good times, the most important human motivator is Desire. It derives its power from its relationship with the other motivators. Simply taking into account the desires of the target audience that you seek to influence is not nearly enough to promise success. It is simply a starting point. A traditional usage and attitudinal study (U&A Study) can discover what people need or want and the results are then used to create messaging that fulfills those desires. However, there is a more powerful means to understand and use this dynamic — one that will make it useful to you as a predictor of success and as a tool to understand past successes or failures in the marketing metrics.

predict the success of marketing

In good times, the fulfillment of desires is defined as “What I Want.” In tough times, it is defined as “What I Need.” Comparing the relative importance of each definition in good or tough times demonstrates why the benefit you offered in relative good times will not resonate as important in tough times. As a general rule, all intensities are increased in tough times and each of the prime motivators is realized as more important. But understanding the nuances is critical in the marketing metrics because it’s what makes the difference between surviving in tough times. In this case, that means your message must be about “need,” not “want.”     Think of it this way: In tough times, you “need” products to simply do their job. In good times, you “want” something more. In tough times, we simply need coffee, so you accept the one at the grocery store. In good times, you want Starbucks. And thus, you have a predictor of what Starbucks is currently going through unless they adapt their communications to the particular nuance.

Familiarity (Good Times intensity 5.0 — Tough Times intensity 7.0 — Acceleration of 6.40)

All communicators understand how important familiarity is to any idea, product, or service because if someone is unfamiliar with that product or service they are less likely to adopt it as a new behavior. Familiarity is also linked to top-of-mind awareness in the marketing metrics but even that is misunderstood. It is not so much about the familiarity of the brand or product, but what is it about that brand or product that makes it feels familiar and at ease.

predict the success of marketing

In good times, the fulfillment of familiarity is defined as “What is Easy.” In tough times, it is defined as “What is Safest.” That is, in good times, consumers are looking to what makes things easy for them, even if its outcome may have risks. In tough times, risk is less accepted. Safe feels familiar to audiences now because it offers a refuge that may herald back to nostalgia.

Seeking the Familiar - predict the success of marketing

For example, when you are thirsty in good times, you might choose what is “easy.” That is, we might grab what is most available. In tough times, we seek “safest,” meaning we might inconvenience ourselves and go somewhere else for something that is healthier or cheaper.

Leadership (Good Times intensity 4.0 — Tough Times intensity 5.0 — Acceleration of 7.0)

When we think about leadership as a human motivator in the marketing metrics we are not talking about taking the lead on something as we might in geopolitical terms. We are talking about leadership in terms of responsibility — meaning, “Who takes the responsibility for this action?” It is an internal question asked by everyone before they take any action.

predict the success of marketing

In good times, from the point of view of the target audience, the fulfillment of Leadership is defined as “My Responsibility” (the consumer) and in tough times it is defined as “Your Responsibility” (the brand). In good times, audiences are more than happy to assume the responsibility because the risks are fewer. Once the element of risk has become more threatening, however, audiences want the responsibility to fall to the experts (or communicator of the message).

Leadership in good and tough times - predict the success of marketing

As strange at it may sound, according to the marketing metrics, we listen to experts more in tough times.  Even if they were the ones who let us down in good times. That’s because the responsibility has shifted. Choice, as we will examine more closely in Scope, becomes less of a motivator.

Affirmation (Good Times intensity 3.0 — Tough Times intensity 7.0 — Acceleration of 6.99)

One of the ways human beings seek meaning is by looking for affirmation in their choices. Consumers wish to make sure that all of their actions are somehow affirmed as “being correct.” As a primary human motivator – regardless of culture, product and category – everyone that your brand or marketing message contacts are seeking this sense of affirmation and certainty.

predict the success of marketing

Without this value in the marketing metrics, target audiences gravitate towards inaction: A refusal to make a choice or fall back into a habit of what “I have always done.” This is a surefire way to assure continued market dominance by the category leader. It means that if we do not provide our audiences with a sense of affirmation, little or no change will take place in the marketplace and the market leader will continue to benefit from this inaction.

Seeking Correctness - predict the success of marketing

In good times, the fulfillment of Affirmation is defined as making the Best Choice and in tough times it is defined as making the Right Choice. For example, in good times, we will look for the best choice in automobiles, something that is top of the line or sporty fits us best. In tough times, we look for those things that are right, such as a hybrid or something more economical. The world, in a way, has determined that it’s right. Talking about the choices consumers make in terms of affirming they have made the right choice makes your messages more meaningful in a difficult economic climate.

