The word for the day is Disruption, with a capital D. That’s the easiest way to differentiate your company from the competition.
Unfortunately, in our society there’s a stigma against all things deemed disruptive.
When I was in elementary school I learned to not be disruptive in class. Or else! Sit still in church and don’t disrupt the service. By the 6th grade it was “don’t cause a scene or call attention to yourself.”
Don’t be different. Be the same.
Write like everyone else. Dress like everyone else. Behave like everyone else and you’ll get along just fine. That’s the message we got, and it’s the message our kids are getting.
Loud and clear.
Maybe that’s why so many business owners and executives flee from the idea of disruption like a fox from a forest fire. It’s ingrained in our society. Most business owners are deathly afraid that some new competitor with “distruptive technology” is going to come along and threaten their turf.
And yet, if you’re trying to differentiate your business it’s disruption that separates the iconic brands from the ho-hum ones. Disruptive advertising. Disruptive product ideas. Disruptive marketing messages. Disruptive cultures. And even disruptive social media posts.
Jean Marie Dru, Chairman of the advertising conglomerate TBWA, has written two outstanding books about Disruption, but it’s still a hard sell. To most executives disruption is bad. Convention is good. And the results of this mentality are everywhere.
Brand differentiation is hard to come by.
As management guru Tom Peters says, “we live in a sea of similarity.” Social convention and human nature lead us into a trap of conformity where all websites have the same basic layout. All sedans look the same. All airlines feel the same. All travel ads sound the same.
But in the long run, conformity is the kiss of death for a brand.
Great brands do things that are disruptive. Rather than shying away from the word, the executives embrace the idea of disruption and they make it a part of their everyday operation. They are constantly looking for ways to differentiate their companies, and every new idea is considered productive change that stimulates progress.
But even when they succeed with disruptive products, disruptive technology and disruptive marketing campaigns, it’s tough to sustain.
When Chrysler first launched the Plymouth Voyager the Minivan was a groundbreaking idea that threw the auto industry into total disruption. It was a whole new category, and everyone scrambled to copy the market leader. Within five years, minivans were — you guessed it — all the same.
There used to be a Television network that was radically disruptive. MTV launched hundreds of music careers and shaped an entire generation, and now where is it? Lost in a sea of mediocre sameness.
When they first burst onto the scene in the 80’s, the idea of a micro brewery was very disruptive. Now, in Oregon, there’s one in every neighborhood and they’re all pretty much the same. Good, but IPAs are everywhere.
Successfully disruptive ideas don’t last because its human nature to copy what works. This process of imitation homogenizes the disruptive idea to the point where it’s no longer different. No longer disruptive.
So if you want to sustain a competitive advantage and continue to differentiate your company from new upstarts, you have to keep coming up with disruptive ideas. Not just incremental improvement on what’s always worked, but honest-to-goodness newness all the time.
Avatar is a disruptive movie that spawned numerous knock-offs.
The name “Fuzzy Yellow Balls” is brilliantly disruptive in the on-line tennis market.
The American Family Life Assurance Company was utterly forgettable until they changed their name to AFLAC and launched a campaign featuring a quacking duck.
In the insurance business, that’s disruptive!
According to an interview in the Harvard Business Review, AFLAC’s CEO Daniel Amos risked a million dollars on that silly duck campaign.
Amos could have gone with an idea that tested incrementally better than the average insurance commercial, but he didn’t. He took a chance and went with that obnoxious duck. He chose to differentiate his company. He chose disruption over convention, and everyone said he was nuts.
But it turned out to be a radically successful example of brand differentiation.
The first day the duck aired AFLAC had more visits to their website than they had in the entire previous year. Name recognition improved 67% the first year. And most importantly, sales jumped 29%. After three years, sales had doubled.
AFLAC’s success was based on disruption in advertising and naming. But for many companies, there’s also an opportunity to stand out with disruptive strategy. In fact, Dru contends that breakthrough tactics are not enough, and that the strategic stage also demands imagination.
Here’s another good example of how to differentiate your company…
When Apple introduced the iPod, the strategy wasn’t just about superior product design. It was about disrupting the conventions of the music business. It was about introducing the Apple brand to a whole new category of non-users and establishing Apple as the preferred platform for all your personal electronic needs.
Of course Apple also has brilliant, disruptive advertising.
You can get away with mediocre tactics if your strategy is disruptive enough. And vice-versa… If your advertising execution is disruptive, you can get by with a me-too strategy. But if you want to hit a real home run like Apple did with the ipod, start with a brilliantly disruptive strategy and build on it with a disruptive product and disruptive marketing execution.
It’s kind of ironic… In business, no one wants to cause a disruption, and yet they’re clamoring for good ideas. And good ideas ARE disruptive. They disrupt the way the synapses in the brain work. They break down our stereotypes and disrupt the business-as-usual mentality.
That’s precisely why we remember them.
Richard Branson said, “Disruption is all about risk-taking, trusting your intuition, and rejecting the way things are supposed to be. Disruption goes way beyond advertising, it forces you to think about where you want your brand to go and how to get there.”
Steinbeck once said, “It is the nature of man, as he grows old, to protect himself against change, particularly change for the better.”
Ask yourself this: What are you protecting yourself from? What are the conventions of your industry? Why are are you maintaining the stats quo? What are the habits that are holding you back? Are you copying what’s good, or doing what’s new?
What are you doing to be disruptive? What are doing to differentiate your company on a dialy basis? Are you really willing to settle for vanilla or are you really committed to brand differentiation?
For more on disruption and how to differentiate your company, try THIS post.