Mistrustcasting: A Tale of Two Brands

One day recently, a high school math class decided to conduct an experiment to ascertain whether Oreo’s Double Stuf cookies actually contain twice the “stuf” – crème filling – as implied by the treat’s name.

The class’s work yielded the faintly damning discovery that the Double Stuf contain only 1.86 more filling than the original incarnation – a shortage of 7 percent. Hardly headline-making news, right? After all, most folks would agree that it’s close enough and simply applaud the teacher’s creative, hand-on approach to this classroom exercise.

And that’s where Oreo should have left it, but they chose not to. Instead, when contacted about the matter by Business Insider, the company issued a formal statement claiming the math class had reached an inaccurate total and that their Double Stuf recipe does indeed include fully twice the amount of filling. So Business Insider put together its own experiment, which came down in favor of the math class.

Oreo’s response made this story bigger than it needed to be, and as a result, the brand’s overall reputation took a hit. After all, if they felt the need to lie about 7 percent of their filling, what else might they be hiding? The cookie controversy served up good fodder for a few days of news bites and morning drive-time humor, but given the public’s lasting love for Oreo, the Double Stuf kerfuffle blew over in short order.

More than filler

The Double Stuf debacle is an entertaining – if relatively innocuous – example of just how easily the integrity of even the most well-known brands can be called into question. That’s why the task of building and maintaining trust in your brand is such serious business. For more evidence, let’s take a closer look at BP and SC Johnson, two huge corporations with very different approaches to brand integrity – and very different reputations.

Both companies deal in products under close scrutiny in today’s increasingly green-minded business and marketing environments. BP is the world’s sixth largest petroleum fuel interest, and SC Johnson is one of the world’s largest producers of household cleaners.

If you look at their advertising and PR, both companies use strikingly similar language, which is logical, given that each company has a vested interest in portraying itself as environmentally responsible and forward-thinking.

But the court of public opinion tells a very different story, making it clear that their efforts to define themselves are yielding drastically different results.

BP’s big problem

More than three years after the disastrous oil spill in the Gulf of Mexico, BP is still dealing with the aftermath on many fronts. In addition to the illegal practices which led to the spill, the company has been found guilty of felony for lying in its response to the disaster and has paid out more than $42 billion in clean-up costs, settlements and fines.

BP was found to have engaged in multiple deceptions before, during and after the spill. The company repeatedly refused to disclose accurate or timely information for months after the disaster, which resulted in a far greater impact on the environment than would have happened if the company would have been immediately forthcoming.

A visit to BP’s website shows that the spill still dominates much of the company’s PR efforts. That’s as it should be.

But even as BP touts its gulf clean-up efforts in carefully crafted feature articles, it releases defensive statements whenever its efforts and motives are called into question. For example, in a statement dated August 28, BP responds to recent allegations by the state of Louisiana claiming that BP has not adequately addressed the clean up. Here’s the money quote that leads the statement: "Any suggestion that BP has failed to address the clean up of the Louisiana coastline is both false and irresponsible.”

No acknowledgement of BP’s responsibility, no conciliatory tone indicating that BP is committed to repairing the damage it caused, no apology for all of the suffering. Just a hardline defense, with copy that reads like it was drafted by a stereotypical Hollywood lawyer. This antagonistic tone is at odds with the shiny, happy stories that appear throughout the special section of its site dedicated to the Gulf of Mexico restoration.

This stark discrepancy between rosy PR fluff pieces and sharp legal statements defines the very heart of BP’s brand integrity issue. This is a company whose practices are squarely at odds with the public image it attempts to project.

Start with the logo

Petroleum is hardly a “clean” business; the best any oil company can offer is diligent safety practices and commitment to mitigating its environmental impact.

When BP debuted its green sun logo in 2001, the flowery “helios” mark, it was a clear effort to position the brand as somehow “cleaner” and more environmentally conscious than its competitors. The green sun implies a very different focus than, say, an oil derrick looming over a seascape. Yet in the decade plus since its logo shift, BP has actually decreased its efforts in the arena of solar power, finally announcing plans to shutter them altogether in 2011.

