Building Brands Out of Communities Consumers - Essay Example

Introduction Building blocks of Brand communities 2 Theories on consumer behaviour 2 Club Ducati Introduction to Club Ducati 2 Formation and structure of Club Ducati 3 Application of sociological theories 3 Cognitive behaviour in social interaction 4 Applied Marketing Theories 5 Marketing through consumers: Building Brands out of Communities Goal Setting and Goal Striving theories state that humans and organizations both behave as per certain objectives before them. Entirely new types of unstructured companies have emerged lately called Brand Communities; they are mostly admirers of particular brand or product that customarily makes the owner feel distinguished in the society, for example owning a Ferrari car and Macintosh computers. However, owning a distinct product does not mean they are formal members of a company, as association with a product or an organization necessitates a behaviour that is in accord with social set up and also has rational worth for the affiliates (AMA, 2004). The theory does not explain why a person believes and opts for a certain action and how and what things influence these beliefs and motivates him to behave the way he does. On the other hand, the theory mentions clearly that characteristics of the choice situation will decide which individual beliefs become foremost and how different motivations influence in deciding his behaviour. The scope of theory does not, however, include the study of the procedure in which the individual examines the circumstances and his perception offsets his established beliefs (AMA, 2004). A prevalent brand community called “Club Ducati” initiated the trend. The passionate admirers of Ducati bikes make up this group. Ducati’s fans can avail membership of two different clubs: the main Ducati Owners Club (DOC) and individual Ducati Clubs. The DOC operates under the parent company and includes all bike owners; collection of customer data is its main function. The club doesn’t arrange for any particular social activities, but members can have only occasional discounts and other promotions for Ducati products (Cova et al, 2007). Yet, it is the customers who set up the Ducati Clubs locally all over the city. These types of clubs exist in most Italian provinces and are also seen in other parts of the world. In total, we have forty clubs in Italy and those outside Italy exceed 70. Moto GP, the international racing circuit relates plenty of success stories about the performance of Ducati bikes and the number of its owners has been on the increase since. In each Ducati club, the members usually range from forty to more than six hundred. The management is headed by a Club president, who leads a team of few friends willing to develop activities for the group members’ interests. Some of these activities include: meetings for motorcyclists, fundraising events, shows for charity, socializing in bars or restaurants, entertainment, hanging out with fellow riders, etc (Cova et al, 2007). Theoretically, an organization’s nature and existence is directly related with the level of motivation found in the members to work for the company, and also the values of give and take between the individual and organization. These factors also make clear why people accept authority of the organization. However, we still don’t find any better explanation for the decisions taken by the members to put in their share of the efforts to run such an organization. Many objections and ambiguities exist in this regard without any satisfactory replies so far (Lusch et al, 2006). When viewed from methodological angle, we do have information about a number of general motives that had been subject of experimental studies. But such motives are often too general, they overlap, and neglect relationships between motives, for instance, if motive X causes motive Y we will have many risks involved here (Moore, 2003). Further, we neither see any theoretical base for such motives nor any proper correlation for decision making. The laddering technique is a rather better approach to understanding the relationship between the motives and how they interact and influence decision-making process in the individuals (Vargo & Lusch, 2004). At length, the importance of these topics is all the more obvious for the management aspects. The study has two- pronged effects, firstly, formulation of various human resource management tools such as selection, placement, promotion etc. require a deeper knowledge about the whole procedure of participation and motivation. Secondly, it may enhance customer’s interest in the organizatio. In addition, it also explains why the members in a brand community are willing to participate in the organizations existence and operations even if no economic incentives are offered and what personal goals they try to achieve directly by participating (Cunningham et al, 2003). Until now we had a marketing or commercial outlook on the brand communities. These are basically, informal, unpremeditated organizations with members who feel passionate association with a specific brand or product. Brand community members join willingly and often impulsively without any kind of known motives or inducements. By and large, the brand or products defining a brand community bestow special status on the member (e.g., owners of Ferrari automobiles, Riva motorboats, Ducati or Harley Davidson motorcycles, Nokia communication technologies, Macintosh computers). However, as mentioned earlier, mere