To become part of the cultural zeitgeist, brands must formally prioritize it. This involves creating a dedicated "culture pops" budget for unforeseen opportunities and fostering an environment where taking many experimental swings (and missing) is acceptable. This increases the odds of a viral hit without betting the farm on one big idea.
The human brain is a prediction machine, and surprise is the neurological response when an experience varies from anticipation. For brands, the biggest opportunity for positive emotion lies in the gap between the expectation set by advertising and the actual customer experience delivered by operations.
At Chili's, the marketing department owns the entire innovation pipeline, from idea to go-to-market. This integrated structure gives the CMO control over product and beverage development, ensuring that what gets created is inherently marketable and aligned with the overall brand strategy from day one.
Changing creative agencies frequently resets brand momentum and knowledge. Consistent, long-term relationships build trust, deep business understanding, and a creative shorthand. This allows conversations to shift from foundational debates to building on shared knowledge, leading to more effective and efficient work over time.
Instead of chasing new trends, marketers reviving heritage brands should first identify the core, timeless elements that made the brand special at its peak. This "digging through the attic" exercise uncovers distinctive assets that can be modernized for today's audience, rather than starting from scratch.
To secure budget, marketers must prove they can drive immediate sales while also building long-term brand equity. This dual-focus framework builds credibility with leadership. Acknowledge the need for short-term results first (e.g., foot traffic), which then earns the trust needed for longer-term brand-building investments.
Chili's CMO argues that the most effective driver of marketing ROI is a great in-restaurant experience. They invested more in simplifying operations (e.g., cutting 25% of the menu) and staffing than in marketing, guided by the mantra "marketing brings guests in, operations brings them back."
The breakthrough insight for the "Man Your Man Could Smell Like" campaign was realizing women purchase most men's body wash. This shifted the strategy from attacking a competitor's masculinity to directly addressing the female purchaser, unlocking a powerful dual-audience appeal that spoke to both men and women.
When an early cut of the "Man Your Man Could Smell Like" ad was met with internal confusion, the brand team conducted impromptu research. They went to a bar, bought drinks for patrons in exchange for watching the ad, and observed their raw, unfiltered reactions, giving them confidence in the unconventional creative.