We all have instinctive and primitive desires such as safety, freedom, control, and belonging. These basic human emotions can be aligned with matching “archetypes” which are the personification of these behaviors. An archetype contains images, emotions, and scripts for action. The heroes, antiheroes, and villains presented here provide us with a road map to accurately appeal to our primitive desires.

The Hero

The hero is someone who dreams, acts on those dreams, rationalizes his action, and shares the means to his fulfillment. He is heroic for helping others uncover themselves. The audience must always know who the hero is, what he wants, who the hero has to defeat, what tragic things will happen if he fails, and what wonderful things will happen if he triumphs.

Consumption is heroic, with consumers as actors playing different roles with the aid of scripts, props, and costumes, all provided through advertising and material goods. First, the hero separates himself from reality. That’s his “call to adventure.” Then, he enters uncharted territory. Finally, he conquers and returns.

In marketing, the consumer must be positioned as the hero, with the brand only there to help and support him in his quest to defeat the enemy (the problem your brand solves). Over time, consumers who feel empowered to become heroes will develop a stronger connection with the brand.

The Antihero

An antihero is a main character in a movie, story, or drama who lacks the qualities we conventionally attribute to a hero, such as integrity, courage, strength, and idealism. Antiheroes are part villain, part hero who often break the law, seek revenge, and engage in antisocial behavior to achieve their goals. Examples of antiheroes in television and film include Tony Soprano (The Sopranos), Don Draper (Mad Men), and Walter White (Breaking Bad).

We like antiheroes because they are flawed and morally complex, making them closer to us than heroes and villains. We live vicariously through antiheroes because they reject the constraints and expectations society imposes on us. We accept that they mess up now and again but side with them as long as they are making progress. Often, antiheroes have experienced some personal misfortune or prejudice that explains their behavior and fuels their progress. In the TV show Mad Men, Don Draper, who constantly cheats and drinks, grew up in a brothel during the Great Depression. James Bond is not just an assassin, he is also an orphan and a widower. These painful injustices antiheroes endured help spark passion for their cause.

How Equinox Appeals To The Antihero In Us

The fitness industry is ridden with clichés: the buff guy who seems to spend his life on the gym floor and looks down on other members, the thirty-something female lifting light weights wearing yoga pants, and of course, a group of sweaty people punching the air in an aerobics class. Rather than addressing these perceptions head-on, most health clubs default to bland taglines.

Enter the high-end lifestyle and fitness brand Equinox, which stands out with unconventional, sometimes bizarre advertising campaigns. In 2016, the brand challenged what it called “a modern-day aversion to loyalty.” In 2015, Equinox rolled out its “Equinox made me do it” campaigns, featuring uninhibited antiheroes living a provoked life: a woman escorted out of a mansion by two security guards, presumably after trying to break in; a man in a suit and tie jumping a wired fence; a model in business attire with a razor in hand and a freshly shaved head; a man cross-dressed in a woman’s office clothes.

Besides its artistic value and provocative stance, Equinox campaigns prompted its core audience of elite, overachieving professionals to reveal their mischievous, daring, antihero selves. As such, Equinox is transformative, empowering members to fulfill their quest of becoming who they want to be.

I like flaws and feel more comfortable around people who have them. I myself am made entirely of flaws, stitched together with good intentions. ~ Augusten Burroughs, American writer

We Are Shifting Toward More Inclusive Heroes

US Census data shows that in the past decade, people who identify as Hispanic, Asian, or multiracial are driving much of the population growth, while the white population has declined for the first time in history. Brands must authentically reflect these diverse backgrounds and experiences to connect with their future customers.

Studies show that younger generations take greater notice of inclusive advertising when they consider a purchase. In the auto sector, for example, 35 percent of 18- to 25-year-old consumers notice inclusive advertising versus 18 percent of those over 45. In beauty and personal care, it is 28 percent versus 10 percent. Customers are also more loyal to brands that commit to addressing inequalities, whether it’s using diverse suppliers, considering people with disabilities, or something else. As such, brands reduce the cultural and demographic distance between their marketers and the consumer audiences they aspire to reach.

