The 6th Sense

Sixth Sense Q&A: Tammy Hwang

  1. Yourself in 6 words.
    • Curious, confident, levelheaded, problem solver, open-minded, kind.
  2. How did you get your start in this industry?
    • I was looking for an international opportunity and came across an interesting research role working on Coca-Cola. The brand was conducting a global study to understand the key occasions/moments when people drink carbonated soft drinks and which of those occasions/moments they would drink Coca-Cola. The research was conducted in 30 countries to understand cultural differences and consumption patterns.
  3. What’s your favorite piece of work you’ve been a part of bringing to life?
    • MasterCard Priceless Campaign. We knew as soon as the first ad “father & son” was written, it was going to be a gamechanger for MasterCard. We had no idea it was destined to become part of culture.
  4. Who is one of your biggest influencers?
    • Ang Lee: he is a Taiwanese film director and screenwriter. He crossed cultural barriers into the cinema mainstream and his movie The Ice Storm is one of my favorite movies of all time.
  5. Do you have a hidden talent?
    • I’m an official certified “scorer” for Little League baseball games.
  6. What does your sixth sense tell you is going to be the next ‘big thing’ in the industry?
    • AR in retail beyond AR could bring new energy and transform the role and expectation for retail stores. For example, AR mirrors to let customers try products on more conveniently.

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The Virtual Reality Driver’s Seat

Girl in virtual reality; Shutterstock ID 379333591

Rokkan and Cadillac are putting consumers into the virtual reality driver’s seat
Cadillac wants to put you in the driver’s seat, and with the help of Rokkan, is doing that literally through an innovative new virtual reality experience.

Cadillac’s new 360/VR experience is a room scale visualizer that allows you to experience the full fleet of 11 current and future vehicles. With the option to customize the vehicles however you wish, it’s time to let your imagination take control.

This immersive technology puts the consumer first, allowing them to have a true-to-life product experience with their chosen vehicle before purchasing. Additionally, Cadillac can gain invaluable insight on how consumers engage with specific features of each vehicle model and, from this, prioritize consumers’ wants and needs.

The VR experience launched at the Cadillac of Greenwich in early 2018 and within six months, Cadillac and Rokkan have expanded the VR footprint to include 8 global markets and dealers around the country with a focus on showcasing the power of the technology as both a sales and brand-building tool.

Demonstrating Cadillac’s dedication to agile innovation, immediately after Cadillac’s first ever XT4 model was revealed at the New York Auto Show it was made available both in headset and via mobile 360. In fact, it’s the only way to encounter Cadillac’s XT4 model. Proving its effectiveness, the first night the XT4 VR experience was shown in dealership to consumers, 3 vehicles were sold on site.

With more work in-progress, we’re excited to be an innovation engine and partner to Cadillac in helping to bring their bold vision to life.

ATS Exterior Rims
CTS Exterior
Escalada Interior


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Newest Crew Of Interns

Rokkan Welcomes Its Newest Crew of Interns

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Rachel – Project Management Intern

Where are you from? Houston by way of California
What does the sixth sense mean to you? Intuition!
What do you want to get out of this summer experience?  I want to learn as much as I can and go into different fields and experience it all!

Rylie – Strategy Intern

Where are you from? Oklahoma
What does the sixth sense mean to you? Uniqueness and unique thinking.
What’s an inanimate object you wish was removed from existence? Stop signs in small neighborhoods – just have roundabouts.

Evgeniya – Art Direction Intern

What does the sixth sense mean to you? Relying on your senses but on a new, unique level.
What do you want to get out of this summer? New connections, new friends, a lot of new experience and understand how the company works
What is your favorite office snack? M&Ms.

Katey – Connections Team Intern

Where are you from? Oregon
What does the sixth sense mean to you? Something additional that puts you above the rest.
What do you want to get out of this summer? Skills in data; A fun experience in the city; build connections and friendships.

TJ – Copywriting Intern

Where are you from? Oregon
What’s your favorite office snack? Cold Brew on Tap

Minjeong – Art Direction Intern

Where are you from? Korea
What does the sixth sense mean to you? What Rokkan stands for
What is your favorite thing about New York? Walking around the street without thinking.