The fact remains that BP is first and foremost an oil concern, with all the environmental risks that such companies encounter. Until BP’s research spending on alternative fuels exceeds the 50 percent mark, that logo is a blatant lie.

Follow the money

Many brands seeking to build trust with the public establish charitable foundations or make contributions to causes. With its image in desperate need of a reboot, BP has made significant donations to gulf cleanup efforts and regional charities that focus on hunger and housing. These are all high-profile, press-release-ready efforts.

It’s certainly better than nothing, and BP does seem to grasp the idea that it needs to spend big to show its concern.

But you won’t find much in the way of marine environmental research on BP’s books or any slowdown whatsoever in the company’s high-risk deepwater drilling projects. No, right along with its more environmentally friendly efforts like wind and biofuels, BP is still using the lion’s share of its research dollars to pursue the same kind of risky drilling that damaged the Gulf of Mexico so dramatically.

As John Bell writes in Forbes Magazine, “BP’s talk about caring for the environment was for naught, as its actions failed to match its message.” Small wonder that a site like boycottbp.com is still growing strong. Or that the brand ranked at number seven in MarketWatch’s 2013 poll of companies with the worst reputations.

SC Johnson’s evolving transparency

While SC Johnson certainly faces environmental concerns, it does have an inherent advantage over a company like BP. After all, a Gulf-scale tragedy is highly unlikely in the arena of household cleaners.

But this field carries its own set of risks. Many of SC Johnson’s products – insect repellents, cleaners and baby shampoo, to name a few – are used by families on a daily basis. And in the last decade, concerns have increased about how these types of products impact not only the health of customers but the greater environment as a whole.

In large part, SC Johnson has responded to such concerns with a careful trust-building approach that includes admission of mistakes and a proactive willingness to change corporate policy and behavior. While there have been a few bumps in the road, even their response to setbacks has been characterized by a tone that emphasizes responsibility over defensiveness.

Open policies

One major area of concern with consumers about household products is the ingredients. Many cleaners and air fresheners tout a natural, organic identity while their labels contain a long list of unpronounceable components unfamiliar to anyone lacking a degree in chemical engineering. In an effort to counteract this, SC Johnson launched its "What’s Inside SC Johnson" website in early 2009, where it has published complete ingredients lists for almost all of its products.

However, the company’s track record is not perfect. Its “Greenlist” label, featured on Windex and other products SC Johnson claimed passed its highest environmental standards, was the subject of several consumer-advocate lawsuits. Because the label closely resembled other third-party designations for independently vetted products, the suits rightly called into question the legitimacy of SC Johnson practice of promoting its own – potentially misleading – self-proclaimed green standard.

Response to criticism

One of the ways in which SC Johnson has been most successful in upholding the integrity of its brand is in its response to controversy. The company trades heavily on its identity as a family-owned business, something that can be difficult to buy given its global scope and multi-billion-dollar annual sales numbers. But when issues arise, it is not a corporate lawyer that does the talking for SC Johnson; it’s Fisk Johnson, CEO and true blood family representative.

In the case of the Greenlist issue, Johnson reiterated the company’s commitment to the environment, but admitted its misstep. “When you're out in front of an issue like this, it means that you're not always going to get it completely right, as was the case with this particular issue," he said.

SC Johnson has also demonstrated a willingness to change its formulas and policies ahead of any legal mandate – and also ahead of many competitors. The company has reduced its greenhouse gas (GHG) emissions by 42 percent since 2000, and it has installed two wind turbines at its largest global manufacturing facility, enabling that facility to produce most of its electrical energy onsite.

Integrity gets results

All of this earnest effort is certainly paying off for SC Johnson. In 2012, the United Nations Foundation for Social Change honored the company as a global Leader of Change, and in 2013, the company received an EPA Climate Leadership Award for Aggressive Goal Setting.

SC Johnson’s mix of staying true to its family roots, increasing transparency with customers and demonstrating a willingness to change combines to reinforce its reputation as a brand that operates with integrity. While the company isn’t perfect, its actions maintain consistency with its image. By any measure of consumer confidence, that’s a powerful – and to borrow from BP’s ill-used lexicon – sustainable strategy.