The Dove “Reverse Selfie” Campaign Celebrates Women And Their “Imperfections”

Dove, through its “campaign for real beauty,” is on a mission to build the self-confidence of women and children. In 2021, the brand launched its “reverse selfie” campaign, which zooms in on the effect that image manipulation has on young girls. In its “reverse selfie” ad, Dove reveals each alteration done to a photo in reverse, from the picture posted on social media to the true subject of the selfie: a young girl in her bedroom with many skin and aesthetic “imperfections.” Dove’s campaign was prompted by research showing that girls who regularly manipulate their photos have lower self-esteem than those who don’t. This same research shows that 80 percent of Canadian girls age 13 and over have downloaded or used an app to alter their appearance.

“We’re committed to redefining beauty, challenging stereotypes, and celebrating what makes women unique,” says Ashley Boyce, marketing manager for skin cleansing and Dove master brand at Unilever Canada. “We need to raise young people’s self-esteem so they can navigate social media in a way which is positive and creative.”

The Underdog Effect

The underdog effect refers to people or brands that overcome seemingly insurmountable challenges and difficulties. Americans especially love stories of underdogs—who are expected to lose—which is pervasive in literature, film, politics, sports, religion, and, of course, marketing.

We are often drawn to underdogs specifically because they are the ones that are disadvantaged or unlikely to prevail. In David and Goliath: Underdogs, Misfits, and the Art of Battling Giants, Malcolm Gladwell brings forth several underdogs who end up triumphant: a girls’ basketball team that succeeds by exploiting their opponents’ conventional tactics; an oncologist who came from extreme poverty during the Depression era.

The notion of being an underdog is often manipulated to make something or someone more appealing. In politics, Barack Obama, Hillary Clinton, Donald Trump, and many others position themselves as underdogs based on their name, humble beginnings, or their exclusion by the establishment.

The underdog effect permeates the business world and particularly tech firms in Silicon Valley: Apple, Microsoft, HP, Google, and Amazon reportedly all started in garages. This likely explains why so many co-working spaces and so-called incubators harbor garage doors and a stripped-down, concrete, industrial feel. (The garage where Steve Jobs and Steve Wozniak reportedly started Apple was deemed a historical site in 2013. Wozniak admits that Apple starting in a garage was “a bit of a myth . . . we did no designs there, no white-boarding, no prototyping, no planning of products. We did no manufacturing there.”)

The Villains And Why We Are Attracted To Them

Although we’d be repulsed by people in the real world that display immoral behavior, we are attracted to fictional villains like Voldemort and Darth Vader. These villains don’t threaten our self-esteem and tend to desensitize us to immorality, revealing our “dark side.” Rebecca Krause, an academic who researches our relationship with heroes and villains says they provide a “safe haven” for comparison with ourselves because they are separate from reality.

When people feel safe, they are more interested in comparisons to negative characters that are similar to themselves in other respects. For example, people who see themselves as tricky and chaotic may feel especially drawn to the character of the Joker in the Batman movies, while a person who shares Lord Voldemort’s intellect and ambition may feel more drawn to that character in the Harry Potter series . . . Perhaps fiction provides a way to engage with the dark aspects of your personality without making you question whether you are a good person in general.

In James Bond movies, the villain is often the key focus of the plot. American screenwriter Michael Wilson explains that when creating a Bond villain, his team thinks, “‘What is the world afraid of? Where are we headed?’ Then, we try to create a villain that is the physical embodiment of that fear.” As such, each villain mirrors geopolitical shifts to stay relevant in contemporary culture. That’s how the franchise moved from the Soviet Union to North Korea to a broader terror group.

Contributed to Branding Strategy Insider By: Dr. Emmanuel Probst, excerpted from his book Assemblage: Creating Transformative Brands

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My book Assemblage was written to inspire marketers to be creative, try new things, and take risks. Here is more advice on how to manifest this.