association with a specific product is not enough to render a person fit for participation in a brand community. To truly become a brand community member one has to follow certain organizational behaviours that can be translated into comprehendible social structure and appear sensible to the members (Cunningham et al, 2003). Preferences and consumption habits of the people give rise to sub categories of consumers of the same products or activities. For instance, we have stereotype bike riders and from these, surface several distinct subgroups and each subgroup boasts of it own unique social order (Vargo & Lusch, 2004). Also, every sub group possesses its own exclusive traditions, culture and group objectives even though they are highly devoted to the Harley-Davidson motorcycle and have the same consumption practices. To quote an example, Fifth Chapter is an organization that has many groups working under different objectives: one group works for recovering addicts and alcoholics and invites people to participate in a recovery program; another group makes efforts to unite Vietnam veterans. Inspite of it, we find subgroups here inclined towards similar activities. Moreover, the culture of Harley owners permeates many social classes and is noticeable even in all those riders who do not join organized groups and like to remain aloof, they either ride alone or in small informal groups of friends (Cova et al, 2007). The members are awarded status on the basis of seniority, their level of participation and leading role played in the group activities, proficiency in riding and experience, all these are consequence of an individual’s dedication to the group’s consumption life style and morals. Tattoos, motorcycle customization, club-specific clothing, and set-on patches and pins proclaiming various honours, accomplishment, and participation on rallies and other rider events are the clear manifestations of the member’s devotion to the groups values. The set pattern of a group’s riding style also is an example of the status class structure (Cova et al, 2007). To safeguard the structural integrity and maintain the exclusivity of the subculture and its sub group many barriers to entry have been set up. The clubs do not invite anybody for membership rather the candidate for the membership has to go through a status check procedure before being taken in as official member of the club. Some factors work as barriers, which include social pressure from family members, especially wives and parents, (i.e., subjective norms) and a general sense of family responsibility which forces a person to avoid the potential risks of riding (Cova et al, 2007). The Harley-Davidson motorcycle cultural values and doctrines reverberate with needs and ideals of some people. Every subgroup identifies with the same set of core values, but each group carry them out in an innovative and original manner. Authors discovered Ethos or brand philosophy has religious overtones in the subculture. While riding, they have a spiritual experience in many forms like feeling close to nature, man’s all senses become alert, the throbbing of the engine is like a human heart beat, and group riding gives a sense of belonging to a group or larger interest (Anderson-Facile, 2007). The fans of Harley-Davidson motorcycles treat it with reverence and they label themselves with the title ‘Brother’. The biker religion also has darker aspect to it; many outlaw clubs have names like Hells Angels and Satan’s slaves, symbols of death such as the skulls and harsh reapers are extensively used in biker jewellery, tattoos, ornamentations, and paint jobs represent a fascination for the occult and a deeper belief in fate than in faith. Other than religious connotations, Schouten and McAlexander discovered that the whole philosophy of the group is derived from the meanings attributed to the motorcycle and its usage. One such ideal is the sense of personal freedom depicted by the spread-winged eagle and a horse. The Harley bike stands in direct contrast to the feelings of imprisonment suggested by various family and working restrictions. Similarly, to express their liberation from the conventional practices and social structures they display tattoos, long hair, and bushy beards (Anderson-Facile, 2007). It seems ironic though that members commonly opt to join a formal organization, to accept rigid new structures, new codes of conduct, conform to new pressures, and new sources of authority (Brown. 1996). Patriotism is another value shares by the subculture; American flags are seen at rallies and some symbols are often adopted in tattoos, posters, or adhesives. The Harley Davidson fans also adhere to tradition. This is the reason they disdain the Japanese bikes because new models replace the old ones real fast while Harley-Davidson models continue existing like traditions for longer period of time (Anderson-Facile, 2007). Appearing strong and potent is another association felt with bikes. Harleys are big and heavy bikes and are easy means of expressing these motives. The riders physical structure epitomize the features of the bike, big bellies or biceps and aggressive behaviour seem more appropriate on a Harley than on any other type of motorcycle (Anderson-Facile, 2007). The membership of the brand community gradually transforms the personality of the candidate. He passes through all the stages of the status hierarchy. People join the Harley-Davidson culture due to many: their own values may correlate with those of the subculture, peer