{"id":5395,"date":"2014-04-11T20:40:07","date_gmt":"2014-04-11T20:40:07","guid":{"rendered":"http:\/\/www.thesocialcmo.com\/blog\/?p=5395"},"modified":"2014-04-19T16:59:48","modified_gmt":"2014-04-19T16:59:48","slug":"evolving-brand-stories-from-product-to-purpose","status":"publish","type":"post","link":"https:\/\/www.thesocialcmo.com\/blog\/2014\/04\/evolving-brand-stories-from-product-to-purpose\/","title":{"rendered":"Evolving Brand Stories From Product to Purpose"},"content":{"rendered":"

<\/h3>\n

\"True<\/a><\/h3>\n

THEME #6 OF\u00a0POST SERIES ON HUMANIZING BRAND STORYTELLING<\/span><\/h3>\n

This post series has so far explored five different ways in which brand stories have evolved in recent years to become more humanized and people-powered.\u00a0 Many of the themes represent manifestations of internal corporate culture, philosophy of leadership, and systems of management and communication.\u00a0 In contrast, the sixth theme is more granular – pertaining to the origin of the story itself.\u00a0 It\u2019s about how source and sentiment can make the difference in creating either information that merely explains \u201cwhat\u201d or \u201chow\u201d versus actual stories that engage and communicate purpose and reason for being.\u00a0 So what\u2019s driving this defining difference?\u00a0\u00a0 There are four key areas of disconnect which fuel or weaken a brand\u2019s story engagement potential.<\/p>\n

<\/p>\n

1.\u00a0 \u00a0Limited Perspective<\/span><\/h3>\n

\"by<\/p>\n

There is the commonly held belief within business that \u201cstorytelling\u201d is required only of a select few because it is their role or responsibility.\u00a0\u00a0 Or that it is a creative process whereby a gifted writer magically packages information about product and process into a compelling and meaningful story for a brand.\u00a0 These misconceptions undermine the authenticity and substance of a brand\u2019s story.\u00a0 This is because they absolve the responsibility, and\/or opportunity, for areas of business such as sales, R&D, Operations\/Supply Chain, IT etc., from contributing to the story-building process.\u00a0\u00a0 The limited perspective and depth of understanding creates voids and weakens the character and engagement appeal of a story.<\/p>\n

When crafting a brand\u2019s story, if the process of information gathering forces a purely rational download of what is already known, then all you will hear are details about product and the process.\u00a0 Such details are essential ingredients for a robust product brochure \u2013but it is not the basis of a story.\u00a0\u00a0\u00a0 A brand story begins to take shape only when you can get those with the insight to go beyond explaining what is already known, to sharing what is unknown, felt, or believed as to a brand’s reason for being.<\/p>\n

2.\u00a0 Story Definition<\/span><\/h3>\n

Many businesses believe that their history and founder\u2019s story is the same as their brand story.\u00a0 This is like being asked the question \u201cWho are you?\u201d and you respond by talking about your heritage, ancestors and their accomplishments. That doesn\u2019t sound right does it?\u00a0 Origin and accomplishments are only ingredients to a brand\u2019s story.\u00a0 They enrich a story, but they should not define or limit what a brand aspires to become.<\/p>\n

Some in business think of story as being literally \u201ca story,\u201d verbal prose with a beginning and an end.\u00a0\u00a0 But when it comes to building a brand, this is too simplistic and limiting.\u00a0 It may sound like the perfect solution for internal use.\u00a0 But from an execution standpoint, it sets up false expectations.\u00a0\u00a0 It implies that a brand would have control in the way stories are communicated and interpreted by others.\u00a0 However, the power of social networks is living proof that stories are not weakened, but strengthened, when shared.\u00a0 Sharing usually implies some level of reinterpretation and creative adaptation depending on individual style and use.<\/p>\n

A story does not even have to be verbal.\u00a0 Take for example instrumental music that has the capability of telling a story and transporting your emotions\u00a0 – all without the use of a single word.<\/p>\n

Timelines are not stories they are milestones.\u00a0 Much like a CV they provide information on where a company has been and their accomplishments \u2013 but they cannot answer the question of why people should even care about one brand over another.<\/p>\n

