Amanda Sokell: On productivity


6 ways to improve your company’s productivity levels

Sorry but it’s not Brexit’s fault. It’s not even a result of the last recession. The UK’s productivity crisis is a behavioural problem. That’s according to Amanda Sokell who has been helping growing companies create order in their processes and systems for 20 years. She believes it’s possible to create momentum in workforces but, “until we recognise that our lack of productivity is a behavioural issue, nothing is going to change.”

For the latest Mindlab Academy interview, we get the inside track from Amanda on how businesses can overcome the lethargy, and ultimately profit from peak productivity.

Successful company with happy employees in modern office

Measure it

As with any change programme, you need to work out where you are and where you want to get to. ‘Productivity’ is a word we all talk about but very few organisations measure it. So work out what your productivity number is and have a plan about how you will do better, communicate it and track it. You can use tools like as a great starting point.

Set your stall 

What is your brand promise and does every person in the organisation know it? Every business is known for something and every person in every team has to know how they contribute to achieving that. It is in the collective that a vision creates momentum.

Know your worth 

People get confused between productivity and efficiency. Efficiency is doing something with the minimum amount of effort. Productivity is creating the greatest output for the least input and has a financial metric attached to it.

When a business doesn’t fully understand the value of what it’s doing and prices its services and products to reflect that, I hear alarm bells. Look at the costs of every part of delivery and reduce your outgoings as far as possible.

Spot your galvanisers

A massive correlation between levels of engagement and levels of productivity has been borne out time and time again in various studies. In short, we know this to be true: the most engaged workforces are the most productive.

Spot your galvanisers and identify what sets them apart. Find those that are dragging the company down. What is your model to move them up to the next level of engagement so they’re excited to be on the journey with you?

It’s not just about the individuals. Look at whether your environment and organisational set up helps or hinders people to do their best every day.

Get into the details 

The vast majority of ancillary processes are in tacit stage and have not been written down. They’re in someone’s head somewhere. You can sit in a room with five people and they will all come up with a different version of every process.

Nail down your internal processes to the extent that you would for your products. Make it explicit in a flow diagram. It’s remarkable how much of a difference it makes.

Reward it 

Make it clear to employees that increased productivity means a more profitable business, some of which will be passed on to them. Share success in the wage packet. Now that’s an interesting conversation to have with people.

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David Porter: On marketable innovation


5 steps to a marketable innovation

For the last 20 years, David Porter has been working alongside innovative startups to help turbo-charge their growth. Now an advisor at the Sussex Innovation Centre, he reveals his top five tips on how to make innovation happen.

Get a focus group together (but don't just ask your friends!)

1. Use your network

Talk to as many people in your target market as possible, accessing potential customers by asking for introductions through your network. Never make a cold call if you can avoid it. And don’t ask your friends about your idea, they will tell you what they think you want to hear.

Use your network’s other resources too. Identify who you know who could help and who or which organisations they, in turn, can introduce you to that offer support to help get ideas to market – from funding to office space to discussions with other innovators. 

2. Write it down now 

Translate your idea into a financial plan as soon as possible. Make sure that as early as possible you know your value proposition and what makes your innovation appealing to your market.

3. Always be lean 

You don’t want to spend £20,000 testing a prototype: you want to test the actual product idea. So carry out top level, robust market research. 

You can convince yourself of absolutely anything by doing biased research so make sure you use peer reviewed and reputable research from industry bodies. Keep asking questions about competitors and customers to make sure your assumptions hold true. 

Then get a focus group together and think carefully about the questions to ask so that you are ready to develop your actual product.

4. Develop resilience

You will come up against a lot of barriers so you need to work out how to be ready to overcome them. Always have alternative options in your back pocket and have the mindset to rework your plan. Build in flexibility to turn your innovation into something different.

If you are part of a team, communicate your vision clearly so everyone is pulling in the same direction and supporting each other.

5. Sense check your idea often

Ensure there is substance behind all your decisions. Don’t just crack on with all the technology development but regularly check with your audience that the product being created is what they need. 

Keep up the momentum by building in milestones and making sure there is always something new to show for all your hard work. 

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Dylan Evans: On biased decision making


Why it’s not actually bad to make biased decisions

“There’s a wide-held belief at the moment that human decisions are biased and therefore intrinsically irrational. But those two things don’t necessarily go hand-in-hand. We can be biased in a very rational way.”

