FOREWORD A.G. LAFLEY CHAPTER 1: START ME UP
Here’s what I learned from ﬁve great businesses I’ve worked for: • Always surround yourself with Inspirational Players • Zig when others zag • Get out of the ofﬁce and into the street • Live on the edge • Nothing is Impossible
CHAPTER 2: TIME CHANGES EVERYTHING
The journey from products to trademarks, from trademarks to brands. A quick look at why brands are running out of juice as they confront the Attention Economy
CHAPTER 3: EMOTIONAL RESCUE
Why I believe emotional connections can transform brands. If you spend your days reviewing data, read every word of this chapter. Twice. INSIGHTS: Maurice Lévy, Publicis Groupe
CHAPTER 4: ALL YOU NEED IS LOVE
Taking brands to the next level depends on one four-letter word: L-O-V-E. INSIGHTS: Sean Fitzpatrick, sportsman; Tim Sanders, Yahoo!
CHAPTER 5: GIMME SOME RESPECT
Love will change the way we do business, but only if it is built on Respect. No Respect, no Love. Simple. Let’s celebrate what Respect has achieved
CHAPTER 6: LOVE IS IN THE AIR
Okay, so how do you create Loyalty Beyond Reason? INSIGHTS: Alan Webber, Fast Company magazine
CHAPTER 7: BEAUTIFUL OBSESSION
So what are Lovemarks? They inspire Loyalty Beyond Reason through their obsession with Mystery, Sensuality, and Intimacy. Here are our ﬁrst ideas about putting them into action. INSIGHTS: Jim Stengel, Procter & Gamble
CHAPTER 8: ALL I HAVE TO DO IS DREAM
Understand how Mystery can transform relationships with consumers. Great stories; mythic characters; the past, present, and future together; dreams and inspiration. Be inspired by the ideas and actions of great Mystery makers. INSIGHTS: Dan Storper, Putumayo World Music; Cecilia Dean, Visionaire magazine; Maurice Lévy, Publicis Groupe; Sean Landers, artist
CHAPTER 9: THE HUMAN TOUCH
The ﬁve senses–sight, hearing, smell, touch, taste–make Lovemarks real in the world. Leading sensualists show how they move us. INSIGHTS: Dan Storper, Putumayo World Music; Masao Inoue, Toyota; Alan Webber, Fast Company magazine
CHAPTER 10: CLOSE TO YOU
Intimacy is the challenge of our time. Intimacy demands time and genuine feeling, both in very short supply. See how businesses deep into Intimacy can create empathy, commitment, and passion. INSIGHTS: Clare Hamill, Nike Goddess
CHAPTER 11: ACROSS THE BORDER
The Love/Respect Axis is your ﬁrst step. By plotting where you are today, you can trace where you need to go. Using the Love/Respect Axis, Kodak shows how it reinvigorated itself with the youth market. INSIGHTS: Eric Lent, Kodak
CHAPTER 12: DIAMONDS IN THE MINE
How do you turn Shoppers into Buyers? With Mystery, Sensuality, and Intimacy. The store is the new creative opportunity, a space just waiting to become a Theater of Dreams. INSIGHTS: Dan Storper, Putumayo World Music
CHAPTER 13: I CAN SEE CLEARLY NOW
The reinvention of research. Xploring and power listening–and powerful new proof that Lovemarks are what matter most to consumers. INSIGHTS: Malcolm Gladwell, writer; Peter Cooper, QualiQuant International; Jim Stengel, Procter & Gamble; Masao Inoue, Toyota; Clare Hamill, Nike Goddess
CHAPTER 14: I’LL FOLLOW THE SUN
An Inspirational Consumer is precious beyond measure. Saatchi & Saatchi people share their most inspiring consumer stories. Tell me yours at www.lovemarks.com INSIGHTS: Tim Sanders, Yahoo!; Malcolm Gladwell, writer
CHAPTER 15: ROLLING THUNDER
Lovemarks in action. Real life client stories from Olay, Brahma beer, Lexus, Cheerios, and Tide showing the power of Mystery, Sensuality, and Intimacy.
