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Influencing behaviours and creating
suggestions at both the conscious and unconscious levels can be
the right stimulus for Consumer Arousal.
Simon A. Faure-Field, CEO of Equal
Strategy has been at the forefront of driving and building demand
for sensory branding techniques in the retail industry for the
past several years. His company, which is the only one of its kind
in Asia to effectively integrate the different sensory elements,
is used by Mercedes-Benz, Courts, OCBC Bank, DBS Bank and a
multitude of hotel chains across Asia. Marketing Magazine sat down
with him at Starbucks and listened to the British sensory branding
guru on how he how to “scientifically” introduce touch points such
as music, fragrance and ambient lighting into retail environments.
Can you tell us a little
bit more about yourself and your establishment…
I’m 38 years of age and run a
dynamic and exciting sensory branding business, the only one in
Asia that specializes in the integrated use of music and fragrance
to create unique signature customer experiences which reinforce
the brand propositions of our clients. I founded Equal Strategy in
KL during the Asian economic crisis of 1998.
Can you elaborate on
what is it that the world’s most successful branding companies do
differently in terms of touch, taste, smell, sight, and sound? Can
you give some example?
They recognized the integral
importance of the customer experience to their brands. Research
found that peoples’ opinions of brands are formed and reinforced
in the minds of customers during their actual experiences buying
and using a product or service, and not by the advert that got
them to the store initially.
Brands such as Starbucks built a
successful global business through the idea of blue printing and
standardizing all the aspects of service delivery throughout
outlets on a global scale. Four years ago Westin Hotels and
Resorts rolled out “globally” a consistent music and scent
experience in all its hotel lobbies, followed one year later by
its sister brand Sheraton, and the following year by Le Meridien.
Two years ago, we were involved with Shangri La Hotels and Resorts
to develop a signature scent, designed to smell ‘expensive’, and
diffused through the air conditioning system of their Asian
business hotel lobbies.
Can you tell us the
response that you have garnered from the Malaysian market? Is the
Malaysian market receptive to the concept of sensory branding or
are Malaysian companies adopting a wait-and-see-attitude?
It’s new, so awareness of the
techniques and how they are applied to differentiate business is
partly an educational row. Colleges and universities are still
teaching the methodologies of 40 years ago. Marketers still think
if its not TV, radio or print it’s not the marketing departments’
responsibility.
The reality is, if it touches people
internally or externally, it is a marketing issue.
Mind you, we’ve had positive
interest but find the market still heavily obsessed with
short-term tactical ROI as opposed to long term strategic ROI.
Business need to realize that branding is a long-term strategy
that still delivers the figures in the end. But patience and
backing from the CEO is critical to make it a success. Look at the
fortune 500 companies which have paid close attention to this down
through the years – Microsoft, Dell, Fedex, Coca Cola, Walt Disney and Boeing. They all mean something to us. I rest my case.
How to you brand or
market this service/product that you are so passionate about? Can
you elaborate on your marketing strategies?
We decided upon a strategy to work
with well established and respected Malaysian brands, and lead by
example. This would enable the market to experience our services
on a personal level and realize it make sense.
How do you help
companies develop sensory plans? What can they expect when it
comes to investing in such plans?
We recognize all clients and their
brands are unique. Through our collaborative methodology we take
the time to understand each client: who they are, where are they
now, what are they trying to achieve, explore concepts and ideas,
define how we are going to get there. Once we agree on the plan,
we take ownership of the project, let the client sit back, and we
make it happen.
What do you personally
consider as the most interesting and surprising fact that you’ve
heard from marketing researches regarding sensory branding?
That people fall deeply in love with
your brand!
Can you name a few
clients that you have worked with in Malaysia and what was their
perception of the concept of designing a brand experience for
their customer?
Equal Strategy has been working with
OCBC for ten years, and for the past three years Equal Strategy
has been an integral part of OCBC’s branch transformation team.
They realized market segmentation isn’t just about data on paper,
but that the experience should fit the segment. This too should be
experienced not just by adverts in print, but when they visit the
branch. We rolled out our music solution across branches, using
background music profiled (in terms of tone, feel, texture and
genre) to differentiate consumer banking and premier banking. Each
profile was standardized across each segment. OCBC were open
minded and valued the experience and knowledge we could bring to
the table, and adopting our technology, were enabled to change and
update music content in individual or nationwide branches
overnight, in both East and West Malaysia.
Pacific Regency Kuala Lumpur has
been a fun client to work with. Besides its’ roof top chill out
bar “Luna”, which has been being recognized as the best Malaysian
night spot for several years. The GM recognized the need for their
service to start at the guests first touch – when using the phone.
The ability to replace “Kenny G” often found on hold, with
appropriate music to reflect its brand positioning, and interlaced
messages spoke by internationally recognized professional
Malaysian talent, immediately differentiated the experience to
others. The music concept was later extended to public areas of
the hotel to reflect the different moods of the day, and days of
the week.
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