So says Dr Dylan Evans, who during a fascinating 20-year career, has been extensively researching, teaching and writing on psychology and philosophy. He’s covered everything from AI and cognitive science to the placebo effect and the mindset of poker players.

He’s now a project manager at Mindlab and in this article, he reveals why bias has helped humans evolve and what you need to know to use emotions positively in brands.

Do you believe there is a case for gut instinct?

“Absolutely. A quick mental shortcut may seem like a suboptimal option compared to a completely rational way of making a decision. But if we were truly rational all the time, we couldn’t survive in a fast-moving world. Would coldly rational Spock from Star Trek, for example, be able to process decisions quickly enough in life and death situations?

“Say you are walking through long grass and see something out of the corner of your eye that looks vaguely like a snake. You panic and run away but when you turn round and look again, you realise it was, in fact, a stick. That seems like an emotional reaction has caused you to waste energy. But imagine someone who lacked this kind of fear response. He might make the opposite mistake and take time to look more closely at the object. In this way, he risks being bitten.

“In a more everyday situation, someone who spends time really considering what shampoo or cauliflower to purchase might be considered the perfect rational consumer but will probably take an incredibly long time to make it around the supermarket.”

Do people understand they are being influenced by emotions all the time?

“They do but they often underestimate the strength of the emotion they have so they will take it into account to some extent but not enough. In one set of tests we undertook, we asked people to imagine how they would react under the influence of a certain emotion. Then we used a priming technique to induce that emotion and people were affected far more than they had anticipated.”

How do you use this knowledge in your work at Mindlab?

“I’m always looking for the emotions we should be aware of in our research. For instance, brands should consider the impact on people’s emotions of:

  • Colour We all know in some countries blue is calming, red is exciting and so on. But did you know colour, amongst other things, affects how quickly people perceive time is moving?
  • Audio My colleagues undertook a test where French music was played in the wine aisle and it boosted sales of French wine. But when asked to explain the reason for their purchase, the buyers didn’t mention music suggesting it was only heard subliminally.
  • Children Parents are much more likely to be concerned about future generations so using young people in campaigns can encourage longer-term thinking.

“It’s not about using this knowledge to manipulate people. It’s about being aware of the full picture of how consumers are processing information so you can position your brand or product in a context that is both accurate and appealing.”

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Sally Smallman: On effective planning


7 habits of highly effective planners

In her 20-year career, Sally Smallman, global planning director for whiskies at Diageo, has worked both agency and client side on leading brands across the world. Based on her extensive experience, she gave the Mindlab Academy her advice on approaching the planning role. 

1. Be constantly curious

“The planner role is not always about providing the actual answers or solutions to issues. It’s about identifying the information and insights so teams can get to great, impactful and effective ideas. For me, that means actively looking at every issue from a new and different perspective to unlock the germs of ideas – what do we know about consumers, what different things did we do across markets, what happened with price and in store, and what might that mean?”

Screenshot 2019-05-21 at 12.42.24

2. Empathise without thinking

“I think it’s important to make time to understand your consumer and adapt your perspective to theirs, however busy you are. It should get to the point where standing in someone else’s shoes feels so normal that you do it naturally whenever you are building strategy, outlining issues or making decisions.”

3. Make ideas tangible

“If you’ve got something visualised or written down on a page, even if it’s wrong, it feels much more tangible and it is so much easier for people to react to. You get much better input from other people. Whether I am thinking about a growth strategy or a learning brief, I usually write down my broad ideas, share them to see how they land with others, and then we can collectively kick it around and build on it until we all feel confident we’ve got it right.”

4. Start with the decision in mind

“Any learning has to be designed in a way that it can be used to make decisions. Having more and more data doesn’t help. Exploratory research can just make everyone feel overwhelmed – we’ve learned a lot, but we still do not know how to answer the question at hand.

“So, I start with what needs to happen, the decision that needs to be made. I try to think about what would need to be true in the future. What would we need to know to inform a decision? What research will take the project forward? When research doesn’t land – and sometimes learning projects can just fizzle out – it is often because the link to decision-making hasn’t been thought through.”

5. Drive to action, quickly

“I lay out the process so people can see how we will get to a decision. Simple things like making deadlines clear enable teams to move quickly. One of the worst things you can do is let projects drift, and it happens most often when there is a lack of clarity.