CHAPTER 16: WHAT THE WORLD NEEDS NOW
The role of business is to make the world a better place for everyone. Becoming a Lovemark has to be the destination of every business. Step up to the challenge. INSIGHTS: Sandra Dawson, Cambridge University; Alan Webber, Fast Company magazine; Dr. Arno Penzias, Nobel Prize winner; Bob Isherwood, Saatchi & Saatchi
INDEX / FURTHER READING
I was born an optimist.
I always looked for opportunities where others faced up to threats or weaknesses. I believed if you were going through hell, the only option was to keep going! During my childhood in Lancaster I always believed that nothing was impossible. Where better to find myself than as CEO Worldwide of Saatchi & Saatchi, the Ideas Company that made this belief a founding declaration. I’ve been lucky to have been guided by exceptional people who have mentored me. Inspirational Players. People who believe that to dream is as important as to act, and that winners are powered by passion and emotion. By the time I was ready to enter the world of work I wanted to go somewhere that was top of its class. Somewhere that relied on passion and inspiration as its driving force. Who better to work for than the most inspirational businesswoman of the sixties, Mary Quant?
Products to trademarks
In the beginning products were just, well… products. One was pretty much indistinguishable from another. Get hit over the head with Jake’s club or Fred’s club, the headache was much the same. Trade was kept in the family. Making the right choice was easy. But people being people, even in such a simple trading system, trademarks made an early entry. There are trademarks on pottery in Mesopotamia (now Iraq) dating as far back as 3000 B.C. There is a cafe I go to named SPQR. It is named after one of the most feared and respected trademarks the world has ever known. Four letters that told you the mighty Roman Empire was at hand. Over the centuries, trade increasingly stretched past local boundaries and the importance of trademarks increased. It’s fine to trust the local village blacksmith. You could check out the forge, bite the metal, ask around. But the weird guy bringing in iron implements from the next village? Not so easy. So trademarks moved up a notch from simple name tags to marks of trust and reliability. From a business perspective, trademarks play great defense. They offer legal protection to the unique qualities of your products and services, and declare your interests. Trademarks define territory. That’s how it works when you are in charge of a business.
For both businesses and consumers, trademarks are a sign of continuity in a constantly shifting environment. As Kate Wilson, a prominent New Zealand patent attorney once told me:
‘Patents expire, copyrights eventually run their course, but trademarks last forever.’ Trademarks are not exempt from change. SPQR gets thousands of hits on Google, but most of them are not for the Senate and People of Rome but for a popular computer game–SPQR: The Empire’s Darkest Hour! The history of trademarks is littered with oncefamous names that have gone generic. Bad news for them, as all the value they have created with consumers can be sucked up by just about anyone. Band-Aids, once a trademarked name, is now the generic term for any bandage that sticks over a small wound. Jell-O and Vaseline have been pushed down the same route. And the process is still happening. In some countries, unique product names like Rollerblades and Walkman have recently been accepted as the given and defining names for in-line skates and portable music players. Promotion to dictionary status is no promotion at all. Just holding a trademark doesn’t guarantee successful differentiation, but it can be a great start. Over the 20th century some trademarks have grown into enduring icons. The MGM lion first roared in 1928 for the silent movie White Shadows of the South Seas. Work out the technology on that one! And if you have ever wondered what it says in the circle that frames the lion, try Ars Gratia Artis–Art for Art’s Sake.
To consumers, the picture looks somewhat different.
They care about a trademark because it offers reassurance. ‘With this, I’ll get the quality I paid for.’
They can’t stand out in the marketplace and they are struggling to connect with people. Here are six reasons why.
