After a recent conversation with a client on the merits of an occasions-based segmentations in the sports beverage market, he pointed me in the direction of an alcohol free beer from the German brewer Erdinger. Obviously for many of us the concept of alcohol free beer is nothing new with numerous product offerings having revolved around the periphery of most developed beer markets for some time. However the reason our conversation veered down this path was because this particular beer is positioned to specifically target a post-exercise occasion. A quick communications review on the brands website highlights this strategic intent brought to life through initiatives and sponsorship relating to endurance sports; specifically triathlon and distance running.
With alcohol sponsorship of sports being so tightly regulated in the UK such associations seem alien at first. However with reasons to believe (isotonic, low calorie, vitamins, minerals) supporting the functional benefit of faster recovery, one soon feels pretty comfortable with the concept. Initiatives outlined on the brand’s website show commitment to the brand positioning with a range of support mechanisms and information available for athletes reminiscent of the For Goodness Shakes website; the UK brand which fuelled the initial conversation.
The key learning here is that an active interest in the subject area relating to functional benefits from within the company builds brand authenticity. It reminds me of a story from a podcast I listened to recentlywhere a Global Brand Director from a major cereal manufacturer gained notoriety at a colleague’s barbecue for pouring rival cereals in the bin and demanding they buy their own brands only! Stating that if they didn’t believe in their own then how could they expect anybody else to?
On the other hand once brands begin to attach themselves to behaviours or activities via a more emotional and less functional aspect of their positioning, authenticity can be questioned by today’s brand-savvy consumers. This was recently outlined by my colleague at The Value Engineers Ben Riley-Smith in his blog on Old Spice & Madden. Old Spice had used an intangible factor in their overall proposition, that of swagger, and transposed it to a place where they had little reason or right to exist. The result as Ben highlights is not a good one.
Let’s not forget that in the world of marketing none of these lessons are full proof & there will always be exceptions to any of the rules we try to create. However when there are brands out there endorsing the functional benefits of their products across a variety of activities and initiatives it becomes difficult to challenge their authenticity.
