Brave
Change.
Goliath isn’t a single category leader anymore but a constant barrage of a hundred startups, each better than the last. Today, a single tweet can make a brand’s stock price plummet or soar. And before you know it, our average consumer would have posted their first photo on social media the day they were born. Our world has changed. Brands aren’t built by communications anymore. They’re built by culture.
We are Rokkan.
We operate at the speed of culture.
We are collaborators with the outside world.
We never stop exploring the shifts in human behavior.
And we’re focused around six key problems.
ENGAGING CULTURE
Moving at the speed of culture.
TAKING ON GOLIATH
Maximizing small in an anti-big world.
UNLOCKING PRESTIGE
Building allure through substance over extravagance.
FIGHTING FOR A CAUSE
Transforming hopes and tweets into action.
BUILDING MEMBERSHIP
Inspiring belonging beyond points.
RE-INVENTING EXPERIENCE
Finding delight in a world of inflated expectations.
How do you re-insert
a 100 year-old brand
back into modern culture?
Engaging
Culture
Brands have increasingly desired to insert themselves into culture in a way that's authentic and compelling. At the same time, that goal has become exponentially more challenging for brands to achieve. Given a rising tide of cynicism among consumers and the continuous fragmentation of culture, the challenge for a brand becomes navigating a path defined by greater obstacles and growing complexity.
HOW DOES A B-TO-B COMPANY
LAUNCH A CONSUMER PRODUCT
IN A CROWEDED CATEGORY?
Taking on
Goliath
It is true that most people would rather root for David than Goliath. It is also true that 90% of startups fail, and two out of three of the fastest growing companies either see decline or go out of business. The reasons are legion. And challenger brands looking to tackle larger, more established competitors would do well to focus on these four among them: a lack of focus; an undefined segment; an absence of proper marketing efforts; and a misplaced adoption of big brand strategies.
HOW DO YOU GET PEOPLE TO CONSIDER CHAMPAGNE AS MORE THAN A DRINK FOR SPECIAL OCCASIONS?
Unlocking
Prestige
When placing the traditional definition of luxury—the state of great comfort and extravagant living—against a backdrop of widening income inequality, it is no surprise that consumers are seeking value beyond traditional luxury image drivers. Consumers not only want brands with true utility but brands with purpose. With luxury purchases moving away from the customary retail experience, and brands struggling to translate that experience into the digital space, the premiums once commanded by luxury are being challenged.
HOW DO YOU CREATE
ACTION WITHOUT MAKING
PEOPLE FEEL GUILTY?
Fighting for
A Cause
It's becoming ever more challengeing for brands to take a stand and make a difference. Consumers as a general population have become desensitized to causes, with 'slacktivism' replacing meaningful participation. And given their cynical disposition towards corporations, they are apt to question a brand's true motivations and intentions. Taken with the fact that many organizations fail to demonstrate tangible results, brands desiring to take up a cause have an uphill battle.
HOW DO YOU BRING HUMANITY TO AIR–TRAVEL THROUGH NON-HUMAN INTERACTION?
Building
Membership
30,000 new products get launched into the marketing sphere every year. Consumer culture is one that inspires experimentation and discovery. In an environment that inspires promiscuous behavior, earn and burn points are no longer a key motivating factor that inspires loyalty. To inspire loyalty in todays environment, brands need to go beyond the earn and burn model, focus on personalization and experience.
HOW DO YOU HELP AN AGING BRAND BECOME AN INDISPENSIBLE TOOL FOR THE NEXT GENERATION?
Re-Inventing
Experience
Consumer experience is a critical area of focus to drive growth. With 80% of marketers claiming superiority of their experience and only 8% of customers agreeing, there is a blind spot ripe for opportunity. This widening chasm between consumers and marketers is partially attributable to best-in-class experience companies like Netflix and Uber shaping customer expectations. Brands must frame their CX ambitions not against the category, but against what consumers have become accustomed to.