1. To Be Creative, Stop Googling Things
“The best place to hide a dead body is page two of Google search results,” because a whopping 95 percent of all online searches stop at page one’s results. And when browsing through page one, we only care about what’s at the top; the first organic result on that page captures about 32.5 percent of overall search traffic. The second result sees 17.6 percent; the seventh, only 3.5 percent. Further, search engines and media outlets tailor search results based on users’ previous searches and website visitation—that’s how different users access different results. Eli Pariser coined this phenomenon the “filter bubble,” which prevents us from being exposed to content that could broaden or challenge our views. We don’t decide what gets in our bubble and don’t see what is filtered out.

2. Break Free From The Harmonization Of Taste
We’re overly reliant on the internet for inspiration, which has greatly homogenized people’s tastes across the world. On the one hand, digital platforms like Pinterest have made it easier than ever to search for trends in coffee shops, for example. On the other hand, such searches reveal that all coffee shops look the same; whether in New York, Los Angeles, Chicago, or London, most independent coffee shops have adopted the same faux-artisanal aesthetic with exposed brick, raw wood tables, and hanging Edison bulbs. The same goes for start-up offices, which often rely on minimalist furniture, industrial lighting, and reclaimed wood. Writer and critic Kyle Chayka calls this phenomenon “AirSpace,” the confluence of style in the physical world created by online technology. “The connective emotional grid of social media platforms is what drives the impression of AirSpace,” Chayka argues. “If taste is globalized, then the logical endpoint is a world in which aesthetic diversity decreases.”

3. Sell Your Brand By Telling People Not To Buy It
We are not perfect and neither are the brands we buy. Counterintuitively, many brands have succeeded by revealing their flaws or admitting flat-out that they are not the best. Perhaps what is most important is to strive to improve. In the 1960s, car rental company Avis had trailed Hertz, its key competitor, since Avis’s inception. Ad agency Doyle Dane Bernbach decided to embrace Avis’s second-place status and created the “We try harder” campaign. The ads are credited with finally making Avis profitable.

More recently, Carlsberg evolved its tagline from “Probably the best beer in the world” to “Probably not the best beer in the world” after research showed that Carlsberg was underperforming compared with its competitors. Based on this research, it improved its product and reintroduced the lager as “rebrewed from head to toe,” accompanied by the hashtag #newbrew, “in pursuit of better beer.”

It is not how good you are, it’s how good you want to be. ~ Paul Arden

Some brands even exaggerate their flaws to humor their audience. To promote their new Las Vegas show, magicians Penn & Teller once claimed the tagline, “Fewer audience injuries than last year!” In a similar vein, marketing author Christopher Lochhead created an ad for his podcast that showcased a review from The Economist calling the podcast “off-putting to some,” along with reviews from Lochhead’s listeners: “annoying host,” “uses profanity needlessly,” “very disappointing.”

Contributed to Branding Strategy Insider By: Dr. Emmanuel Probst, excerpted from his book Assemblage: Creating Transformative Brands

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Some brands have a purpose that aligns with sustainability. Although denim is notorious for requiring large quantities of water to create jeans, Levi’s new collection, Water<Less uses 96 percent less water. Levi’s implements sustainable practices through its entire design and manufacturing process and is working to source cotton that is 100 percent sustainable.

Some brands must shift to sustainability. Volkswagen’s mission is to power a grand switchover to electric vehicles and has enshrined the mission in VW’s new tagline, “Way to Zero.” They aim for total carbon neutrality by 2050, with the hope of creating a sustainable production process from design concept to showroom.

What To Do Next

Implementing sustainable practices is no easy feat and often takes years. The work begins with asking three key questions to gain important context:

• How does my audience perceive my brand in terms of its sustainable and environmentally responsible practices?
• How prevalent is sustainability in the context of my specific markets, product categories, and competitor brands?
• What can I implement almost immediately that will improve the perception of my brand as it pertains to sustainability?

From here explore these eleven pillars to sustainability in business today:

1. Transparency

Burned by misleading claims, data breaches, supply chain issues, and counterfeit risk, consumers expect full transparency from brands across the value chain—how they source their products, their contribution to society and the economy, and their vision for the future. Further, brands are expected to reveal information about their prices, margins, operations, and financial statements. If brands refuse to provide these details, people will hunt for information elsewhere and can end up spreading negative information about the brand.