1. Brands are worn out from overuse Michael Eisner of Disney has called the word brand ‘over-used, sterile, and unimaginative.’ He’s right. As the brand manual grows heavier and more detailed you know you’re in trouble. Making sure the flowers in reception conform to the brand guidelines just shows you are looking in the wrong direction. Consumers are who you should be paying attention to. What matters to them. Otherwise, you’re hiding, and you’re in trouble. 2. Brands are no longer mysterious There is a new anti-brand sensibility. There is much more consumer awareness, more consumers who understand how brands work and, more importantly, how they are intended to work on them! For most brands there is nowhere left to hide. The information age means that brands are part of the public domain. Hidden agendas, subliminal messages, tricky moves–forget it. For most brands it is a new age of consumer savvy; at the extremes it’s the attacks of Naomi Klein and the anti-global gang. 3. Brands can’t understand the new consumer The new consumer is better informed, more critical, less loyal, and harder to read. The white suburban housewife who for decades seemed to buy all the soap powder no longer exists. She has been joined by a new population of multi-generational, multi-ethnic, multi-national consumers.
4. Brands struggle with good old-fashioned competition The more brands we invent the less we notice them as individuals. If you’re not Number One or Two, you might as well forget it. It’s like kids in a family. You might remember the names of three kids, even five. But ten? And the greater the number of brands, the thinner the resources promoting them. You get a treadmill of novelty, production value, incremental change, tactical promotions, and events. 5. Brands have been captured by formula I lose patience with the wanna-be-science of brands. The definitions, charts, diagrams, and tables. There are too many people following the same rule book. When everybody tries to beat differentiation in the same way nobody gets anywhere. You get row upon row of what I call ‘brandroids.’ Formulas can’t deal with human emotion. Formulas have no imagination or empathy. 6. Brands have been smothered by creeping conservatism The story of brands has gone from daring and inspiration to caution and aversion to risk. Once the darling of the bold and the brave, brands are relying on the accumulation of past experiences rather than the potential of future ones. Headstones are replacing stepping stones. If the antics of Richard Branson cause a riot (and they do), how bland and boring has everyone else become?
Human beings are powered by emotion, not by reason.
Study after study has proven that if the emotion centers of our brain are damaged in some way, we don’t just lose the ability to laugh or cry, we lose the ability to make decisions. Alarm bells for every business right there. The neurologist Donald Calne puts it brilliantly:
‘The essential difference between emotion and reason is that emotion leads to action while reason leads to conclusions.’ You don’t have to be a brain surgeon to get that. The reality we face does not require mastery of arcane terminology, and it’s not about evaluating competing theories about how the mind works or how it is structured. The brain is more complex, more densely connected, and more mysterious than any of us can dream. That’s as much as we have to know. Emotion and reason are intertwined, but when they are in conflict, emotion wins every time. Without the fleeting and intense stimulus of emotion, rational thought winds down and disintegrates. ‘Consumers who make decisions based purely on facts represent a very small minority of the world’s population. They are people without feelings, or perhaps people who put their heart and emotions in the fridge when they are leaving home in the morning, and only take them out again when they go back home in the evening. Although even for these people, there is always some product or service they buy based on impulse or emotion.’ –Maurice Levy, Chairman, Publicis Groupe, Paris
The Lovemarks of this new century will be the brands and businesses that create genuine emotional connections with the communities and networks they live in. This means getting up close and personal. And no one is going to let you get close enough to touch them unless they respect what you do and who you are. Love needs Respect right from the start. Without it, Love will not last. It will fade like all passions and infatuations. Respect is what you need when you are in for the long haul. Respect is one of the founding principles of Lovemarks.
Management loves the idea of Respect. It sounds serious and objective, easily measured and managed. In fact, Respect has been prodded and squeezed so often over the last century that its real power has been undervalued. Respect is the foundation of successful business. At Saatchi & Saatchi we decided one thing was mandatory from the get-go: No Respect. No Love. But Respect needs to be reinvigorated. We need to understand what it demands. We need to expand our Respect metrics from financial and production performance to take on the deeper demands Respect makes of us. Respect looks to performance, reputation, and trust as its organizing principles. Within each of these principles I believe there is an inspiring code of conduct to lead you forward.
