Social Media

Contributing To The Culture: FarmlandxSupreme

What do a pork manufacturer and a cult streetwear brand have in common? Before August 24, 2018, the answer was absolutely nothing, until the iconic clothing company, Supreme, decided to jack our client, Farmland’s, logo for a new apparel drop. But unlike most tales of copyright infringement, this one has a very happy ending.

For over 24 years, Supreme has been a leader in not only its skate culture roots, but in a global community whose brand identity is built on quality, style, and authenticity. According to a spokesperson from the brand, traffic on their site can increase by as much as 16,800% on the day of a product drop — a limited release retail strategy. According to LSN, “Brands such as Supreme have mastered drops where limited product releases cause people to make impulse purchases that they normally might not have made if there was not this constant now-or-never in the back of their heads.”

Unbeknownst to Farmland, its logo was patched onto five paneled hats in an August 2018 drop, with the name ‘Supreme’ replacing ‘Farmland’ across the logo. While this was indeed new territory for Farmland, it wasn’t the first offense for Supreme. The brand has had a long history of illegally coopting others IP. In these cases, you basically have three choices. You can: (1) take action by way of cease and desist, (2) do nothing and move on, or (3) choose to play along — which is exactly what we did.

First we responded with a tweet:



Within 24 hours of going live, the tweet garnered over 13,000 likes, more than 200 replies and 4,000 retweets – a notable uptick for a brand that rarely sees more than 10 interactions on a post. Influencers in the streetwear community weighed in: “Classy move, Farmland.” While Farmland earned more than 10 million impressions across accounts, even engaging actor Seth Rogen and streetwear influencer Casey Neistat. The impact could even be seen on the stock market of things, StockX, with a notable increase in post-market sales - At $44 retail, the demand for this piece started bringing in asking prices up to $149, according to the site’s reported sales data.

We took another step forward and created a lookbook unlike any other, timed with this week’s Supreme drop, featuring the perfect model -- our farmers:

This is a shining example of how a brands participate in culture by identifying opportunity and paying mind to the nuances. Bravo, team!

A Thought on Reach & Measurement

The same intelligence that is invested in the creation of creative ideas must be put into the delivery of said ideas so that brands are able to connect with people. The mass adoption of social networking technologies provides a great opportunity for brands to deliver content, experiences, and messages to a tightly targeted group of people and still achieve a high-volume reach. The value this creates for brands is unprecedented in comparison to preexisting marketing tools. However, the most compelling factor of social media is that content, experiences, and messages that resonate with people are shared from person to person and can easily spread across a wide populous. The “share” is accompanied with a degree of credence that a brand could not command on its own because people trust people more than any form of marketing. Here, engagement produces reach, with a twist. The technology accelerates this dynamic so that the propagation happens far more rapidly than it would in the “offline world” and amounts to a high-level reach as well. Therefore, engagement and reach are far more intertwined than they are binary. When people engage on social networking platforms, it produces stories, and these stories are presented to other people within their network. From this perspective, reach is a by-product of engagement. Concurrently, the high-level reach that social networking platforms provide creates opportunities for potential engagement, and thus the cycle continues. Engagement and reach are not mutually exclusive and should be seen as complements to a practice of social connections.

Delivery is not only a matter of to whom but also a product of where. The contexts of the environment inform the content, experiences, and message a brand would transport in an effort to connect. How the brand shows up would then be nuanced by the subtleties thereof. Of course, the retail environment is highly coveted, because of its proximity to purchase, and entrenched with its own set of nuances. With this in mind, brands can develop creative stimuli – informed by the contexts of the retail environment – that resonate with people and move them to take action, whether it be a share or a purchase. Or both.

If marketers are meant to “move people,” our approach to measuring success is quite simple. Did people move? Did they adopt the behavior we designed for? If the answer is “Yes,” then it was a success. If not, then it was not. The benefit of social networking technology is that marketers are able to track behaviors with low latency (thanks to social listening, Google Analytics, and other tools), analyze the deficiencies and optimize the design to course correct. Appropriately, we assign metrics that are most representative of the behavior we want people to adopt. The key performance indicators become those metrics that are closer in proximity to the identified business objective (sales, traffic, shares, etc.). Did people move? Did they adopt the behavior we designed for? If the answer is “Yes,” then it was a success. If not, then it was not. Simple, right?