In contrast, brands that communicate transparently on production, costs, and even sensitive information increase consumers’ perception of authenticity and drive trust as well as positive sentiment toward the brand. Some brands even move toward “radical transparency” hoping to lure back disillusioned customers. For example, H&M-owned Arket lists where its products are made and shows pictures of the manufacturing floors.

In the event of a crisis, brands must become transparent by responding immediately, admitting they are at fault and apologizing. In doing so, the brand will regain the trust of 90 percent of consumers as long as it takes steps to resolve the issue. In a similar vein, San Francisco-based fashion apparel brand Everlane gives its customers access to insights into all its costs along with detailed information on the factory where its products are made.

In the long run, brands that refuse to become more transparent about their practices will suffer as consumers question what they have to hide. Admittedly, transparency is more challenging for some industries than for others. When an eight-story factory collapsed in Bangladesh in 2013, killing 1,134 people and injuring 2,500—the deadliest garment factory disaster in history—it took several weeks for brands such as Benetton, Prada, Mango, and Wal-Mart to understand why their labels had been found among the ruins. These brands rarely owned their manufacturing plants and relied on an opaque system of subcontractors and agents known as “indirect sourcing.” This system often prevents brands from monitoring worker conditions.

This distrust extends to business leaders. A survey conducted by the Financial Times showed that just 15 percent of non-marketing business leaders saw a strong brand as important and only 20 percent saw it as very important to increase profitability and deliver future cash flow.

2. Upcycling, Recycling, And A Product’s Renewed Identity

Through recycling and upcycling, an old—and sometimes dysfunctional—product transforms into a new product with a clear past and present identity.

The past identity of the product is the starting point of its biographical story. From there, marketers can elaborate a narrative that describes the past identity of the product, which makes the product more meaningful to consumers. Note that the past function and identity of the product may not serve its current identity (for example, a worn-out airbag transformed into a backpack). Although this past identity is effectively useless, it supports the product’s storytelling potential. Scholars coined this phenomenon “past identity salience.” These researchers highlight that storytelling products do not require an abundance of details. Rather, customers notice simple cues and then create their own stories.

Marketers can use these biographical stories, instead of creating stories about the product itself or the brand’s value. For example, the Swiss brand Freitag highlights the fact that its bags and accessories are made of truck tarps; the Upcycling Deluxe store enables its customers to search for products based on what they used to be.

Repurposed products escape the stigma of the past because they have been transformed into something new. No matter how disgusting the product’s past identity might be (a recycled tire or an old mosquito net), this “past identity salience” turns into a positive contribution to the product story. Research shows that in-store revenue more than quadruples when marketing touts the past identity of a product. Online “likes” for such upcycled products more than doubled and it was chosen 12 percent more often when its past identity was prominently mentioned.

These unique, storied objects make their users feel special and allow people to create their own version of the product story.

3. Recycling

Ipsos’s studies show that consumers are concerned with the packaging of a product and the way it is disposed of when protecting the environment and adopting sustainable behaviors. That is, 56 percent of consumers are keen on avoiding products that have a lot of packaging, well ahead of other actions they could take to help protect the environment, such as not flying (43 percent) and eating fewer dairy products (36 percent).

Recycling is by far the action that people believe is the most helpful for the environment, even though the actual positive impact of recycling product packaging is much lower than avoiding long-distance flights or not having a car. Therefore, brands invest heavily in recyclable packaging, as it is the most impactful and likely the easiest sustainability-related initiative they can implement. Among the most innovative brands, Nespresso provides its users with bags to store used capsules they can ship back to stores at no charge. Also, cooking school Haven’s Kitchen offers its signature sauces in 100 percent recyclable pouches. On a larger scale, Colgate has redesigned its toothpaste tubes so that they can now be recycled in curbside bins. The brand expects all tubes in its portfolio to be recyclable by 2025, although Colgate will likely need to educate its customers on recycling the tubes after decades of throwing these tubes in the trash.

