Believers, not consumers: the power of shared commitment
Permacrisis’ is probably the word that best defines the era we are living in. Permacrisis is a prolonged period of instability and insecurity, especially resulting from a series of catastrophic events. Successful brands, however, while dealing with permacrisis create ‘perma-opportunity’.
“Perma-opportunity is a term that refers to the ability to find opportunities and seize them consistently over time, even in challenging or adverse situations.
The term is derived from the phrase ‘permanent opportunity’, and is used in the context of business management and leadership to describe the mindset and skills needed to identify and capitalise on opportunities on a continuous and sustainable basis.
The term relative perfectly embodies the dizzying reality of this era that takes us from one unprecedented event to the next, while we wonder what new developments might be around the corner.
What we have been experiencing since the beginning of the 21st century are events, many of them unknown and so infrequent, that we did not have them built into the instruction manual.
What is fascinating about this era is that there are signs of this permacrisis and permaopportunity everywhere.
What has shaken us the most is that after years of relative calm and stability something unanticipated happens to us. Because if they are known crises, we can more or less deal with them.
The good news is that we have learned things: we can also deal with the new, the unexpected, the uncertain.
Bad, good or fair, but we fight.
It is perhaps this that helps to further define the current environment with a high degree of uncertainty and an international context where geopolitical tensions have returned to centre stage.
And as we have already said, whenever there is a crisis, there are always opportunities. And if there is a permacrisis there will be perma-opportunities.
What does the future hold for brands in this strange and exciting context?
With recession fears, concerns about business growth and political turmoil on the horizon, and continued emphasis on inclusion and the environment, we will focus more than ever on working smarter, not harder. More humane and more conscious, too.
Brands, companies, organisations, individuals that take this into account will be necessary for all of us to continue to grow and prosper.
Since the pandemic, many brands have relied heavily on emotion in their marketing, providing an opportunity to show customers that the brand understands and is there to help. Some in an honest and authentic way and others in an opportunistic way.
As complexity, uncertainty and unpredictability will only increase in the near future, it is likely to continue to seek to simplify experiences to create a sense of stability in the lives of employees and customers.
More and more people receive news from sources that are not reliable media, and their credibility is questionable. Most of the sources we get our news from are technically entertainment channels. And then there is the additional challenge of social channels like Facebook and TikTok, where more deepfakes are appearing.
It will become increasingly difficult to know what is real and what is fake and increasingly easy to manipulate public opinion.
Our “New Normal 2.0” is trying to leave behind the New Normal brought to us by the pandemic.
Hybridisation is struggling for prominence.
After being pushed into fully digital interactions during the pandemic, employees, customers and consumers are craving in-person experiences again. Successful brands focus on delivering both: the in-person experiences people crave to feel normal again and the convenience and ease of digital experiences. The best of each world, while naturally normalising the omnichannel relationship.
Whether virtual, physical or hybrid, people (employees, clients, customers, consumers…) will choose experiences that bring joy, relief, good vibes, surprise and happiness to their lives.
The most loved brands act authentically in relation to local, social or global issues. They avoid inspirational stories if there are no real brand actions behind them. They believe in the beauty of human connection and let their actions speak for themselves.
Brand sustainability initiatives will create new ways of selling/buying products, offering services, protecting our planet and sharing a brand’s life cycle and carbon footprint.
It is possible that for many 2023 will be a difficult year and for others a year of possibilities.
We cannot ignore the potential for long-term recession, ongoing conflict and extreme weather events, not to mention the crisis of local and global leadership that has entrenched authoritarian, and in many cases isolationist, leaders in many parts of the world.
Short-termism is the enemy of progress
Brands and companies will have to think hard about how to survive and thrive in the short term, while creating sustainable value for their employees, customers, shareholders, etc…
In a world of fewer resources and greater uncertainty, why would they choose your brand?
Companies and brands that take a long-term view and realise that it is essential to take a clear stance indicating their commitment to a sustainable future, environmentally, economically and socially, and are human-centric, will stand a much better chance than those that do not.
It is no longer about what your brand says but what your brand does.
Do your actions reflect your values? Do the experiences your customers have reflect who you say you are?
Brand experience is increasingly intertwined with purpose, positioning and promise. Brand experience is how a brand lives that positioning and purpose.
As customers and consumers place increasing importance on brand experience, it will be paramount to create or redefine a purpose, positioning and promise so that the experience is honest, authentic, genuine and differentiated.
Leading brands embrace and in many cases integrate emerging technologies such as AI and blockchain. These technologies will be increasingly integrated into the everyday work and consumption of products and services.
The more these tools learn and the more proficient we become at the cues, the clearer and more meaningful the role of AI will be in the process of creating or evolving the relationship between brands and people.
AI will continue to grow, both in static and in motion, and will establish itself as a powerful tool for brands to create unique connections with people in ways we can’t even imagine today.
In an ocean of choice, it is important for brands to understand the value of a personalised experience to increase brand loyalty and engagement.
And as strange as it sounds, brands can leverage these technologies and insights/data to help guide interactions and create more human and empathetic experiences. Yes, more human and empathetic, through the integration of new technologies.
Those that do so will undoubtedly have the competitive advantage and drive value to a new level with their consumers.
Permacrisis as an opportunity
While permacrisis can be a state of uncertainty and constant change, it can also present opportunities to foster collaboration, change towards more sustainable habits, innovation and creativity, social awareness and resilience.
- Promoting collaboration and solidarity: In times of crisis, collaboration and solidarity are essential for survival. We can use this opportunity to encourage networking for collaboration and mutual support. Think and act more in terms of us and less in terms of me.
- Lifestyle changes: The permacrisis can force us to change the way we live and adopt more sustainable habits. We can use this opportunity to reduce our environmental impact and improve our quality of life. With special attention to mental and emotional health.
- Innovation and creativity: Permacrisis can be an opportunity to foster innovation and creativity. In times of constant change, it is necessary to find new ways to solve problems and adapt to new circumstances.
- Increased social awareness: Permacrisis can lead to increased social and political awareness. We can use this opportunity to promote education and debate on relevant social and political issues. And then move from debate to action. There are issues that cannot be put off.
- Building resilience: Permacrisis can be an opportunity to build resilience and adaptive capacity in individuals and communities. We can use this opportunity to strengthen our capacity to resist and overcome hardship. And to transform that new capacity into an engine for progress and development.
The time to change the chip: Perma-opportunity.
In relation to brands, the permacrisis may present an opportunity for those brands that are willing to adapt and respond to the needs and expectations of employees, customers, consumers, citizens, in this new context.
- Increased focus on sustainability: Brands that are able to demonstrate their commitment to sustainability and social responsibility may have a competitive advantage in this new context.
- Greater focus on transparency: Brands that are able to demonstrate transparency and honesty in their actions, communication and business practices can gain consumer trust and loyalty.
- Increased focus on quality and durability: Brands that are able to offer high quality and durable products can stand out in a market where consumers are looking for products that last longer.
- Greater focus on innovation: Those brands that are able to innovate and create or adapt to new consumer needs and expectations can have a competitive advantage in this new scenario. Innovate as a means not just as an end.
- Increased focus on the human: Brands can make great use of new tools by integrating new technologies in the service of a new dimension in the relationship with people. Used well, these new tools could help write an extraordinary chapter in the brands-people relationship. And vice versa.
In short, permaopportunity is an attitude and an ability to be constantly on the lookout for opportunities, even in difficult times, and turn them into advantages for continued success. Successful brands deal with permacrisis and create “permaopportunity”.
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