Perform, perform, perform
Respect grows out of performance. Performance at each and every interaction. Peak performance as the ultimate table-stake of all table-stakes.
The corporate shake-ups of the last few years have put the spotlight back on integrity: the integrity of your people, your products, your services, your financial statements and, most importantly, your personal integrity.
Innovation is kaizen, continuous improvement, for consumers. Every business today is expected to innovate, and to innovate meaningfully while creating value.
Take on the biggest responsibility of all–to make the world a better place for everyone, creating self-esteem, wealth, prosperity, jobs, and choices. Quality is the measure by which you exceed expectations. Quality is all about standards. Keep it simple: set high standards and then exceed them. Meet, Beat, Repeat.
Commit to total commitment
Going the full distance is the price of Respect. The new active consumer judges you at every encounter, every touchpoint, and will punish failure by not coming back.
Make it easy
The increasing complexity of many goods and services has raised the stakes. The equation is simple. If it’s hard to use, it will die. Good-bye VCR. Hello DVD.
Never pull back on service
Service is where transactions are transformed into relationships. Where Respect meets Love. It is the first moment of truth.
Deliver great design
Attention Economy 101. Competition is hot and getting hotter. If you’re not aesthetically stimulating and functionally effective you just merge into the crowd. You have to be different, not just act different.
People can only respect you if they know who you are. Remember, in today’s Internet environment there is nowhere you cannot be found. Don’t even try.
Jealously guard your reputation
Built over a lifetime. Destroyed in an instant. Consumers today are ruthless if you let them down. So don’t.
Don’t underestimate value
Not just real dollar value but the perception of value. Only when people perceive the value they are getting as higher than the cost will they respect the deal you offer. Sam Walton built Wal-Mart, the biggest retail empire in the world, by a relentless focus on best value.
Get in the lead and stay there
To be out-front can be lonely and uncomfortable, but remember, the lead husky gets the best view.
Consumers want to trust you. They want you to remain true to the ideals and aspirations you share with them. Practice what you preach. Never let them down.
Tell the truth
Be open. Front up. Admit mistakes. Don’t cover up, it will get you every time. Believe in yourself– at times like this it may be the only thing you have. And at times like this your reputation is your premium defense.
Never, ever fail the reliability test
Expectations skyrocket: cars always start first time, the coffee’s always hot, the ATM is always open. Today reliability is the door charge for Respect before the show begins.
My ideas were based on work we had done comparing brands and what were emerging as Lovemarks. The best brands were Trustmarks, we had decided, but the great ones were Lovemarks. We charted the differences:
BRAND Information Recognized by consumers Generic Presents a narrative The promise of quality Symbolic Defined Statement Defined attributes Values Professional Advertising agency
Relationship Loved by people Personal Creates a love story The touch of Sensuality Iconic Infused Story Wrapped in Mystery Spirit Passionately creative Ideas company
I said in the article: ‘I’m sure that you can charge a premium for brands that people love. And I’m also sure that you can only have one Lovemark in any category.’
Looking for Love
As we started to shape Lovemarks at Saatchi & Saatchi we saw how the Love/Respect Axis could help us work out where they fitted.
The Love/Respect Axis
Saatchi & Saatchi’s Chairman, Bob Seelert, is a smart man and a great sounding board for ideas that are struggling to realize themselves. We were waiting at Auckland airport late one evening on our way to Los Angeles and I started on my Love rap. Bob had heard most of it before but this time I pulled out a napkin and drew a horizontal line showing Love at one end and Respect at the other. I showed Bob how it might work. How everything was telling us that brands had run out of juice. How they had to evolve into something more. And how I would place this new kind of brand moving beyond Respect and up into Love at the top of the line. Products would live at the bottom of the line and standard brands would be at the lower end.