“At the end of any learning phase, take a moment to really think about the results and learn from them right then and there. Think beyond marketing and about how your insights can help with fundamental business decisions. If you revisit it a few months later, the learning is still interesting but it’s often too late – the ship has sailed. Always ask: we now know this, what does it mean for this project, this brand, this business?”


6. Actively create the future for your brand

“Whether your vision is the same as everyone else’s or not, all planners should have an aspiration for the brand they are working on. How should this brand develop? What should we be in future? You should feel really invested in the success of the brand.

“If you can, take a role in shaping your company’s approach to marketing and building brands. Get involved in the mentorship of less experienced colleagues, however informal.

“Look to the tools and technologies that can take your insights to the next level. For me at the moment, that means moving beyond messaging, content and how people feel to how you actually trigger a behaviour change and measure what people do unconsciously.”

7. Focus on what matters most

“If you really genuinely understand what drives brand success, you can work out where you are best spending your time and argue for it. For instance, don’t underestimate focusing on visibility and building brand consistency – lots of activity and new launches will create noise but not meaning for consumers.

“Ask yourself what is really building this brand – and don’t forget that the basics like pricing, distribution and visibility are central to success.”

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Nathalia Figueiredo: On understanding your customer


Steps to truly understand your customer

Nathalia Figueiredo has been leading insight work for some of the world’s biggest brands for the last 15 years, including Procter & Gamble, Johnson & Johnson, Walgreens Boots Alliance and Allergan. She spoke to the Mindlab Academy about how she approaches consumer research.

Nathalia Figueiredo

What motivates you in your insight work?

“In my first role, what resonated with me was the importance of having empathy with the consumer. What is the consumer need? And can we even anticipate their needs in our innovations? That’s what still drives me to this day: how can we improve people’s lives by bringing something new to market that attends to their needs and helps them live better.

“The way to do that is to put yourself in their shoes. It’s not easy but once you’re there, everything becomes clearer and it simplifies the whole process.”

How do you put yourself in the consumer’s shoes?

“The first step is to go and talk to people in your target audience in an environment where they feel comfortable and confident to talk about themselves – that could be online, or it could be in their home. Come from the humble position of: “I am here to learn from you”.

“Ask questions about their background to understand their motivations. Exhaust the “why” question! And then ask, “What else?”. This starts to go beyond getting a cortex-based response.”

If that’s the first step, how do you then uncover their untold, unmet needs – those that not even consumers are fully aware of? Can you give us an example from one of your insight projects?

“When I worked on a campaign for baby products, we sought to truly understand the needs of today’s mothers. Maternity is changing, families are changing, so we wanted to know how mums feel in that environment.

“First, we talked to mothers. Empathy takes us to the consumer but it doesn’t explain every behaviour. When we ask them direct questions, they will answer rationally – they can’t tell us their intuitive response.”

Laughing babyWhat was the result of that research?

“By being holistic, we got to a much deeper level of understanding with the consumer, one that interviewing alone wouldn’t achieve. It allowed marketing and the creatives to be brave and go beyond the status quo on the development of their campaigns, and do so with much greater confidence than before.”

What else made that project a success?

“Listening to our agencies – they are the experts! Getting them to respond to a laundry list won’t get the best answers. As clients, we need to allow them to bring their expertise to the table. Tell them the problem, give them the whole background and ask what they think is the best approach.”

What developments are you most excited about within the industry?

“The fact that technology is enabling us to take our empathy to new levels. For the next generation of consumers, probably the way to generate more empathy will be through online tools rather than face-to-face.

“But beyond that, tech also means we can bring the same empathy which once belonged to quals into quant studies as well – because we can undertake more in-depth studies faster and understand intuitive reactions more easily.”

Thanks for your time and advice, Nathalia!

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Louise Southcott: On brand assets


Don’t flip-flop on your brand assets

When consumers are overloaded with options, brands that aren’t aware of what makes them stand out will struggle to survive, failing to catch the eye across the customer journey and at the point of purchase.

So what do consumers instantly, instinctively recognise about a brand? What makes packaging, ads or an online presence distinctive and memorable?

One thing is for sure, it’s not the brand name alone: pictures are seen 200 thousand times quicker in pattern recognition than words. So is it the logo? The colour? The font? The photography?


