With Karen Schnelwar

Q: What is your favorite consumer brand, and why?

My very favorite brand, personally and professionally, is Kate Spade. In less than twenty years, it has gone from a small collection of simple handbags to a lifestyle empire. The brand has flourished in a very interesting, thoughtful way, crafting an ownable and distinct voice: lovely, quirky, interesting, whimsical and witty (my words, not theirs). Kate Spade has grown a lot, but stayed small enough to feel special and authentic. An engaging online component solicits ideas, shares inspiration and builds community. Even after the Spades left the business, and even after behemoth Liz Claiborne took over, a well-defined strategic core kept Kate Spade on focus and strengthened the brand. In recent years, Kate Spade introduced a clothing line and re-imagined the retail experience, which has raised the bar for retail overall. I also have tremendous respect for the integrity of the Spanish shoe brand Camper, the simplicity of the personal care brand Fresh (part of the LVMH portfolio), the hyperbole of Lilly Pulitzer and the quintessential California of Joie de Vivre hospitality group. On the flipside, Gap's downhill slide over the last decade breaks my heart.

Q: How can brands use the value of simplicity to build a stronger brand?

A simple, powerful idea is at the core of every strong brand. And the most powerful ideas are usually based on clear, potent insights. In the branding and marketing industry there is this tendency to throw in the kitchen sink—too many presentations, too many slides, too many tools, too many attributes, too many promises. But more is just more, and never helpful. I think the key is beginning with careful investigation and active listening—often-times consumer truths will shine through like a beacon. And from this solid foundation, we elevate these ideas and craft simple, elegant and fresh strategies, visual expressions, and experiences. It's worth noting that while simple is powerful, it certainly isn't easy to achieve.

Q: From a global perspective, how can consumer brands maintain brand consistency and stay true to their promise while embracing local attitudes and norms?

A powerful global brand starts with a strong strategic core. The best are built from universal consumer truths—attitudes, behaviors and motivations—that transcend geography, but aren't watered down to please every person and every market. That said, a global brand is rarely one-size-fits-all. Once a strategic foundation is set, the brand must then be viewed through the lens of local realities–especially for the most crucial markets. The global Unilever/Sunsilk re-launch is a prime example of a smart core brand strategy that was completely lost in execution. They exported a campaign to the US—one that used Madonna and Marilyn Monroe no less—and yet it failed because they did not properly tailor it to the US market and the strong ideas were lost in translation.

Q: In what ways does organizational purpose help consumer brands deliver powerful brand experiences?

So much time in the consumer branding space, rightfully so, is spent focusing on the minds of the target audience. Purpose puts employees into the equation—it acknowledges their motivations and contributions, articulates why their efforts matter in the broader context and inspires them to deliver on the brand promise in every interaction. As an overarching statement of the difference the brand is trying to make in the world, purpose can also be used as a tool to unify diverse portfolios. For example, P&G's "improving the lives of the world’s consumers" is both clear and powerful.

Q: With consumer expectations constantly growing, what should brands be mindful of in creating a consistent brand experience and retaining customer loyalty?

Consumers are savvier than ever, and they can spot insincerity and inconsistency from a mile away. A potent strategy should be the ultimate filter for everything the brand says and does. In siloed organizations where one hand has no idea what the other hand is doing, it's no wonder brand experiences tend to vary across different parts of the organization. I've found brand journeys to be an incredibly powerful tool—mapping a current journey to show inconsistencies, and a desired/future journey to show where they need to evolve. If a brand's strategic foundation is strong and its experience is compelling, it will inspire a loyal following. Of course, it's never quite that easy, but it's a good start.