Without Respect there is no foundation for any long-term relationship. Without the sharp delineation of the Axis format, it was too easy for our ideas about Love to float off into feelings with no practical edge. Okay if we wanted to be psychotherapists, but somehow that was not where we were headed! Bob brought Love to earth.
Respect is the key to the success of many of our biggest clients. Such success should not be devalued; it’s just no longer enough. Companies like big-time Saatchi & Saatchi clients Toyota and Procter & Gamble have invested billions and won astonishing Respect for their products and brands. And they have done it through sustained feats of focus and self-discipline. Whatever we called the new generation of brands, it was going to need Respect–and a lot of it. Respect, it was clear, had to be table-stakes. No Respect, no admission.
The goal would be at the top of the line. High on Love!
Bob looked at it for a couple of minutes. ‘There’s another way to show this to more effect,’ he told me. Taking the pen he drew a second line, this one crossing over my Love/Respect line midway. My line was transformed in an instant into an axis. Bob was right. The axis format immediately showed Love as a goal above and beyond Respect. Now we could clearly show the ongoing importance of Respect and the urgency of moving into a relationship based on Love. Love of design, Love of service, Love of customers, Love of life.
Stuck in the middle with you
Above the low Respect line on the left are most brands. This is where the efforts and investment of the last 50 years have gotten them. But many brands risk falling into the sand trap below–tough competition, tight margins, and lack of individuality turning them into “blands.” Others have built up high levels of Respect based on sound management and continuous improvement. But what they have earned in Respect has little emotion. Sensible and well-measured, it’s hard to tell one from another. FADS
The high life —
In the top right the sun always shines: high Respect, high Love. Why wouldn’t you want to be there? You know who belongs in this quadrant by instinct. Virgin is there. United would like to be. The iMac? Yes. The ThinkPad? Don’t think so. It’s home for Disneyland but not for Seven Flags. Make your own list.
Lovemarks made immediate sense. Every person we deal with is an emotional human being and yet business had been treating them like numbers. Targets. Statistics. Respect was something that Saatchi & Saatchi understood. Over the years we had put a lot of time into building our clients’ products into some of the most highly respected brands in the world. Now it was time to focus on what made some brands stand out from the crowd–what made some brands loved. When it came to working out what gave Lovemarks their special emotional resonance, we came pretty quickly to:
Great Stories Past, Present, and Future Taps Into Dreams Myths and Icons Inspiration
Mystery Sensuality Intimacy
These didn’t sound like traditional brand attributes. And they captured the new emotional connections we were seeking. As I have already mentioned, we were convinced from the start by a very important idea that became the heart of Lovemarks.
Sound Sight Smell Touch Taste
Lovemarks are not owned by the manufacturers, the producers, the businesses. They are owned by the people who love them. From there it was easy to agree that you only get to be a Lovemark when the people who love you tell you so. But just sitting around waiting for consumers to tell you you’re a Lovemark could mean a very long wait. Love is about action. It’s about creating a meaningful relationship. It’s a constant process of keeping in touch, working with consumers, understanding them, spending time with them. And this is what insightful marketers, empathetic designers, smart people on the check-out and production line do every day. Now we were ready to create our principles.
Commitment Empathy Passion
Lovemarks are owned by the people who love them. We have the power and we exercise this power every day when we go shopping.
People People People People
love to shop. want to buy. want to produce. want to sell.
Many of us limit our thoughts about sustainability to our individual choices. Can I afford it, or not? We’re stuck in the ritual of swipe, sign, and you’re mine. Many others (around 2 billion people in fact) face sustaining life itself as a challenge every day. Between these extremes there is a rising awareness that we are not on this planet as lone individuals. We are here with billions of others. How we consume is closely entwined with our responsibility to the future and to each other. We are starting to understand that unless we respect our shared future, there is no Love. Consumers are becoming more and more attracted to where the Love is. Every Lovemark, whether it’s a breakfast cereal, a shoe, a car, or a country, must both love and respect consumers and the world those consumers live in. More and more consumers understand that they can make what they buy matter. Shopping as a form of activism. Choice as a tool. They want to do good and to feel good. They are no longer happy to buy sight unseen.