Louise Southcott, Managing Director from research firm, Link Consumer, believes brand assets go well beyond visuals to smells, sounds, taste and touch.

It could be the sound of a meerkat or a bottle of tonic water opening. It could be the specific taste of a ketchup or soup. It could be the smell as you open a package or as you enter a shop. Louise revealed to the Mindlab Academy her three key steps to identifying and developing a really strong, multi-sensory set of brand assets.

Step 1. Know your assets

Go out to consumers and check what sets you apart from competitors because your assets might not be what you think they are, and you might find hidden assets – colours, shapes, packaging styles you didn’t realise consumers associated with you.

Don’t ask: “Do you like our brand? Would you notice it?”. What people say they remember and what they actually remember is not the same. It’s got to work at an instinctive level so implicit testing is much more important.

Step 2. Create a set

Brand assets rarely work alone. There are usually a combination of factors that all work together. Think of Tanqueray’s typeface and green fire hydrant bottle matched with a red dot.

What other brand assets might you have?

Look at whether you can improve the supporting cast to your main assets. What are the items that currently feature in your brand that you could turn into assets and so create a set that is truly memorable?  

Guinness started to make the harp more central to designs about 15 years ago. Coupled with the font, colours and taste, it’s now a strong asset set that helps the drink stand out at the bar, in the supermarket and online.

Step 3. Stick with it

Just because a brand asset doesn’t have a positive association, that doesn’t mean you should get rid of it. Think about how you can update it rather than flip-flopping on your assets because nobody will know who you are or what you stand for. You can change the ads, change the packaging but what needs to stay the same is the assets as the point of continuity.

Look at Shell: they’ve always used a scallop shape and red and yellow, but these have developed subtly over time to be more modern and vibrant.

Assets can even be pain points – a quirk in the design. As long as they’re distinctive and memorable, marketers can then make the association a positive one. What’s important is that they trigger something in consumers.

Louise Southcott has been working in consumer research for more than 30 years and set up Link Consumer two decades ago to work with companies from Diageo to Heinz.

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Roger Dooley: On market research


3 trends set to shake up the market research industry

Roger_069What’s the future of market research? Who better to ask than Roger Dooley who has been working in the industry for over a decade and is the author of the influential Brainfluence: 100 Ways to Persuade and Convince Consumers with NeuromarketingHe spoke to the Mindlab Academy about three trends he believes will transform the industry.

Trend 1. Increasing acceptance

“Market researchers are recognising that simply asking people questions and doing focus groups isn’t enough, and can even result in misleading conclusions.

“Sometimes a survey is fine – you can get good answers if you’re asking questions like, “Where do you live?” or “What did you have for breakfast this morning?”. But when you start asking people more complex questions like, “Would you buy this product in the future if it was available?”, those are very, very hard for consumers to answer accurately.

“The predictive nature of neuromarketing is making it an increasingly popular market research option. That will only rise moving forward as companies are focusing a lot more on human behaviour than they were a decade ago. Now we’re seeing companies hire Chief Behavioural Officers who have marketing responsibilities but also support other groups like Human Resources on might need behavioural science intervention – for instance, to increase saving for retirement. It’s becoming an intrinsic part of the way we do business.”

Trend 2. Academic interest

“There have always been businesses that were really good at neuromarketing and lots of clients that were convinced they were getting revealing answers, but until recently there was still resistance from academics to categorising it as a science. That’s going away and we’re seeing more academic acceptance and we’ll see more studies into the area too.”

Trend 3. Falling costs

“Due to increasing tech options, the cost of neuromarketing is coming down – and will continue to do so. It’s not only the Coca-Colas and BMWs of the world that can now afford these studies. Mid-sized and even small businesses are starting to use it and that really opens everything up. Eventually, any marketing agency of any size will have a neuromarketer they work with either in-house or on a freelance basis.

“Wearables are a great example of how the use of tech will change the industry. With Apple watches and fitness trackers, people have biometric recording devices on them at any time and companies will piggyback off those devices (with permission) or create similar devices.”

What will happen as a result?

“These three trends are going to lead to a greater volume of neuromarketing insights, even more accurate tools and more refined ways to interpret data. This is an exciting time for the neuromarketing industry as it enters a new chapter that will see it grow and flourish.”

What advice do you have for marketers and insight managers?