Product information such as specifications, features or functionality is information that is meant to serve as a footnote and reference point for a story.\u00a0 Despite what many engineer driven organizations may think – it is not \u201cthe story.\u201d\u00a0 Information about manufacturing and process informs people as to the how and logical sequence of production and impressive technology \u2013 but detailing process, in and of itself, is not a story.<\/p>\n

3. Interest and Share-worthy<\/span><\/h3>\n

\"SocialVoice<\/a>I\u2019m of the belief that a brand story is like a diamond \u2013 inclusive of many facets enabling it to shine.\u00a0 The facets represent varied perspectives, communication touch-points, actions, experiences, beliefs, and relationships that come together over time.\u00a0 The more facets that are made visible, the more interesting, authentic, and emotionally engaging a brand\u2019s story will be.\u00a0 All too often, brand stories are so one-dimensional not because of the absence of a story.\u00a0 But because of the limited insight provided during the brand-building process.\u00a0 As a result, we may understand for example, the engineering principles used to create a product \u2013 but never come to understand why it was created in the first place.<\/p>\n

When stories fail to connect or make an impact on others, deliberate or otherwise, they become passive forms of brand communication or just \u201cinformation.\u201d\u00a0 Passive information (i.e. product collateral brochures) is meant for download and reference, whereas stories are meant to be shared, co-created, and accessible.<\/p>\n

Unless a story is activated or capable of generating interest and being share-worthy, then from a brand-building standpoint, it is not a \u201cstory.\u201d<\/p>\n

<\/h3>\n

4.\u00a0 Language<\/span><\/h3>\n
\n

\u201cIf you talk to a man in a language he understands, that goes to his head. <\/b><\/h3>\n

If you talk to him in his own language, it goes to his heart.\u201d<\/b>\u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0<\/b>\u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 -Nelson Mandela<\/b><\/h3>\n<\/blockquote>\n

Sometimes, a brand\u2019s story is hampered by tradition, industry standards, and the limits of language. Some of the most inspiring insights for stories will come from those with responsibilities other than communications.\u00a0 These insights are often more technical, conceptual, and emotional.\u00a0 And as a result, they do not lend themselves easily to traditional concepts, language, and marketing communication processes.\u00a0\u00a0 The main challenge in obtaining such insights is often in the discovery and translation.\u00a0\u00a0 Unearthing such insights requires learning a new \u201clanguage,\u201d (i.e. engineering, finance, or tech) just so you can truly understand the shared perspectives.\u00a0 After establishing a level of empathy, you then need to reverse-engineer what you now have learned into what later becomes the strategy, story, and voice for the brand. \u00a0Here\u2019 s a great example of this very point.<\/p>\n

\"The<\/p>\n

\"SocialVoice<\/p>\n

I once had an aviation client who engaged our help in developing the brand strategy, name and story for a new product launch.\u00a0 In this case, their product was a $40+ million dollar business jet.\u00a0 Not unlike many manufacturing, engineering driven corporations, they believed their product\u00a0was \u201cthe story.\u201d\u00a0 Most members of the client team could recite the product\u2019s technical specifications, the impressive history of aviation \u201cfirsts,\u201d and the company’s founding story, in what became overwhelming dissertations of information.\u00a0 I recall being told by a member of communications team that I had to talk about the product in a way that was \u201cconsistent with the industry.\u201d\u00a0 This made perfect sense to me at first since I was an aviation newbie.\u00a0 However, I found early on in the process, that such expectations limited the information being shared, and our ability to access the meaningful insights needed to craft their brand strategy and \u00a0story.<\/p>\n