This dynamic has made retail a 9 trillion dollar industry throughout the world. The scale is extraordinary. Billions of shoppers browsing, choosing, and buying every minute of every single day. At the heart of this frantic and primal activity is shopping. Shopping is about the stuff we buy and consume but it also brings us hard up against a pressing reality: sustainability. How do we reconcile our needs and desires with how they affect the world? We cannot avoid the fact that resources are finite. That consumption has consequences. But most importantly, that a sustainable world is possible.
Shopping is necessary.
We all have to shop for the basics of life. From the smallest village market to the largest Wal-Mart, these are the stores that supply the routines of our daily life.
Shopping is emotional.
Delight at a bargain. Satisfaction at filling the refrigerator. Anyone who thinks shopping is rational has spent too long in the office. Shoppers arrive at the store with hope, anticipation, excitement. The right experience, the perfectly pitched service, ensures they leave enchanted and uplifted. The wrong note triggers resentment and disappointment.
Shopping is primal.
We were all once proud hunters and gatherers. Make no mistake, shopping keeps those ancient spirits alive. We track, we stalk, we browse, we forage, we close in, we return home in triumph. What else explains the passions of collectors? The adidas Originals store in SoHo, New York knows that old-school is forever and plays classic hip hop to prove it.
Barbara Kruger I shop therefore
Shopping is human nature.
We surround ourselves with the things that we love. As humans we are acquisitive and curious, natural born collectors and accumulators. This is the side of us captured by stores like JACK SPADE. Great, well-designed bags and accessories as you’d expect, but also an anti-retail array of stuff that raises questions. What is it? –A ping pong paddle cover. Who is Sir Walter Scott? –Check it out on Amazon. What’s with the stuffed shark? –Mystery.
Shopping is seductive.
Erma Bombeck, the voice of the American housewife in the 1960s and 1970s, once said:
“The chances of going into a store for a loaf of bread and coming out with only a loaf of bread are about 3 billion to one.” 156
The Theater of Dreams
The drama of Lovemarks can be brought to life in the store. They can transform the shopping environment into a Theater of Dreams and the shopping experience into a delight. The evocative name, Theater of Dreams, comes from one of the most emotional, most inspiring of human activities: sport.
I have watched many soccer games in the original Theater of Dreams, Manchester United’s famous stadium at Old Trafford, England. An emotional epicenter for thousands of fans who are, incidentally, the scorned foes of my Lovemark team, Manchester City. There is nothing quite like being part of a crowd, humming with anticipation, leaping to celebrate a goal, and sharing great stories of victory or defeat. That’s the experience I want when I shop as well. Shopping is being reinvented right now by creative and passionate people. People who are confident in their judgment and taste. Who think they know best–and are proud of it! Curators like Murray Moss whose store in lower Manhattan is gallery-like and sophisticated. The thread that draws a shopper along the large glass cases item by item is the taste of Murray Moss. Since 1994, Moss’s sensibility has connected the perfect Bocca sofa with the perfect Aliseo champagne flute, Massimo Giacon’s Pigface pencil sharpener with Marc Berthier’s Tykho radio. This is a store with precision and integrity as well as an inspiring sense of purpose: to help amazing objects capture shoppers in five seconds. And the staff on the floor extend the gallery metaphor. They have that wonderful combination of expertise lovingly combined with boundless enthusiasm.