influence can be strong, or they simply may be gripped by the style and charisma of the bike (Moore, 2003). Joining such a subculture also allows socialization, which in return, strengthens the individual’s commitment to the culture and ethos of the group. Eventually, they become staunch believers and extremely loyal members of the brand community club (Hunt, 2002). Many researchers have defined brand community in terms of relational and social processes. They find similarities as well as differences between the brand communities and their subcultures of consumption. Shared ethos, acculturation patterns, status hierarchies are the similarities (Moore, 2003). The properties of subcultures of consumption (e.g. outsider status, significant degree of marginality, outlaw culture; religious icon) are some aspects that don’t go well with the brand communities they observe. They view brand communities playing an active interpretive role, with brand meaning being socially negotiated, rather than delivered unaltered. Brand communities enhance a more social constructionist perspective (Hunt, 2002). Schouten and McAlexander (1995): they view the situation from a structuralist angle. To them brand has a socially fixed meaning. They claim that the consumption of Harley-Davidson motorcycles is unrelated to social values and tend to minimize collective identities in favour of the transformation of self (Baker, 2000). Many have opinions that the symbols used by the subcultures are not true representations of product image and the meanings held by the majority of the people. While brand community embraces and incorporates the surrounding culture’s beliefs, attitudes and philosophy. The research definitely provides a guideline for the mangers to better understand the customers, their goals, feelings, emotions, and how they are all interlinked. He can also make out the underlying reasons for the individuals preferences to join the club. We don’t see any economical or other incentive behind this decision, all they are concerned is about fulfilling their own passions by expressing a shared love for a product or a brand (Schroeder, 2008). But it will be a big mistake to think of brand communities as mere ways to cause an affect on consumers or marketers. It is a social spectacle and a platform for the individuals, groups, organization, its products and its brand image to interact and give rise to a completely new cultural entity. Brand community though comes into existence unplanned and unconsciously, yet it needs the support of its members to run successfully. It provides great opportunities for all involved parties, to fulfil their personal, social and organizational aspiration and desires (Lusch et al, 2006). Brand communities perform very effectively if the following conditions are fulfilled: Firstly, the members must have a sense of understanding and closeness and they must feel associated with each other through common goals and achievements. For instance, they may work for the needy, poor, and earthquake victims or imparting knowledge to fellow members on the use of a product more effectively (Brown. 1996). The community environment must be so inspiring that it revives the spirits and inculcates social harmony for the members. Second part is played by the organization. It should keep the members economically satisfied and keep their motivation level high (Cova et al, 2007). It is notable that brand communities have two broad kinds: first group is the center point of the community and revolves around the product and its image. They are directly associated with the product consumption. The second category is called the virtual community. This is a platform like the internet where people chat in groups to express their common experiences in regard to the product they commonly own and find attachment to (Tuli et al, 2007). The companies can reap long term and heavy benefits by investing their money and time in arranging for social activities for their brand community. The customers in a brand community attaches his passions to the product and makes an invaluable contribution by enhancing the image world over and builds a following that goes a long way to popularize the brand among the masses (Schroeder, 2008). The Harley-Davidson or Ducati brands couldn’t be surpassed by Honda or Yamaha despite being less expensive for the same reason. And last but not the least, a creative amalgamation and fusion among all the major elements of the brand community is needed for its successful existence. First the product must be so structured and have interesting physical composition so as to keep the members interest in it alive and captivated and allows them to have matters to discuss and talk about (Tuli et al, 2007). We cant have brand communities for say a COLOGNE, or office furniture like we can have for Harley-Davidson bikes since the complex structure of the bike is an endless adventure for the owners and they can share their opinions and experiences with each other. Works Cited: AMA (American Marketing Association). 2004. Marketing Theory and Applications. American Marketing Association Anderson-Facile, D. 2007. Dueling Identities: The Christian Biker. Lexington Books. Baker, M. J. 2000. Marketing Theory: A Student Text. CENGAGE Lrng Business Press. Cova, B. et al. 2007. Consumer Tribes. Butterworth-Heinemann. 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Moor, E. 2003. “Branded Spaces: The Scope of the ‘New Marketing’”, Journal of Consumer Culture, 3, 39-60. Read More