A Tale of Two Cities: Rebranding the LA Clippers

John Smith grew up a hardcore Detroit Pistons fan in the days of the ‘Bad Boys’ era when the team made consecutive Eastern conference championship runs and won back-to-back world championships. His fandom would wane in the following years when the team was rebuilding and the losses outnumbered the wins. That was until the Pistons began winning again and Marcus’ excitement in the team would be restored a decade later.

This narrative is not unique by any stretch. Fandom within the world of the National Basketball Association (NBA) can be magnetic, exhilarating, and often times, fickle. When the team is winning, fandom is high, and people shell out dollars for tickets and apparel. But when the team is losing, no one seems to care. There was a time, not so long ago, when the Cleveland Cavaliers and the Golden State Warriors were unmentioned in NBA chatter. Today, they dominate sports headlines and sell out arenas. Why? Because they win. Teams like the Orlando Magic, Dallas Mavericks, and Miami Heat used to hold this coveted position, but they no longer do, because they no longer win. In the NBA, if you aren’t winning, no one seems to pay attention. That is except for a select few teams — the Chicago Bulls, the Los Angeles Lakers, New York Knicks, and Boston Celtics. Even when these teams aren’t winning, they still matter in culture.

Three of these four teams didn’t even make it to the playoffs this past season, no doubt an empirical testament to a losing side. Yet they each held a position on the list of the top 10 highest merchandise sales and the top 11 highest game attendance in the NBA during their losing season. This happens year after year after year. Why? Because these four teams are more than just NBA franchises. They have transcended the sport and have meaning beyond the game. They matter in culture and, therefore, their significance extends beyond the wins & losses. This is particularly important because every year the team changes. In fact, the only consistent element of a team is the jersey itself. Players come and go, and often when players leave a team due to trades and free agency, the fans follow them (*cough* LeBron James *cough*). And the teams with meaning win, regardless of their record.

For our client, the Los Angeles Clippers, this truth is paramount. The team is anemic when it comes to ‘wins,’ and they lack the draw of a superstar player. But more importantly, the team doesn’t stand for much beyond its record and its geographic association. As a result, Clippers fandom, and subsequent revenues suffer with game attendance sitting at #22 of the 30 NBA teams.

Even the team’s geographic association is challenged, considering it shares the city of Los Angeles with the one of ‘the four,’ the Los Angeles Lakers. Much like the NY Mets are to the NY Yankees, and the Chicago Cubs are to the Chicago White Sox, without a doubt, the Clippers are the Jan Brady to the Lakers’ Marsha Brady. To make matters worse, the Clippers and the Lakers not only share the same city but they also play in the same arena. They share the same ‘home.’ This ‘hallway’ rivalry among the two teams has created a tale of two cities.

This is where things get interesting. To the outside world, LA conjures images of Hollywood and celebrities, sunny weather, glitz and glamour. This is embodied in everything the Lakers represent. They are, after all, the ‘Showtime’ Lakers. To the locals, the Los Angelenos, however, there is more to the city sparkle. As LA native, Kendrick Lamar, puts it this way, “There’s a part of town where you

can find the grit. The fortitude. The truth.” This is the real LA, not the veneer that outsiders see on TV and movies and, therefore, associate with the city. This is the tale of two cities.

To investigate this notion further, we partnered with the AI-powered, consumer insight tech company, Crimson Hexagon, to analyze Instagram photo metadata as a means to observe the behavior of LA tourists versus that of LA locals. We categorized photos in two fashions: (1) tourists - Instagram photos taken in LA by users with accounts associated with zip codes outside of LA and (2) locals — Instagram photos taken by users with accounts associated with zip codes within LA. After which, we mapped their photo behavior (as seen below) and color-coded the locations where these users’ photos were taken. The tourist locations are denoted in pink, and locals in green.  

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On the surface, the findings were unsurprising. The tourists took pictures in and around expected landmark locations - Disney Land, Santa Monica Pier, the Hollywood sign. The locals, not so much.

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But then something fascinating appeared. Among the tourist photos, we saw a disproportionate amount of photos taken at the Staples Center on the days that the Lakers played, which sparked an ‘aha’ moment for us. The glitzy symbolization of the Lakers doesn’t accurately represent the collective spirit of the city. The ‘Showtime’ Lakers are a veneer of Los Angeles, much like the tourist attractions we outsiders attribute to the city. But there is a ‘real’ Los Angeles that has gone unrepresented and uncelebrated in the NBA. And this will become the banner that the Clippers will wave. The Lakers will represent the glitz of the city and we, the Clippers, will represent the grit - the ‘real’ Los Angeles. We will be the receipt of identity for the ‘real’ Los Angelenos. We are the real home team.