“Define the exact question that needs to be answered because it determines the right technology and techniques. Then, when talking to neuromarketers, evaluate their work, see their case studies and make sure they can get to the crux of your issue. They won’t have a crystal ball but, compared to a survey or a focus group, they will give you a more accurate, more insightful response that actually speaks to human behaviour.”

Find out more about Roger Dooley on his website

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Paul Spirou and Russell Hales: On challenger thinking


6 ways to become the next challenger brand

Being a challenger brand with bold ideas and a clear mission isn’t just for up-and-coming, garage operations run by passionate mavericks. Paul Spirou and Russell Hales from creative agency, Ape, use challenger thinking to create brands and programmes for food and drink companies, from established players to maturing start ups.

This challenger thinking unearths a brand’s purpose, providing a structure and context to communications with customers. It is a reason for people to choose a brand over another. For established brands, it can be used to test the water away from core audiences, opening up new potential markets with new products.

But Ape say it’s not easy for companies to adopt this unconventional mindset and identify what really drives their whole business or a particular product. It requires both a commitment to a single, meaningful cause and the ambition and vision to push your category forwards.

So where do brands need to start when adopting challenger thinking? Ape offer their top six tips to the Mindlab Academy.

  1. Ask “why?” like a petulant child until you get to the very heart of it. Identify: why are we here? What made our founder so excited that they started this business? What is our ambition? Why would people choose us? Is it down to our products, our ingredients or components, how we approach sustainability, customer service, quality, local employment, employee engagement, supply chain…or something else? And why does that ambition even matter?
  2. Look outside your category. See what others companies are doing in other sectors to push their industry forward. What can be learnt from them? What can you adopt? Look at confectionery challenger, Tony’s Chocolonely. It has a clear mission: “100% slave free chocolate. Not just our chocolate but all chocolate worldwide”. Who even knew that there was a slave trade involved in chocolate, let alone built a business around it? If choosing between a bar that does this and a similar chocolate bar with no mission, the choice is simple. Oatley, BrewDog and Dorset Cereals are all well worth studying for inspiration.
  3. Be real. Your focus has to make sense, be truly deliverable and entirely authentic. If it’s not, people will sniff it out. Fast.
  4. Don’t aim to be like the number one brand in your market. By mirroring what has gone before, you end up promoting the market leader, amplifying all their good work. You have to try to go in your own direction. At times it might criss-cross with theirs but it should always be yours.
  5. Get the right people involved. Being a challenger can mean real, sometimes uncomfortable, change. It has to be driven by a key decision maker. You can’t force it up the chain. It’s a big commitment everyone has to make.
  6. Keep on going. Becoming a challenger is the opposite of an easy win. The answer exists but it can take time and tears to hit on the idea that genuinely resonates. But it’s well worth the struggle, providing both short-term and ongoing growth.

PS-ApeRH-ApePaul Spirou is Managing Director and Russell Hales is Creative Director at Ape, a specialist food and drink creative design agency using challenger thinking to create successful, sustainable brands and programmes. 


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Anil Seth: On consciousness


Are you hallucinating right now?

Anil SethIn Dr. Anil Seth’s TED Talk on consciousness, the renowned scientist questions the very nature of your existence. Your brain, he reveals, hallucinates your reality.

The way things seem is just your mind’s best guess at what is going on – a best guess influenced both by evolution and by your own personal history. These factors are deeply embedded in the functioning of the visual system to shape your perception.

Is that as unsettling a thought as it seems to be? To find out, we caught up with Anil, a professor of Cognitive and Computational Neuroscience at the University of Sussex.

What do you think we can do with the knowledge that what we see isn’t the only way to see it?

If we understand that our experiences of the world around us, and of ourselves within it, are kinds of ‘controlled hallucinations’, it opens up a little bit of flexibility in how we respond to situations. We can realise that what we’re thinking – what we’re perceiving – might not actually be the way things are.

There is a quote from Socrates, “the unexamined life is not worth living”. I think that goes too far but I do think there’s value for people in understanding how emotions and emotional states play into our perception of the world and underpin our judgements and decisions. And emotions themselves are also perceptions – but of the self rather than of the world.

How can people understand their – and others’ – biases? Is it possible?

Having scientific knowledge of how the brain works doesn’t mean it’s easy to change how we experience and do things. Even though I know something about how the visual system works, I don’t experience things differently when I open my eyes.