I never thought I would hear myself saying this, but being the aviation and engineering outsider worked to my advantage. I found it easier to get engineers, pilots, technicians, and scientists beyond the rhetoric of sharing \u201cwhat\u201d they knew about the product and process.\u00a0 They connected emotionally to the questions that asked \u201cwhy\u201d more than the questions of \u201cwhat\u201d and \u2018\u201dhow.\u201d Perhaps this was in part because they felt somewhat responsible for making sure I understood both their response as well as their perspective. \u00a0Whatever the reason, it inspired many variations of storytelling on their part to help me understand their \u201clanguage.\u201d\u00a0 This level of information sharing took on different forms of expression from narratives, demonstrations, illustrations, first-hand experience in simulators etc.\u00a0 Everyone had a unique perspective to contribute and expressed it in his\/her own way. \u00a0As a result, I came to understand what they felt but could not articulate through the traditional brief or formal interview process.<\/p>\n

I\u2019m proud to say that what resulted was a product launch that exceeded client expectations. \u00a0It accomplished this not because the brand and story was “consistent with the industry”\u2013 but because it was true to the company\u2019s beliefs and aspirations for their brand.<\/p>\n

\n

There is no greater agony than bearing an untold story inside you<\/span>\u00a0–\u00a0 \u00a0\u00a0Maya Angelou<\/h3>\n<\/blockquote>\n

When a brand has a great story to tell, but is unable to unearth or share with others, it is no longer a story \u2013 but a secret.<\/p>\n

Brands are not defined by what they make, or how they make it \u2013 but rather how they make others feel.<\/p>\n

People can buy products, and they can learn process.\u00a0 But great stories must be built through empathy and translation, one facet at a time.<\/strong><\/p>\n

 <\/p>\n

 <\/p>\n

by\u00a0Anneliza Humlen of SocialVoice LLC<\/a>. \u00a0\/\u00a0@ADHumlen<\/a><\/p>\n

 <\/p>\n

 <\/p>\n

 <\/p>\n

Related post recommendations<\/strong><\/p>\n

\u2022Humanizing Storytelling Principle #5 –\u00a0\u00a0Leadership: \u00a0Moving Beyond Authority to Influence<\/span><\/a><\/span><\/p>\n

\u2022 Humanizing\u00a0Storytelling Principle #2 – From Mass Media Push to Engaging Relationships<\/span><\/a><\/span><\/p>\n

\u2022 Humanizing Storytelling Principle #1 – From Corporate Size & Stats to the People Within<\/span><\/a><\/span><\/p>\n

\u2022\u00a07 Ways to Humanize Storytelling for Business & Brands<\/span><\/a><\/span><\/p>\n

\u00a0<\/span><\/p>\n","protected":false},"excerpt":{"rendered":"

THEME #6 OF\u00a0POST SERIES ON HUMANIZING BRAND STORYTELLING This post series has so far explored five different ways in which brand stories have evolved in recent years to become more humanized and people-powered.\u00a0 Many of the themes represent manifestations of internal corporate culture, philosophy of leadership, and systems of management and communication.\u00a0 In contrast, the … Read more<\/a><\/p>\n","protected":false},"author":14,"featured_media":0,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[137,1904],"tags":[],"class_list":["post-5395","post","type-post","status-publish","format-standard","hentry","category-all-posts","category-annelizahumlen"],"_links":{"self":[{"href":"https:\/\/www.thesocialcmo.com\/blog\/wp-json\/wp\/v2\/posts\/5395","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.thesocialcmo.com\/blog\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.thesocialcmo.com\/blog\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.thesocialcmo.com\/blog\/wp-json\/wp\/v2\/users\/14"}],"replies":[{"embeddable":true,"href":"https:\/\/www.thesocialcmo.com\/blog\/wp-json\/wp\/v2\/comments?post=5395"}],"version-history":[{"count":10,"href":"https:\/\/www.thesocialcmo.com\/blog\/wp-json\/wp\/v2\/posts\/5395\/revisions"}],"predecessor-version":[{"id":5408,"href":"https:\/\/www.thesocialcmo.com\/blog\/wp-json\/wp\/v2\/posts\/5395\/revisions\/5408"}],"wp:attachment":[{"href":"https:\/\/www.thesocialcmo.com\/blog\/wp-json\/wp\/v2\/media?parent=5395"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.thesocialcmo.com\/blog\/wp-json\/wp\/v2\/categories?post=5395"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.thesocialcmo.com\/blog\/wp-json\/wp\/v2\/tags?post=5395"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}