This strategic approach set the stage for the closeout of the team’s 2017 - 2018 season and the start of a new chapter for the upcoming season. The Real Home Team provided the Clippers with a North Star by which the team could align its messaging, anchor its activations, and, most importantly, rally Los Angelenos who identify with the team’s POV. With only two weeks left in the season for the Clippers, we began a 10-day rollout which would put this flag in the sand for the team.

We started by promoting the team’s efforts to make the basketball court a sanctuary in every LA community, backed by a recent $10 million donation from the LA Clippers Foundation and owner Steve Ballmer to renovate 350 public basketball courts across the city. A proof point that the Clippers are not just a basketball team which plays in Los Angeles; we are the home team, and we take care of home. We supported the donation announcement with an anthemic film which captured an accurate and diverse view of the city, and its public basketball courts, to tell a story about their meaningfulness and the crucial role they play in the lives of locals – from families who play together on these courts every morning, to mid day leagues, and mommy boot camps. The film, and additional animated video complements, were distributed via the Clippers’ social channels and debuted during live fan events in Los Angeles.

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The roll out led up to the LA Clippers’ season-finale game on April 11, where they hosted their “hallway” rivals, the Lakers, on their home court at the Staples Center. To drum up excitement and attendance for the game, we took to the streets and literally rallied Clippers fans, far and wide, to capture their team allegiance in preparation for the big rivalry game. From salons who adorned nails with Clippers logos to cake makers and sign spinners, we helped the home team promote the home team. The film was then exclusively distributed by the most prolific, diehard Clippers fans who have supported the team through its ups and downs. We identified these people via Twitter and hand-delivered the asset to them so they could do what they do best, support their team. 

The results were quite impressive. Throughout our rollout we saw attendance intent, as demonstrated by Google Search, spiked by 2%, indicating purchase consideration throughout the campaign. The campaign received 3x the team’s average brand engagements that year, and 64% more video views — all without any paid media allocated to the campaign and only $10,000 spent on production.

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To conclude the season, we created a finale cinematic interpretation of “Grit and Determination,” an ode to the city and the team. “This city, our city, moves with a fighters’ pride,” the video says. “In the face of every naysayer.” It featured real fans – aka “The Home Team” — and debuted in-stadium, across LA Clippers social channels, as well as through Clippers influencers and local media celebrities.

While most people know LA for the glitz and glamour of Hollywood (as associated with the ‘Showtime’ Lakers), there’s a different side of Los Angeles — the grit, the resilience — which most accurately represents its people and this team. This is the real LA, and we are the real home team.

Potbelly: Feed Your Smile

Growing up, there was no part of the school day more coveted than lunch hour. It was the moment between 8am and 3:15pm where socialization among peers was uninhibited by classroom rules. We would use this time to recount the latest episode from previous nights’ most popular show, catch up on the latest grade school gossip, and simply enjoy the recess from scholastic pressure. We experienced this slice of utopia from elementary school all the way through college. Who knew it would come to a screeching halt with the onset of contemporary adulthood?

Let’s face it, lunch hour just ain’t what it used to be. Those happy days, my friend, are gone. The cultural changes in lunch time behavior have seen fewer and fewer Americans leaving their desks for their midday meal and a slice of happiness. This created both a challenge and opportunity for our client, Potbelly, a 40-year-old sandwich shop whose food and quirks garnered a deep love for the brand. For QSRs like Potbelly, lunch is the busiest time for their restaurants, and a softening of traffic during this day-part has a tremendous impact on their business. To curb this, Potbelly would have to create new catalysts to drive store traffic.