4. Compostable Packaging

No Evil Foods packages its products with fully compostable materials. The brand also partners with nonprofit organizations to reclaim plastic waste that would otherwise be landfilled, burned, or flushed into waterways. Kencko aims to make fruit and vegetables more accessible with its just-add-water mixes of freeze-dried fruit/vegetable powders. The brand has phased out conventional single-use plastics in favor of fully compostable packets (made from plants) to minimize its footprint. In a similar vein, chocolate and granola brand Alter Eco’s pouches use non-toxic ink, eucalyptus, birch, and a layer of non-GMO corn.

5. Reduce, Reuse, Recycle Programs

Beyond packaging-related initiatives, an increasing number of brands implement programs that involve their customers and generate store traffic while doing good for the environment and the local community.

In the Food & Beverage arena, Good Culture proposes cottage cheese that is good for people, the animals, and the environment by investing in family farms to elevate animal care and well-being, land stewardship, and milk quality. Also, Dash Water infuses its waters with “wonky fruits,” ones that stores and consumers would reject because they are bent or somewhat misshapen.

With its “Back to M·A·C” program, M·A·C Cosmetics encourages its customers to return containers and receive a free M·A·C lipstick. In line with this initiative, Body Shop gives away $5 gift vouchers to shoppers who return and refill their pots and bottles. Cosmetic retailer Lush rewards customers with a free, fresh face mask when they return five clean, empty pots to a store.

Patagonia’s “Buy Less Demand More” initiative offers used goods alongside brand-new products on its website.

6. The “Right To Repair” Movement

Most of the goods we buy are designed to wear out, become obsolete, and look a bit uglier and less desirable to force us to replace them. The lifespan of many consumer products is controlled through tech interventions, a practice called “planned obsolescence.”

Light bulbs, for example, could last for decades, as evidenced by the Centennial light, a light bulb that is still shining after 120 years at a fire station in Livermore, California. Such early incandescent light bulbs relied on a carbon filament eight times thicker than the more modern tungsten filament.

As light bulbs became a mass-market commodity, brands figured they could drastically increase sales and profits by making light bulbs disposable. This led to the creation of the infamous “Phoebus Cartel” in 1924, the brainchild of light bulb manufacturers Osram (Germany), Associated Electrical Industries (United Kingdom), Philips (Netherlands), General Electric (US), and La Compagnie des Lampes (France), which all colluded to cap light bulb’s lifetimes at 1,000 hours.

Planned obsolescence then cropped up in other industries and now exists in various forms, such as repairs costing more than replacing products and aesthetic upgrades that relegate the older product versions as out of date or less stylish.

Batteries in smartphones, laptops, and other consumer electronics eventually die, hard drives run out of space, or operating systems can no longer be upgraded forcing users to replace the product with a new one. One of the most obvious manifestations of planned obsolescence is in home printers, where microchips are programmed to prompt the user to replace ink cartridges that are not empty. Most recently, printer manufacturers lost cases to people claiming their “right to repair,” and in particular, the right to refill ink cartridges.

Planned obsolescence is also damaging to the environment; we dispose of over 350 million ink cartridges a year, along with rare minerals mined to power our phones and laptops and highly polluting batteries.

The right to repair movement is gaining traction. The EU, UK, and US have enacted legislation that enables farmers to repair their tractors that were locked out by technology and directed the Federal Trade Commission to prevent manufacturers from enforcing repair restrictions.

The right to repair movement stands for extending the life of products, making spare parts available, and legalizing repairs; repair cafés, Makers Labs, and community initiatives such as “The Restart Project” teach people to repair their broken electronics. The right to repair is a key tenet of the circular economy, one that relies on processes and economic activities that are regenerative or restorative by design.