Scope (Good Times intensity 3.0 — Tough Times intensity 5.0 — Acceleration 7.75)

Scope is one the most complex of the human motivators in the marketing metrics. When we consider Scope, we see it in terms of how large audiences want their considered set to be. This is related to the other motivators, such as leadership or the transfer of the responsibility of the decision to others. What we seek to understand in looking at scope is what gives the customer or prospect permission to include the scope of either your product or category into their consideration.

predict the success of marketing

In good times, the fulfillment of Scope is defined as having many choices and in tough times it is defined as having precision and more focus. In good times, audiences seek a wide scope, with lots of choices. In tough times, we are looking for “right,” so more focus is needed. Our considered set is smaller and we often give expert advice more weight. This, for example, is why Borders (which is all about choice) found it difficult to survive in a difficult economic climate.

Defining Scope - predict the success of marketing

Comfort (Good Times intensity 2.0 — Tough Times intensity 9.0 — Acceleration 9.18)

Human beings seek comfort no matter the situation, but the intensity surrounding it is much stronger depending on that situation.

predict the success of marketing

According to the marketing metrics, in good times, Comfort is simply accepted as the norm. In tough times, it is actively sought. In good times, most of us feel that we already have comfort so a comfort message is relatively meaningless. In tough times, however, comfort is no longer a given. Therefore, we seek it and a comfort promise – instead of achieving, which has risks – resonates. Note the differences in intensities with this motivator within the two situations. It is only a 2.0 on a 10-point scale in good times. In tough times, it’s a 9.0 with one of the highest rates of acceleration among all the motivators.

Comfort in the ability to predict the success of marketing

Change (Good Times intensity 1.5 — Tough Times intensity 7.0 — Acceleration of 6.99)

The longing for human beings to be in control is a prime motivator. It is within the dynamic of change in the marketing metrics that the need for control becomes most evident. When we think about change as a key persuasive human motivator, we actually think about it as a barrier than as an attraction. The changing situation determines its intensity.

predict the success of marketing

In good times, the resistance to Change is simply uncomfortable and in tough times it is outright feared. Therefore, in tough times, change messages should be softened, otherwise they will feel to audiences like a loss of control.

Perception of change -predict the success of marketing

Community (Good Times intensity 1.0 — Tough Times intensity 7.0 — Acceleration 9.31)

Community in the marketing metrics, refers to the acceptance of the community that affirms our existence and is related to Affirmation. It represents the wish of all human beings to be part of an affirmed group. Very few people are capable of acting as completely independent individuals. Therefore, for the vast majority of people we wish to influence, we must understand the importance of community and the acceptance that community offers.

predict the success of marketing

In good times, the fulfillment of Community is simply about the individual and in tough times it is satisfied through the safety of numbers. In good times, you can risk going it alone – being a leader, a rebel, etc. – because there is less at stake. In tough times, there is too much at risk in going it alone, so you seek safety in a community or being a part of a group.

Seeking Community - predict the success of marketing

Maketing Metrics Summary

Companies and their brands have reached the point in which their communications must change in order to survive in such a changing market. The marketing metrics of the Comprehensive Model for Persuasive Human Communications allows them to alter their messaging so that it becomes more meaningful in context. If nobody adapts to the current context, the default choice will always be the market leader. But the situation actually presents an opportunity for those chasing the market leader (as well as for the market leaders themselves) that reaches target audiences so deeply it causes action. How the primary human motivators are addressed will become the difference between who survives and who doesn’t.

Definitions COMPREHENSIVE MODEL FOR PERSUASIVE HUMAN COMMUNICATIONS: A mathematical model that measures the impact changing conditions have on emotional intensities of primary human motivators. The model can be used to predict and formulate messages for brands that will resonate most strongly with target audiences.

INTENSITIES: The relative strength of human motivators expressed as a ranking on a 10-point scale based on the particular attributes examined by the model. ACCELERATION: The rate of change for the intensity of a human motivator from one state to another, measured on a 10-point scale.

VALUE OF MESSAGE CHANGE: A mathematical representation using intensity and acceleration to predict the value in terms of its overall impact on each motivator.