The supermark et
Knows shoppers spend an average of 21 minutes a visit Packs the stor e with over 50,000 di fferently branded items Works on the More Means More principl e, squeezing as many items on each shelf as poss ible Is mesmerized by incremental ch anges to products Believes the bigger the shopping cart , the bigger the purchases Thinks kids pl us shopping is a "slow-do wn" problem Has staff trai ned to answer questi ons Uses checkout time as a chance to pitc h advertising Provides well -lit car parks (if you’ re lucky) Knows to thre e decimal points the nu mber of car parks per squa re foot of selling sp ace Believes tast e tests are the pinnacle of shopper interaction Feels under pr essure from suppliers, re gulators, consumers, co mpetitors
e g experience is uniqu Feels every shoppin e what she needs lik Finds shopping for in a haystack looking for a needle what she sees–and Can only buy from elf of what’s on the sh sees less than half category in a mere Flashes through a 1.4 seconds rt the art back into ca Wishes they’d put rnia won’t give her a he and design one that ey ve fun, wherever th Loves the kids to ha t. A a supermarke are. A magician in on! clown. Bring ’em e ever Wonders why no on offers to help not
g out as she shops, Dreams of checkin when she’s finished
a ed if they threw in Would feel more lov free car wash closer to the door Just wants to park ows s-on-a-stick. She kn Is bored by sample pt taining ways to tem there are more enter her to taste ed, and frustrated. Feels confused, tir and out Can’t wait to get in
The future of supermarkets–Sunka
When most people talk about the future of the supermarket, they talk technology. Wireless neon signs, infra-red signals, handheld scanners, smart shopping carts, radio frequency identification. All fantastic innovations, but they are not the future. One by one they will become tablestakes just as freezers and barcodes and conveyor belts did before them. The only way to spring the commodity trap is with Mystery, Sensuality, and Intimacy. I have seen this future and it is called La Sala Sunka, an inspired concept springing out of Lleida, near Barcelona in Spain. The Pujol family’s chain of neighborhood food stores didn’t panic when the powerful hypermarket formula started to bite. Instead they created Sunka. The Pujol’s research said “demanding and stressed people” made up 33 percent of consumers, mostly couples with kids who were under pressure at work and at home. Sunka was created for them.
The transformation of shopping
Every store, every stall, every kiosk, every website needs to aspire to become a Lovemark to the shoppers it serves. Lovemarks create what I call right-side-up shopping, where retailers face shoppers rather than their own processes and problems. The big price and efficiency gains have already been made. Incremental improvements remain, but they’ll not be enough to differentiate. Worse still, winning the price wars has been at a cost for some retailers. Their reputation. Wal-Mart is an obvious example. Still admired and respected by shoppers, imagine the possibilities if Wal-Mart were loved! With Lovemarks, shopping can be transformed by shoppers. Shoppers who want to know where products came from and how they were made. Shoppers who make their choices with understanding and skill. Shoppers who want to enjoy the experience. Shoppers who ask questions about ingredients and packaging. Shoppers who want to deal with stores and products they respect, and may grow to love. Shoppers who care. You want to see the future of shopping? Look at the passion in these consumer nominations sent into Lovemarks.com
If you love books you’ve got to love Amazon.com. The thrill of getting the Amazon box in the mail, the contents beautifully packed in those great squishy air bags. Amazon, a mighty river of love flowing right to my door. [Antonio, Italy]
The Body Shop has a strong attitude, but a soft tone of voice. It is a pioneer. Because it isn’t just nice packaging with the same ingredients. The Body Shop has a soul and I like that soul, it is my friend. [Gun, Turkey]
My time at Barnes & Noble is relaxing and private! It is not a library because of the “quiet” hustle and bustle of other Barnes & Noble addicts. I always stop by the books recommended by the staff. Their descriptions of the books often intrigue me enough to purchase them. This must be my favorite place to purchase gifts! Gift cards, books, bookmarks, journals, and CDs. Have you ever been in a store, loved the music playing, and wanted to know who the artist was? At Barnes & Noble the CD playing is displayed for you to see. Love it! [Brenda, United States]
Can business make the world a better place? Of course it can. Will business take up the challenge? It is in our best interests to do so, and let’s face it, our best interests have been a powerful driver for many centuries. What can inspire us with the emotional urgency required to undertake this epic task? The creation and rewards of Lovemarks.