7. The End Of Planned Obsolescence Is An Opportunity For Brands

The new regulations and initiatives outlined above are expected to extend the life expectancy of white goods (dishwashers, toasters, and other countertop appliances) by up to 10 years. Even brands unaffected by these regulations will need to transition, as product reviews from many publications now include sustainability ratings and influence consumer choice. To harness the end of planned obsolescence, brands should

• Advertise the longevity of a product: Get ahead of the trend by taking a stance on longevity and sustainability, a tangible manifestation of brand purpose.
• Develop an ecosystem: A longer product life means a greater opportunity to keep customers in a brand ecosystem and sell companion products and services, such as subscriptions.
• Involve customers in the design process: Fashion apparel brand Freitag immerses its customers in the product creation process; customers choose the colors, materials, and patterns of their items in-store and create dummy templates the Freitag crew brings to life by sewing and riveting the materials while customers are watching.
• Designs, repairs, and upgrades are all great means to generate store traffic. Once in-store, cross-sell and upsell other items and educate customers on how to use products.

8. Recommerce

As consumers demand more sustainable products and practices, brands must embrace and propel recommerce, the selling of previously owned products that buyers reuse, recycle, repair, or resell. Recommerce is predicted to account for 14 percent of the footwear, apparel, and accessories market by 2024, up from 7 percent in 2020. Apparel resales alone could become a $64 billion market by 2024. By 2025, recommerce is projected to grow 11 times faster than the broader retail clothing sector.

According to The World Economic Forum, clothing production has roughly doubled since 2000 and shoppers keep their garments for only half as long as they used to. The silver lining is millennials and Gen Z are value-driven consumers who prefer to buy from brands that engage in sustainable practices. Some even shop exclusively for secondhand apparel, allowing them to wear higher-quality garments they couldn’t otherwise afford while minimizing their carbon footprint and reinforcing their social credentials.

Early movers in the recommerce space were marketplaces such as The RealReal and Poshmark, along with peer-to-peer resale platforms like Depop. Name brands are starting to respond, working with logistics providers that help set up their resale market operations. As such, The Renewal Workshop takes damaged and returned inventory from retailers and turns it into renewed products that are then sold through brand-owned websites or shared marketplaces. It provides technology and logistics to its brand partners such as Carhartt, The North Face, Prada, and Pearl Izumi. Further, it accumulates data on items that flow through its system and shares this data with brands to help them improve the design and production of future clothing lines. For example, fashion brand Fendi relaunched its signature monogram print “Zucca” as it noticed a surge in demand for vintage, preowned Fendi garments in the iconic print. The same can be said of Dior’s vintage “saddle” bag, which is going through a revival 20 years after it made its debut under John Galiano.

9. The Circular Economy

Our rate of consumption has increased four-fold since 1970 while the population has only doubled. In contrast with the linear economy where we produce, consume, and dispose of goods, the circular economy proposes to extract fewer raw materials and reuse the ones we have already extracted. It is a framework to tackle global challenges such as waste, pollution, and biodiversity. This framework involves not only recycling but also remanufacturing, refurbishing, reusing, and repairing by sourcing energy through product production, distribution, usage, and disposal.

Over the next few years, consumers will likely be drawn to a circular economy for its convenience; a circular economy enables consumers to put a product back into the supply chain as a “rent, recycle, or resell” product. Today, only 9 percent of our economy is circular, making the circular economy possibly the biggest transformation companies will embark on since the Industrial Revolution.

10. Rent: It’s Cheaper

In more and more categories, people choose to rent rather than own goods. Besides our growing concern for the environment, this trend is bolstered by social media: our posts on Instagram and other platforms often depict an idealized lifestyle captured with a picture or a short video that does not require owning anything but only using it for a few minutes. Conversely, younger consumers who live through social media are hungry for newness.

Brands like Spotify, Netflix, and Zipcar have helped demonstrate the benefits of rentals as consumers have realized that there was a limited upside to owning a CD, DVD, or even a car. This new mindset is propelling the success of rental and preowned businesses such as Rent the Runway, which rents fashionable outfits, and The RealReal, which sells gently used luxury brands. In China, YCloset operates a subscription model in which customers access a range of clothing and accessories for a flat monthly fee. We will also increasingly seek “rental native” brands, created exclusively to be rented or accessed through subscription models.

