When you visit your local Porsche dealership be prepared to engage.
Staff will talk to you about the total experience. This will invariably
include discussing the firm’s racing pedigree and performance. In your
mind, you will be able to feel the steering wheel, smell the leather seats,
and hear the roar of the engine. This car represents to you an exclusive
club and you desire to be part of the privileged few. The brand also added its own private race tracks in several parts of the world for its customers to have exhilarating moments testing various models. Clearly, one does
not buy a Porsche simply to go from point A to point B. In practice, you
might use this care to commute to work, but this is not the incentive
to purchase a piece of automobile and racing history.
Porsche is clearly a brand with authenticity and heritage. The principles shaping the consumer’s buying behavior go beyond intention.
There is a sense of engagement in fulfilling a dream. It can be to make
a social status statement or a personal style choice. Whatever it is, it
is not an unconscious choice. The codifiers are clear: This is who I am,
and what I believe in. Ultimately, it can also articulate your sense of
self-worth and your emotional aspirations.
The most important emotional benefit in my view is that a product
of this caliber and class expresses itself when the consumer can declare,
“It suits my lifestyle.”
Lifestyle Brands Matter
Not every brand is a lifestyle brand regardless of whether it strives to
portray itself as such. A company can define itself as a lifestyle brand
when its products promote more than a product with key benefits and
attributes. Note however that lifestyle branding is more than just promoting “a way of life”. It is a product or service that provides consumers with an emotional attachment to the lifestyle of the brand. Think
of Ralph Lauren and you can readily see it is not about the clothes. It
becomes an attachment like Porsche to an exclusive club in which you
can be a member through emotional identification through use of the
products in question.
Savvy companies understand these principles and look to keep
the customer engaged. By doing so, they clearly forge the sort of long
term relationships, which become the envy of their designated sector.
Financial benefits clearly follow, but the raison d’être of the firm must
back up its promotion for this to work effectively. One reason so many
firms want to enter the lifestyle arena is profitability and high profit
margins. Established brands can tap economies of scale when they
launch new products at a cheaper cost to the firm. Surplus revenue can
then be channeled into extensive advertising and promotion costs.
Building a Lifestyle Brand
Generally speaking, a brand that is designed for the lifestyle segment
should have more emotional value to consumers. Features, cost, and
benefits do play a role but by themselves they would be insignificant.
There are companies that become a lifestyle brand by tying their
product ranges to a distinctive culture or group. Marketing guru, Seth
Godin labels this with the key word as a “tribe”. A classic case is Harley
Davidson, who sells branded merchandise to customers whether or
not they own one of the firm’s motorcycles. Other
key lifestyle brands include Nike, Wholefoods, Red Bull, Hackett, Hermes, and Louis Vuitton among others.
In the electronics and computer industries, it is uncommon to have
lifestyle products. However, Apple has broken this “glass ceiling” by its
unconventionality with products which come with its seamless eco-system. Even its ubiquitous white headphones have become a fashion accessory and, some would even argue, a status symbol. The people who follow Apple
and its “lifestyle” are clearly all obsessed in a way that the firm intended
when it embarked on this well-thought-through strategy.
Lifestyle brands have clearly impacted on luxury brand management.
The usual suspects such as BMW, Armani, W Hotels, and Rolex — just
to name a few, have fostered commitment and loyalty with their promotional campaigns. These have given consumers an “associate” status
with all that is glamorous. Just think of Daniel Craig and James Bond.
Sales at Omega thrive on this “Bond engagement”.
The methods to reach a target audience require an integrated marketing/communication strategy. They clearly require taking into consideration and harmonizing the following aspects:
• Experiential Marketing;
• Grassroots marketing;
• Promotional tours;
• Sponsorship of lifestyle events;
• Lifestyle marketing on the Web: think Facebook;
• Viral video marketing;
• Social media/networking (blogs, chat rooms & message boards);
• “Interactive” is key;
• Mobile phone media, text messaging & applications.
Not Every Brand Can be a “Lifestyle”
New research from Kellogg at Northwestern finds that the strategy of
traditional brands to reposition themselves as a “lifestyle” brand may
fail. The reason is not rocket science: they simply fail to “bond” with
their customer base. “The open vistas of lifestyle branding are an illusion,” said Alexander Chernev, lead author of the study and Associate Professor of Marketing at Kellogg. “By switching to lifestyle positioning, brands might be
trading the traditional in-category competition for even fiercer cross-category competition. Now they have to compete not only with their
direct rivals but also with brands from unrelated categories.”
The study reveals how brands serve as a means of self-expression
along with the limitations of expressing a consumer’s identity through
brands. Moreover, the study uncovers customers’ desire for self-expression through brands is finite.
Forward-thinking brands are those which will continue to develop creative ideas and solutions that will allow people to interact with each
other and explore, as well as share creative opportunities. Moreover,
those same brands will make it a strategic priority to add pleasure into
the lives of their consumers.
To be sure, there are many excellent examples of lifestyle branding. Just examine the “hotel as lifestyle” creator, Ian Schrager. Since the
1970’s, as an entrepreneur, Chairman and Chief Executive Officer of
Ian Schrager Company, he has achieved international recognition for
concepts that have revolutionized both the entertainment and hospitality industries.
His passionate commitment to the modern lifestyle has been
expressed through a series of pioneering concepts:
The hotel is no longer just a place to sleep. It is portrayed as your
home away from home. This allows hotels to act like theater. Think of
the boutique hotel or “cheap chic”, “lobby socializing”, the resort, or
His keen instincts for the mood and feel of popular culture were
honed during the 1970s and 1980s, when he and his late business
partner, Steve Rubell, created Studio 54 and Palladium. In 1984, they
turned their attention to Morgan’s Hotel and introduced the concept
of “boutique hotel” to the world, which is today one the hottest segments in hospitality.
The goal of a lifestyle brand is to get people to relate to one another
through a “concept brand.” These brands successfully sell identity, image
and status rather than a “product-service” in the traditional meaning of
If they are successful in capturing their audience, then they become
legends in their own right. If you examine the published photographic testament to “Il Pelicano” in Tuscany you will understand perfectly the meaning of the lifestyle branding spirit.