There are some areas where knowing about our brain’s assumptions can have a great impact. Decision-making is one of those areas where we have started to understand the various cognitive biases that affect, for instance, how people estimate the value of something, decide between two options or estimate things in the far future compared to now.

How often do people jump to assumptions?

Constantly! But often it’s not a bad thing and we don’t always need to escape it. In fact, we need assumptions and biases in order to react at all. If you’re making a choice, instead of thinking of the pros and cons, don’t ignore your gut feelings. These are based on a host of signals and experiences you could never write into a comprehensive list. Your gut feelings could be much more accurate than you realise.

How much should we be thinking about this? What proportion of our reality would you say is affected by our brain’s assumptions?

It goes very deep and that’s exactly what we’re researching – how pervasive is this process? But I do think it can be over-interpreted: don’t worry, not everything we perceive is arbitrary and I’m not saying there’s no ‘real world’ out there.

Anil Seth is a professor of Cognitive and Computational Neuroscience at the University of Sussex. Read about his work on his website, or watch his acclaimed TED Talk which has been watched by more than 5 million people so far.

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Derek Johnston: On purpose-driven design


Ethical lipstick on the face of a gorilla 

Why purpose-driven design can’t be faked

Most award ceremonies feature a people’s choice award where members of the public vote for their favourite to win. But as we know, if you want to understand the real drivers of consumer behaviour, you need to go beyond what people say.

So, this year’s FAB awards used behavioural science to identify how people genuinely responded to this year’s best packaging.

The idea was Derek Johnston’s, co-founder of design agency Family (and friends). He’s chaired and judged many international design awards and wasn’t surprised when Smirnoff’s Choose Love limited edition bottles won.

“They were a hit with consumers not because they were well-designed,” he told the Mindlab Academy, “but because purpose-driven products increasingly resonate with customers. These bottles have incredible appeal because they connect the brand with something emotive. The best packaging is no longer about beautiful design and standing out on the shelf, but also meaning and purpose.”

Smirnoff-Choose-Love3-1440x1080Why do you think this is?

“There are two reasons. Partly it’s because younger generations want more purpose in their lives and clarity about what brands stand for. They want companies to do good and be good, and brands are responding.

“At the same time, for the bigger corporations, there is more pressure from shareholders who want to be investing in only the most sustainable businesses.

“As a result, there’s been a real groundswell of companies changing how they operate to do things in better ways. For instance, companies like Cafédirect are doing everything it takes to become certified B Corp, or ensuring they’re entirely fairtrade. Coca-Cola has created biodegradable packaging, while many are reducing the amount of plastics they use.

“And this is trickling down into branding, as companies change the way that they represent themselves to reflect their new and improved approach.

“I don’t think that many companies have cracked it yet in terms of convincing people to spend more to buy something that has been sourced ethically and has a strong supply chain – but we are at that tipping-point. Companies like Pukka Herbs are doing a good job of balancing doing the right thing with standing out and ensuring people will pay a slightly higher price.”  

How difficult is it for big businesses to be purpose-driven?

“I think Unilever has done an incredible job despite its colossal size, changing whole swathes of the business – such as dramatically improving its supply chains.

“The supermarket Iceland has really adapted to being purpose-driven, and without any posturing. It’s not a new, small company that can be greener than green, whiter than white. But it has created a purpose in its own unique way.

“So it is possible, but it’s not easy.”

And how can businesses go about it?

“My main advice to companies looking to become more purpose-driven in their packaging is that you can’t graft it back on. You can’t fake it or buy it in. What I mean by that is, it has to be authentic. You can’t put lipstick on the face of a gorilla.

“In the Smirnoff example for instance, Diageo has a long history of creating and sponsoring events and celebrations for diverse communities. It has a genuine claim to being part of this story, which is why consumers are comfortable with the brand association.

“Another approach to consider is the one that Hellman’s mayonnaise has taken – rebranding and going back to more traditional roots. For long-established brands, digging back into their history is a clear way to claim their space and define their purpose.”

2Derek Main_AJ_02.1-01Before co-founding Family (and friends) in 2009, Derek Johnston was a board-level creative director at Landor Associates and creative director at Saatchi & Saatchi Design. With more than 30 years experience in the design business, he is in charge of brand strategy development for companies including Cafédirect, Seed and Bean, Graze, and Allinsons.


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