11. Recommerce As A New Model For Brand Engagement

Recommerce offers new opportunities for brand engagements. Brands can extend their relationships with existing customers and foster new ones with shoppers who might not have otherwise purchased items at full price. Indeed, 50 percent of recommerce shoppers try a new brand, offering companies a chance to capture a younger and less affluent audience. As such, recommerce is a cost-effective channel to acquire new customers and extend customer lifetime value with brand loyalists.

That said, authenticating products is a major challenge for marketplaces, consumers, and brands alike. Lawsuits between secondary marketplaces and brands have outlined the issue; brands argue that these marketplaces cannot guarantee the authenticity of products without the input of brands themselves. Ultimately, this erodes consumer trust and negatively impacts items, prices, and margins.

To address this challenge, the World Economic Forum is leading an initiative that enables brands to attach a digital identifier to their products (for example, a unique QR code displayed on the label of the item). This identifier enables the brand to authenticate an item instantly as the product finds its way to a recommerce platform. This “certification” model is similar to the role Visa and Mastercard play in authenticating and securing payment transactions. In the long run, it offers a scalable way for brands to sell their items through recommerce. World Retail Congress Chairman Ian McGarrigle notes that “digitization is what allows brands to track the life cycle of a product, which is a building block of the circular economy.”

This QR code also enables consumers to learn about the provenance of products, from the farm where the cotton was harvested and the factory where the garment was manufactured. In the meantime, recommerce platforms like Grailed rely on in-house moderators to screen digital listings, while the company Mercari uses photos to authenticate items.

Overall, recommerce presents a unique opportunity for brands to address their customers’ sustainability concerns while protecting their brand identity, gathering data to inform research and development, generating additional profits, and increasing customer lifetime value. Furniture brand IKEA is one of the pioneers of recommerce. Through its “Buy Back & Resell” service, IKEA allows customers to sell back their gently used IKEA furniture in exchange for a store credit. The goal is to provide a more affordable and sustainable way to acquire furniture.

For Jennifer Keesson, country sustainability manager for IKEA US, the firm is “passionate about making sustainable living easy and affordable for the many, and want to be part of a future that’s better for both people and the planet.”

Key Takeaways

• Consumer spending in the US is at an all-time high; goods have become cheaper and we can shop online 24/7 without having to comply with restrictive store hours.
• We consume all these goods because marketing convinces us they make us happy, loved, and esteemed, but too many products make us feel happy one moment and miserable the next.
• Consumers influence business decisions by which brand they buy, based on its environmental impact.
• Brands feel obliged to talk to their sustainability agenda and show their actions through initiatives and commitments to various time frames.
• Consumers expect full transparency from brands across the value chain and to understand how brands source their products, their contribution to society and the economy, and their vision for the future.

In the long run, brands that refuse to become more transparent about their practices will suffer as consumers question what they have to hide.

• Recycling and upcycling transform a product; it is given a clear past and present identity.
• Repurposed products escape the stigma of the past because they have been transformed into something new.
• Combating planned obsolescence, the “right to repair” movement is gaining traction as we become increasingly concerned with the downsides of consumerism, including its environmental impact.
• Brands can also address the demand for more sustainable products and practices through recommerce, the selling of previously owned products that buyers reuse, recycle, repair, or resell

Contributed to Branding Strategy Insider By: Dr. Emmanuel Probst, excerpted from his book Assemblage: Creating Transformative Brands

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1. Provide Clear And Simple Answers

A cult leader is the only one who can provide cookie-cutter answers to followers’ existential questions; shortcuts to help their followers make quick judgments without even processing the information. Then, repetition (or what we in marketing elegantly call frequency of exposure) leads devotees to recall and accept these answers as universal truths.

2. Leverage Urgency And Scarcity

Cult leaders rely on scarcity and urgency to prompt devotees to take action. The phenomenon is described as FOMO, or fear of missing out, in popular culture and marketing. Learning outcome: Build limited series and exclusive access to products and promotions for your most valuable clients.