 

Download a Power Point Presentation of motivational-Cues and how to predict the success of marketing messages here.pptx
Download a PowerPoint presentation of motivational-Cues and how to predict the success of marketing messages on the link below

Download a Power Point Presentation of motivational-Cues and how to predict the success of marketing messages here.pptx

How to predict the success of marketing messages as a PDF may be downloaded here.

Republican Debate Survey Results

The Debate Format

Stealing Share sponsored a quick survey of people who watched the Republican debate on August 6, 2015 in Cleveland, Ohio.  The results are not terribly surprising but interesting none the less. The format of the debates raised a lot of hackles because of the sheer number of debaters. The viewers who took the study were evenly divided when asked if there were too many debaters.

 

debate survey results were there too many debaters

 

But they were less divided when asked if too many debaters were left out. Only 26% believed the field should have included the debaters that took part in the pre-debate debate.

debate survey results were to many left out?

 

Favorite Candidates

Donald Trump was the favorite candidate entering the debate by a large margin as 51.8% of the respondents held Trump as their favorite. None of the other candidates broke into double digits.

debate survey results who was your favorite candidate before the debate

 

Did the debate change anyone’s mind?

We wanted to know so we asked.  As it turns out, 26% of the respondents did have a change of allegiance after watching the debate but 74% stayed loyal tdebate survey results did you change your mind?o their pre-debate choice. The respondents hailed from both major parties with only Libertarians underrepresented. 40% said they were registered Republicans and 7.9% identified themselves as membersdebate survey results by party affiliation of the Tea Party. Assuming that Tea Party supporters tend to vote Republican, roughly 50% of the respondents could be classified as being Republican. Democrats made up 28% of the study and 22.5% called themselves Registered Independents.

 

debate survey results how much of the debate did you watch

Three quarters of the respondents said they watched the entire debate and two thirds said they watched the post debate commentary. There were only small differences in viewing when we broke it down by political party affiliation. Independents tended to watch less of the debate with approximately 50% saying they did not watch the entire debate.debate survey results how much did you watch by party affiliation

Who did they prefer after the debate?

debate survey results who won the debate

 

The winners here were Donald Trump, John Kasich, Marco Rubio and Ben Carson with Trump still leading by double figures. Jeb Bush and Chris Christie seemed to have lost the most ground. But the negatives seems most severe with Governor Christie and Rand Paul. When asked who they would not be willing to support in the general election, many of the top candidates had very high negatives with Donald Trump being the most polarizing. He was the favorite and in the top five of those whom voters would not support.

 

debate survey results candidate negatives

Ben Carson had the fewest objections to voters in the general election and Marco Rubio seems acceptable to most voters.

debate survey results most important issues

When we queried respondents about the issues that were most important to them in this election, only reasonable gun control and changing the US to a Christian country were considered unimportant. There were some interesting differences between these issues when we looked at the motivations of the Trump supporters.debate survey results Trump supporters most important issues

Generally speaking, the Trump supporters had higher intensities in the issues that mattered to them. And they mimicked closely the campaign talking points of the Trump campaign itself. Only reasonable gun control was viewed as unimportant with the Trump supporters and they were in favor of making the US a Christian country— unlike the rest of the respondents who did not favor this constitutional change.

Read my blog on the debate here

A list of Market Studies and Brand Studies

Find an appropriate market study on a variety of categories
A global perspective

Stealing Share publishes market studies on a regular basis. Our researchers and brand strategists look at specific categories. They evaluate the competitive set and look critically at the brand positions claimed by the various branded products and services.

These market studies are useful dissertations on a variety of categories and are designed to give marketers insights into opportunities and trends.

In the past, our market studies have created interest and caused a stir in many categories, including but not limited to retail, airlines, banking, consumer products, packaged goods, technology and insurance. These have resulted in Stealing Share being asked to contribute opinions for many vertical publications as well as countless news papers like the NY Times, Washington Post, Barron’s, The Denver Post, and the Wall Street Journal.

Find Your Market Study

Telling the truth from a dispassionate perspective is not the best way to make friends and influence strangers. Often what we have to say is considered bold and direct. It is how we do business. Our job is to find opportunities for clients to steal market share. This means we are looking for problems in categories and places where brands can stand for something that is unclaimed and important.

Many of our clients have come to us after reading a market study and recognizing that we strive to tell the truth. They themselves are hungry for growth and recognize that if you want to win you need to make sure you do not simply follow the conventional wisdom. In this way, part of our success can be attributed to the clients that pick us.

We recommend that you use the search bar to look for more related articles and blogs on your category of interest.

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