Apple

The fact that Apple goes against Facebook (and others) on privacy matters should not come as a surprise.

Apple is the company of the 1984 commercial. It is the company of Think Different. It is the casual and relaxed guy opposed to the formal and uptight adult of the Get a Mac campaign. It is the solitary teenager who makes us cry in Misunderstood.

Few companies have managed to maintain such a consistent brand over decades.

Apple is the company against the establishment and the common way of thinking.

And now that they are part of the establishment, they still find ways to be consistent with their brand.

They have won already.

All their lives

People don’t want to buy a quarter-inch drill. They want a quarter-inch hole.

If you work in marketing, you have certainly heard this quote by professor Levitt. But that is not true, because nobody wants a quarter-inch hole in their wall. They might want to install some shelves to keep things organized, or perhaps they want to fix the furniture to the wall to prevent it from falling, or they might want a tool that makes them feel more comfortable and ready when there is some work to do around the house.

The point is that you should never stop at your product, nor you should stop at the first thing people do with your product.

Go further, understand their motivations, accompany them on the journey they are taking, and you will be with them all their lives.

Folly

Companies have a strong tool they can leverage to influence behaviour: rewards.

The problem then is not that companies cannot figure out how to increase employees collaboration, how to break down silos, how to foster innovation, or how to build a safe space for feedback. The problem is that the focus is – sometimes unintentionally – on a contrasting behaviour, which gets strenghtened with rewards.

Steve Kerr 1995 – On the folly of rewarding A, while hoping for B.

Building a StoryBrand

Despite thousands of years of evolution, we are still pretty primitive in our behavior. We seek what makes us survive and thrive, and we stay away from what puts our lives through any kind of hassle.

And so, companies do two big mistakes when they talk about what they do. First, they forget that they are not the hero. Second, they ask prospects to burn too many calories to understand why they should become customers.

The result is that people run.

The way companies tell their story can follow a consolidated way of storytelling.

A CHARACTER who wants something encounters a PROBLEM before they can get it. At the peak of their despair, a GUIDE steps into their lives, gives them a PLAN, and CALLS THEM TO ACTION. That action helps them avoid FAILURE and ends in a SUCCESS.

Donald Miller, Building a StoryBrand

The character is the customer. And the engine of the story (the story gap) is the thing the customer wants. Of course, you need to know your customer very well to start from here. In particular, you need to know:

  • What do they want to become?
  • What kind of person do they want to be?
  • What is their aspirational identity? (i.e., How do they want their friends to talk about them?)

Once this research is done, it should become clear that what they want is something relevant for them. They do care deeply about closing the gap and joining with the object of their desire (if they do not, there is no story).

The problem is both external (e.g., a bomb, skyrocketing costs, increased competition) and internal (e.g., failed detective, inability to grow, staff leaving). In fact, companies should strive to frame their product as a resolution for both the external and the internal problem.

The guide is you (finally!). For your product to be a reliable guide, it needs to communicate empathy – we understand how it feels ..; like you, we are frustrated by .. – and competence – we know what we are doing (testimonials, logos, statistics).

The plan can either be a process plan, that describes the steps the hero needs to take to buy the product (and achieve success), or an agreement plan, that lists the major concerns of the hero and counters them with agreements that alleviate the fear – if you buy our product, we will do this; in case you need help, we offer 24/7 service.

The call to action can either be direct – buy now, schedule an appointment – or transitional – download the whitepaper, get started with the free trial.

The dodged failure needs to be expressed. Many refrain from doing this, because they feel they might be perceived as negative guides. Yet people are motivated by loss aversion: if there is no loss your product helps them avoid, they will avoid the loss (i.e. expenditure) represented by buying your product.

And finally, the success. Just be very clear what it looks like, how it feels like, what the end vision is. You can’t get too specific.

Donald Miller, Building a StoryBrand book cover