3. Remember Every Hero Needs A Villain

Cult leaders promote a sense of adversity toward outside enemies. They cultivate an “us versus them” mindset that demonizes non-members and, in turn, strengthens the bonds of devotees.

This is the core idea behind tribal marketing—single out a brand’s audience based on members’ affinities, interests, and shared beliefs. Nonusers miss out on the benefits of the products. Users or members of the tribe feel superior to groups of outside nonusers.

4. Lock Your Audience In A Funnel

One thing multi-level marketing, airline loyalty programs, and Scientology have in common is that they funnel people into an ascending scheme that usually starts with a freebie or something very easy to achieve. Once in the funnel, members are constantly upsold on the benefits of progressing to the next tier. Scientology puts its members through 15 levels which can take decades and hundreds of thousands of dollars to achieve. In a similar vein, many members of airline and hotel programs end up booking flights and rooms that are more expensive than competing alternatives to ensure they secure a certain status tier in the brand’s loyalty program.

5. Emphasize The Emotional Over The Functional

Cults appeal to pathos—using emotions to persuade their audience through metaphors, storytelling, and the passionate delivery of a speech or personal anecdote. They tap into their followers’ desire for belonging, acceptance, security, and love. In contrast, ethos persuades through credibility and trust, while a logo relies on evidence and logical reasoning.

Contributed to Branding Strategy Insider By: Dr. Emmanuel Probst, excerpted from his book Assemblage: Creating Transformative Brands

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Before co-creating, consumers must first trust and engage with the brand. Brands such as Nike, Smirnoff, and Old Spice enable their audience to transform their sneakers, define what makes nightlife original, and remix their advertising campaigns.

People often carefully select what brands they follow to curate their virtual identity and present an idealized version of themselves. They might follow these brands online but never consume them off-line. While immediate, their relationship with the brand is also short-lived.

How Gucci Enables Its Customers To Express Their Individuality

On a more positive note, brands can be a source or symbol that consumers transfer meaning to, like a mirror that reflects the identity of the individual. When we bond with a brand, it helps define us and presents us as we want to appear, generating passionate feelings, a phenomenon marketers refer to as brand passion. Brand passion is particularly valuable to brands, as it drives trust, self-expression, and self-brand integration.

Gucci’s challenge was to find the right balance between appealing to old-money consumers and the younger generation. Gucci focused its strategy on offering exclusive products through a culture of inclusivity.

To its customers, Gucci is a bold and unapologetic expression of individuality and self-expression. As such, Gucci enables its customers to disregard traditional rules imposed by society, such as gender identification, how to express oneself, or what to wear. The brand is transformative in that it enables its clients to be who they want to be, no matter how much they differ from “the norm.” Gucci was the first to offer a gender-neutral collection, MX, and promises to question how binary gender relates to our bodies.

Most other luxury brands focus on selling an unrelatable dream or showcasing their craftsmanship, a key attribute of luxury that is relevant but not personal. In contrast, Gucci tells stories that position the consumer as the hero rather than the brand and its products.

The Confidence To Complete A Challenge: Spotlight On The IKEA Effect

Instant cake mixes were first introduced in the 1950s to simplify the lives of American housewives by minimizing the tasks involved in baking. Today, the global cake mix market is more than $1.2 billion, but cake mixes initially failed because they made it too easy; housewives felt their skills and labor were undervalued. Based on this, manufacturers changed the formula to require adding an egg, leading home cooks to believe their labor was crucial in the baking of a great cake.

Researchers coined this psychological phenomenon the IKEA effect —named after the Swedish retailer whose furniture requires assembly. Doing a bit of legwork increases our belief in the value of the product we created, even though a professional would have delivered a better result. What’s more, consumers are willing to pay more to build things themselves.

However, the task should be simple enough to complete. If people spend too much time and effort building their creations or fail to complete the task, their perception of the value of the item decreases.

Contributed to Branding Strategy Insider By: Dr. Emmanuel Probst, excerpted from his book Assemblage: Creating Transformative Brands

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