Elaina – Copywriting Intern

What does the sixth sense mean to you? Bringing your own unique value to a brand
What do you want to get out of this summer? Make meaningful connections and take advantage of opportunity
What’s the hottest and least-hottest name?  Hottest name – Ryan Gosling;  Least-hottest name – Gertrude

Sahir – Product Design Intern

What does the sixth sense mean to you? A Spidey-Sense
What do you want to get out of this summer? Work experience and meet a lot of new people
What is your favorite Instagram handle? @crimebydesign

Ray – Experience Design Intern

What does the sixth sense mean to you?  The ability to figure out an insight
What do you want to get out of this summer? Learn how agency life works; workflow; how do different depts. Work together and handle clients
Are you afraid of the Rokkan 15? My team is serious so the group doesn’t eat the snacks

Josh – Product Design Intern

What did you think of the movie, “The Sixth Sense”? What movie?
What do you want to get out of this summer? A great experience and meet like-minded people

Elani – Client Partnership Intern

Where are you from? New York
What does the sixth sense mean to you? Being in the know
What’s the silliest trend right now? The Shoot Dance


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Substance-based Brand Marketing

WELCOME DISRUPTIONS

As assaults on our attention become more fragmented, marketers need to make wiser investments with their dollars. That doesn’t mean just finding efficiencies through cheaper media, programmatic or even measurement. Instead, the very nature of where and how traditional ‘marketing dollars’ are applied needs to shift.

We need to move from what is obviously advertising toward more welcome forms of content; from content consumed by a mass audience toward interactions that are innately personal; and from shifty distractions toward forms of cumulative benefit.

In other words, companies are no longer welcome to knock at our doors. They must show up with real gifts.

We see this in the form of expanded experiential marketing budgets, in the relentless quests to strike cultural gold through a viral YouTube hit and myriad other ways. But experiential can’t scale, and chart-topping videos are rare — not to mention both are inherently ephemeral, and neither are sustainable, brand-building strategies.

There’s another approach worth considering. It’s one that’s less obvious, and less utilized by marketers because of its organizational distance from typical communications. Let’s call it “substance-based” brand marketing, which applies the principles of product and service design to a communications strategy that’s intended to grow a business, product or service.

Even if our clients aren’t regularly briefing us to create products, per se, the same principles can be leveraged to elevate the most boring of marketing plans.

Each of these could be considered communications designed from a substance-based approach:

  • ‘Softer’ ware: Content that expands the utility or entertainment of the “hardware” (product or service) like tutorials, infographics or interpretations of crowdsourced data.
  • Complementary Offerings: The creation of additional products or services that are consistent with the brand, and actually augment the core offering.
  • Migration Aids: Communications that ease the transition from old devices or platforms to new ones.
  • Smart Search: Providing contextual, smarter search tools that can connect brand messaging with product experience.

What each of these share is that all work toward attracting non-users, but also offer benefits to current users. Dollars spent amplify awareness and the product spec simultaneously, and the effect deepens the underlying value of the product next to emerging competitive forces.

USING SUBSTANCE AS THE STARTING POINT

Let’s use the example of marketing a new AI assistant like Google Home.

Despite the excitement around AI, a substance-based approach assumes that product has not reached maximum utility. Few products can stand up to that test, as nearly all suffer from outdated, locked-in ideas at the inception phases. For home-based AI assistants, we’d start by assuming that the way we interface with them might evolve or that the skills they’re capable of will expand. When a creative instead assumes that the final product is fixed, a cynical bias can enter the mind. This could lead to superficial treatments.

Understanding this, the substance-based brand-builder would look for ways to expand the effective range of utility in a way that both builds awareness and amplifies the value of the offering. Whether that’s through developing new digital products, leaning into owned media or forging partnerships, the idea is to focus on utility to hit both goals at once. The point is to not rely on messaging alone, but to take on the task of creating usability.

