Author Archives: Uri Baruchin

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About Uri Baruchin

Uri is an international strategist based in London, specialising in brand, creative strategy, proposition development, CX and content. He runs a boutique agency, teaches the D&AD's masterclass in strategy, and is the strategy mentor for SCA. He writes about marketing, culture and technology.

Marketing ideas as disruption, the case of Swatch

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(Originally published on The Drum)Swatch 30th anniversary_0

Swatch turned 30 this year, but its story could have been entirely different if the Swiss watchmaking industry had continued on its downward trajectory of the 70s. A look at how brand embraced disruptive technologies through marketing idea and reversed the fortunes of a floundering industry.

In popular culture, Switzerland is synonymous with clockmaking and watchmaking. The tradition of Swiss clockmaking craft dates back to the 16th century, and while the second world war saw watchmakers in other countries limiting production and supporting the war effort, Swiss neutrality gave the industry an unexpected push.

However, in 1983, centuries of history nearly came to a bitter end as the number of watchmakers shrunk to a quarter of the industry’s size in 1970. The legendary Swiss watch industry was on the brink of being erased.

Continue reading →

Survivorship bias and creative success: it’s a lot more mysterious than we care to admit

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gangnamstyle(Originally published on The Drum)

In a beautifully told blog post, David McRaney, tells the story of survivorship bias.

“Simply put, survivorship bias is your tendency to focus on survivors instead of whatever you would call a non-survivor depending on the situation. Sometimes that means you tend to focus on the living instead of the dead, or on winners instead of losers, or on successes instead of failures…

“It is easy to do. After any process that leaves behind survivors, the non-survivors are often destroyed or muted or removed from your view. If failures become invisible, then naturally you will pay more attention to successes. Not only do you fail to recognise that what is missing might have held important information, you fail to recognise that there is missing information at all.”

Does the above strike a chord?

I would argue that marketing often suffers from survivorship bias. Our challenging task is achieving success and recreating it in a volatile environment filled with unknown parameters. So our outlook gets highly biased towards success stories.

This is most apparent in what is commonly referred to as ‘best practices’. Continue reading →

For inspiring ecosystem marketing – look to gaming

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(Originally published on The Drum)OUYA_0

The ‘future’ of marketing is happening now. Or at least it is for the gaming industry, anyway.

If you are a progressive marketing professional (maybe even one with a touch of idealism) some of your days are spent somewhere between shame and horror.

When I’m having one of those days, I often find there’s nothing like a look at the gaming industry for a jolt of optimism.

Gaming is the largest entertainment industry on earth, and it has been pulling away from Hollywood and the music industry for a couple of years now. But it’s still being snubbed by mainstream media and (despite BAFTA’s embrace) also by the cultural sphere.

It’s maybe this ‘outsider mentality’ that makes this industry reach out to its communities in increasingly ingenious ways.

The example we have at hand today is OUYA: a new gaming console launching around Easter weekend as the first of a new generation of Android-based microconsoles. Continue reading →

Designing reality’s interfaces – Between the Tube map & Facebook

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The People Mover by Trey Ratcliff (CC)

The People Mover by Trey Ratcliff (CC)

(The following article was originally published on Marketing Magazine’s blog. Since the original publishing coincided with The London Underground’s 150 anniversary, the broader theoretical aspect was cut out to turn this into a post about the Tube map alone. I’m publishing an uncut version here for your interest)
In 1931, a part-time engineer draftsman sat in the offices of the London Underground. Like designers of all periods, he was working after hours on a pet project. That project turned out to be with one of the most revolutionary information design concepts in history.
 
As most of you have guessed – the design in question is the London Underground map. The engineer turned design-legend was Harry Beck. An amusing/alarming fact is that it took about a year for “The Suits” to agree and trial Beck’s radical, uncomissioned, concept. It was another year before it was published on a mass scale. The rest is history. Beck’s map became the blueprint for public transportation maps worldwide and Beck himself spent the next 30 years tweaking his map to near-perfection. He was paid 5 guineas for his map – the equivalent of about £144 in today’s money.
Some things never change, indeed.
 
Train maps were a popular giveaway with newspapers at the beginning of the twentieth century, and looking at some historical maps will quickly reveal the scale of Beck’s conceptual breakthrough. Navigating the increasingly intricate London Underground network was a design problem. It was waiting for the right solution for decades. Like many major design problems, it was born at the intersection of social change, technological advancements and rapid expansions in commerce. 
 
It seems 1930s spam was much better than what we get nowadays. Tube maps lived side by side with poster campaigns exalting the many benefits of travelling by underground, many displaying levels of craft rarely seen in today’s graphic design. Maps were often given away for free with the evening papers to encourage the public to ride by train. They were a marketing application, a touchpoint – part of a campaign. “Swift and sure” exclaimed a logo tag-line on a 1908 version. Like most key touchpoints, maps weren’t single sided propaganda that shouted at the audience; they were useful brand utilities. These maps were a tool to help guide the audience in a modern world of ever more complex urban living. A part of a more complex meaning system.

Definitive products, inevitable brands

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Binder label: Food Title: Heinz Baked Beans with Tomato Sauce [back] Date issued: 1870 - 1900 (approximate) Physical description: 1 print : chromolithograph ; 13 x 8 cm. Genre: Advertising cards Subject: Boys; Canned foods Notes: Title from item. Statement of responsibility: Heinz Collection: 19th Century American Trade Cards Location: Boston Public Library, Print Department Rights: No known restrictions.

(Guest Column in The Drum, 1.3.2013: ‘Ketchup is ketchup, so why does the Heinz brand mean so much?’)

Ketchup is weird, Malcolm Gladwell observed a few years back. It is served alongside mustard, but while mustard is a highly diverse product category, ketchup, as we all know is, well… ketchup.

Yes, it is, essentially, a type of tomato sauce, but it isn’t part of that highly diverse category either. Tomato sauce lives by a completely different set of rules.

So if ketchup isn’t like mustard, and it’s not a type of tomato sauce, what is it then? Ketchup is ketchup. Ketchup is weird. Ketchup is magic.
And Heinz is its magic brand.

Yet Ketchup is not the company’s only magic brand. Heinz dominates the Baked Beans category too. There are few definitive products in our world today, and far fewer still where one brand owns two of them. Maybe Apple has managed to achieve this with the Mac and the iPhone (with two product brand names), but you may struggle to find other examples in the mainstream world (Coke and Diet Coke are variants so don’t count).

Both Heinz Baked Beans and Heinz Tomato Ketchup are operating in ‘categories of one’. Competition isn’t fighting Heinz through differentiation; it is forced down to copycatting. Heinz, with its dominant presence and rich, long heritage is just too strong.

From a design perspective, Heinz marries its definitive products with brand identities that are textbook case studies in the long-term management of iconic brands.

If it ain’t broken, don’t fix it. Tend to it. It’s this custodian mentality that keeps these definitive brands alive and well. Continue reading →