Ranks and File

Image, schmimage. It’s experience that builds brand loyalty.

So says Wunderman, whose “Brand Experience Scorecard” ranks brands on users’ experience, not general consumer perceptions (like Q scores do). Since consumers say the most important aspects of brand experience are performance, treatment of users, and community among users, that’s what Wunderman used for its metrics.

“Companies are starting to realize that building brand loyalty has less to do with traditional brand imagery and everything to do with frequent, customized one-to-one communication and interaction with customers about their specific needs,” says Wunderman ceo Daniel Morel.

Here’s the logical conclusion: Consumers tend to be more loyal to (and will pay a premium for) brands that provide a better overall experience.

So who won? Saturn, Gateway, Wal-Mart. (See chart for more.) Who lost? Mostly banks, car rental, and cable companies. That implies that customer service figures largely in brand loyalty (another logical conclusion). The question is whether marketers who eagerly pursue experiential marketing — one facet of building brand experience — are collaborating with their customer service colleagues yet.

The New York City agency surveyed 250 people January through June, building on data gathered by sib shop Young & Rubicam for its two-year-old BrandAsset Valuator. That research program has surveyed 10,000 consumers about their use of 1,993 brands (in 190 product categories) since 2000. Wunderman will survey consumers in Europe and Latin America next year.

Where are the inventors?

Then there’s the innovation scale, based on a survey of 200 marketing execs at online magazine Reveries (published by p.r. agency David X. Manners Co.) in collaboration with Fusion 5 (owned by WPP Group). While 74 percent said that innovation is very important to success, more than half (53%) think their companies aren’t especially innovative, and 59 percent think their companies don’t invest enough in innovation.

So who do they like? Apple, Microsoft, 3M, Procter & Gamble, Nike, Target, Nokia, Pepsi, GE, and Sony (in that order).

Fusion 5 and Reveries, both Westport, CT, define four types of innovators. “Couch potatoes” sit on their laurels (think Polaroid instant cameras that didn’t bridge two digital); “bleeding edgers” aggressively pursue the next big thing (like 3M); “accidental innovators” stumble into success (like Raytheon has with microwave technology), and “deliberators” overlook commercial applications for their inventions (think Xerox).

Respondents said their companies foster innovation by hiring well and working in teams; using advanced technology; and benchmarking their work. Senior management commitment is also key.

But companies stifle innovation too, respondents said. The biggest problems are risk-averse leaders and management layers. Then there’s the lack of marketing champions, funding, time — and management interest.