For example, we might decide to create 100 online videos that serve as both humorous “what if” ads as well as user tutorials that could be indexed on the product’s website. We might consider amplifying the films within an online community where frequent AI assistant questions are asked, or placing them in locations where the brand can leverage them to improve the assistant’s results. An ambitious outcome might even be a piece of gifted hardware or custom app that extends the ecosystem of the original device.

The result is more impactful work, a more innovative brand, and a more exciting scope of work. But the deeper payoff is in the quality of connection with the audience. By improving usability, we’re accomplishing something that one-way communications can never do, no matter how hyper-targeted — that is, enhancing the product itself.

Substance-based marketing achieves a shift that Mark Bonchek and Vivek Bapat articulate in their Harvard Business Review paper, “The Most Successful Brands Focus on Users — Not Buyers.” In it, the authors argue that “Where traditional brands focus on positioning their brands in the minds of their customers, digital brands focus on positioning their brands in the lives of their customers.”

The former, they contend, are ‘purchase brands’ while the latter are ‘usage brands.’ It’s a timely distinction that has exciting implications for how marketing is accomplished. If purchase brands play the polite courtier, usage brands woo through actions. In other words, their communications efforts add utility.

BRAND-BUILDING THROUGH A USABILITY LENS

So what do we need to do to change our orientation toward a substance-based model? Here are six considerations that marketing strategists should consider if they want their dollars to disrupt in welcome ways and deliver more sustainable value:

  1. Think of product-usability first. We should consider digital products, bespoke apps, information aids and other forms of the product mix as genuine marketing platforms. And create them if none already exist to build upon.
  2. Look for value outside of budgetary buckets. We have to counter the channel biases that characterize traditional marketing. For example, how can we unlock budget that sits beyond marketing, and even begin to question the limitations we impose by restricting an agency’s area of focus. A solution that generates new value at the product and usage level should not get squashed because it doesn’t fit neatly in an existing part of the marketing org chart. To do that is to endorse the bureaucracy of marketing, not its innovation.
  3. Creating value cannot be the job of one group. We have to look for moments where brand, business and offering converge for our clients, and expand on the offering, rather than just describing it. In the HBR piece, the authors recommend organizations bring marketing closer to product development, as well as elevate the less-sexy but more utility-minded customer service and loyalty departments. The lesson is clear: creating value cannot be the job of one group.
  4. Distinguish through trademark aspects of interaction. Commercial identity used to simply be about clues, semiotics and codes you could choose and repeat. In the user-brand era, that isn’t always practical from a financial or timing perspective. It’s also not always the way people come to know a brand or decide if it shares their values. That tends to happen now through usage and interaction. Instead of ‘a bank’ you notice, remember and like because of how it talks about itself… it’s about the ‘financial agency’ you come to appreciate after playing with the wide range of tools they provide.
  5. Measure in terms of usage. Expand the dashboard from Share of Voice to Share of Use. Instead of focusing alone on the short-cut to purchase, evaluate how many meaningful interactions could be staged between brand and audience. For product owners, what frequency of valued interactions have been accomplished as a result of brand communications?
  6. Diversify the ways usability comes to life in marketing efforts. As the samurai instruct, hold the sword loosely. Avoid going too deep into one thing — campaign, brand idea, product type — because you need to hit on users’ complexity. You need to test and learn where new forms of utility are most treasured in the product experience. You also need to show up in different ways if users are to keep your offerings in their carousel of go-to products and engage you with an active mind.

Across all of the above, usage takes center stage. That’s because as the shift toward digital marketing continues to prioritize micro targeting, we must also engage individuals in ways that expand — instead of those that merely illuminate — the trifecta of product, brand and user.

We must continue to fight against one-way communication. In a digital age, every marketer can act intrusively, and every consumer is similarly empowered to shut out intrusion by way of filters or simply turning off a platform. That’s why new marketing requires that value emerges in addition to novelty or entertainment. Delivering utility, timeliness, renewal and return on a person’s time in a way that adds value.

If we do this well, a brand’s promise and proof will accomplish what they should. They will thoroughly become the same thing.

Author: James Cockerille


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