This, however, would be no easy feat. Potbelly does not spend a lot of dollars on media and communications. With only 450 shops around the country, Potbelly was being outspent by their competitors in the market — in most cases by two orders of magnitude when compared to the Subway’s of the world. Combined with the rapid growth of the QSR category, due to more and more sandwich shop competitors seeking out would-be lunch goers, Potbelly was finding it increasingly difficult to stand out from the crowd. Of the 1.4M sandwich brand conversations in a 12-month period on social, only 2% of those conversations were about the Potbelly brand. This meant that if Potbelly was going to break through and establish meaningful connections with lunch goers, the brand has to give people something to talk about. Easier said than done. To help Potbelly overcome these hurdles, we figured we’d start with its soul, and use the brand’s conviction to play a role in people’s lives beyond the products it sells. The conviction was pretty simple — Potbelly exists to make people really happy. However, no one outside the company knew what the brand stood for because it hardly communicates it, and certainly didn’t demonstrate it overtly. We saw this as a great opportunity for the brand to not only “zag to the zig” of the crowded QSR category but also connect with humanity. And if the brand is committed to ‘making people really happy’ then it ought to do just that — make people really happy. So we sought out moments of “unhappy” and made it our mission to remove them in ways that were uniquely Potbelly.

We started by associating the email addresses and corresponding Twitter handles of Potbelly’s most ravenous customers. The thought was that if we could find what these people had in common beyond their love for Potbelly sandwiches, then we could possibly identify a cultural driver for the brand to connect with them beyond “the bread.” Of the 360K email addresses, we were able to match 60K Twitter handles. We then used Crimson Hexagon, an AI-powered consumer insight platform, to analyze these individuals’ social conversations to uncover similarities. Of the 60K Twitter handles analyzed, we found that these people disproportionately shared Soundcloud files, and at an unusually high rate. On the surface, that doesn’t sound so discriminating. Who doesn’t love music, right? Considering the size of Soundcloud, relative to the Spotify's and YouTube's of the world, we felt this was quite selective. Not to mention, this proved to be fertile territory for the brand, if for no other reason then the fact that Potbelly enlists live musicians to play in their shops during lunch hour. This gave the brand permission to use music as a means to connect with their customers in a way in which their competitors could not.

At this point, marketers would typically generate creative ideas around this territory, present them to the client, and then test the creative in focus groups to see how it made people feel. However, the behavioral sciences have proven time and time again that self-reported data can be biased, if not simply flawed. Potbelly is not a big spender on marketing and media, so we didn’t have the luxury of potentially be wrong. We had to reduce risk wherever possible. Since we couldn’t outspend the competition, we’d have to outsmart them. To do this, we partnered with Michigan State University’s Media and Advertising Psychology Lab to see if we could really make people happy. Instead of asking respondents how they feel about the content recommendations we prepared for Potbelly, we asked their bodies, observing their psychophysiological responses to the content stimuli. With our academic partners, we exposed respondents to the proposed Potbelly content in a simulated Facebook environment and tracked their cardio, respiratory, sweat gland, facial expression, and eye-tracking responses. This allowed us to not only better understand how people might truly respond to the proposed content but also how they may feel when we consider the associated psychological drivers that led to their physiological responses.

With the psychophysiological study to inform our creative efforts, we were all set to “make people really happy” and feed some smiles. To start, we set our sights on arguably the most unhappy place ever — Twitter. Whether it be complaints, laments, rants, or outright anger, Twitter can be full of bad vibes. Using social listening tools like Crimson Hexagon, we identified 100 unhappy tweets and responded to them with100 original songs performed by improve musicians, in real-time, on one day. The results were tremendous. We generated 10x more brand engagement than the brand had ever experienced on one-day, produced 20x more Twitter followers than the brand normally acquires on a given day, and reached 12 million people during the one-day activation.

But most importantly, we made people really, really happy.

To scale the happiness, we then developed an algorithm that synthesized weather and traffic data, results from major sporting events, and social media happenings across key DMAs to find the most unhappy cities that could use some good vibes. Subsequently, we delivered a little happiness in the form of smile-inducing content every morning throughout the month of June to the people who needed it most. Massive traffic jam on the Dan Ryan in Chicago, torrential downpour in DC, or a big loss for the Rangers would trigger the algorithm — what we called the “Smile Scale” — and we’d identify the right kind of happy to deliver to the right people in those regions programmatically using Facebook and Instagram’s sophisticated targeting tools. As a result, we generated a huge lift in store traffic leading to a 1.4% sales increase in the first sixty days of launch. After the entirety of the campaign, we reached 16 million people and stimulated 800K relevant social engagements. That’s a whole lot of happy for roughly 45K in media spend.

For a competitor brand with challenges at every turn, we helped Potbelly leverage the possibilities of today’s hyper-connected world and the insights of behavioral science to understand people better and create more powerful consumer connections. All of which enabled Potbelly to increase brand engagements by demonstrating its commitment to making people really happy — by actually making people really happy.

Check it!