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On the Right Path

When I was in college, I had a professor who spoke a lot about the importance of wayfinding. He was especially interested in how the Department of Transportation studied design elements such as typography and contrast to discover the best font and colors to use on their signs. When you drive down the interstate, those big green signs with white lettering make navigation pretty easy. Or consider the wayfinding system of a large airport. Getting from terminal A to terminal D would be a nightmare without all the signs helping us along the way. The core function of good wayfinding is to get a person from point A to point B, quickly and efficiently. In order to do that, a person navigating the system should need only to look for signs to point them in the right direction. Just as an exit sign tells an interstate driver where to get off, the visual cues on a well designed homepage should direct a visitor onto the right path.

Why It’s Important to Funnel Visitors

It is the job of the homepage to quickly funnel users to the information they need the most.We often hear the term “funneling traffic.” It is usually used in the context of getting people to visit a site from the outside via search engines, social media or a traditional marketing campaign. But it is equally important to funnel traffic once they get to your site. Your company may have several types of audiences, and you need to speak to each one in different ways. The type of information provided and the tone in which it is presented will be different depending on the audience. A site that tailors its information to specific audiences needs a way for those audiences to quickly identify which category they fit in or which area they are most interested in. It is, therefore, the job of the homepage to do that efficiently. Success in this area means getting a visitor off the homepage and deeper into the site—where you can convert them from a visitor to a customer or fan. It also means protecting them from purposeless information that gets in the way of what they’re really looking for.

Know Your Audience

Before you start funneling visitors you need to identify your audiences. By knowing your target audience, you will be more confident in knowing how to connect with them. Again, your site may have several target audiences. A healthcare site has to accommodate both patients as well as medical professionals. A nonprofit organization has to accommodate people who want to volunteer their time, those who want to donate money, and those who need to use the service the organization provides. All of these audiences have unique needs and specific requests—but before they can become more than a visitor, your site has to give them what they're looking for. The power of your site relies on your ability to focus on your audiences.

Focus Your Funneling

We’ve all been there: stopped at an intersection, not knowing which way to go. One road with two names. Two roads with one name, but going in different directions. Sometimes you just pick a road and see what happens. And sometimes you get lost and have to turn around—something you certainly don’t want a visitor to your site doing. It's natural for a business to want to accommodate every single visitor that comes to their site. Doing this, however, can quickly lead to a cluttered homepage and information overload. Or, in our transportation analogy, an intersection just like this: If your homepage looked like this, most visitors would simply hit the back button and leave your site, not only confused and turned off, but more important, with a negative opinion of your company as a whole. If your site has many types of people visiting, it is important to identify the characteristics of your core audiences in order to quickly direct your most important traffic to where they need to go. This will keep your homepage clean, simplified and actually make decision making easier for the user. Visitors given 3 choices based on core audience characteristics—as opposed to 10 choices based on characteristics for every visitor—will be able to identify their needs and navigate more quickly. Your homepage does not need to encompass every detail about your company or product. Statistically, only 30% of a visitors time is spent on the homepage. The rest is spent on deeper level pages that are better equipped to handle the needs and interests of your visitors—and move them to action.

Give Them What They Like

Once core audiences have been established, you need to determine how you want to motivate them and what actions you want them to take. It is not as simple as saying, “visitor x goes here and visitor y goes here.” You need to know what those visitors are interested in—what motivates them to delve further and eventually cause them to take action or reach a conversion point. Audiences may be influenced by statistics, testimonials, free trials or product features. By knowing what motivates your audience, you will know how to quickly grab their attention and get them to want to take action. So what kind of action do you want your visitors to take? Of course the ultimate action is often financial, whether that is buying a product or service or donating money. But there are other actions that can facilitate that final goal. You may want first-time visitors to download a demo, take a tour or request more information by filling out a form or signing up for a newsletter. Or perhaps you want to drive people to a physical store using a “find the nearest location” feature.

Bringing It All Together

Now that you know the who, how and why, it’s time to bring everything together in a killer homepage design that will not only look great, but function seamlessly as a visitor’s guide to your site. Many well-designed sites begin with a large introductory headline and a brief opening paragraph that gives the visitor a snapshot of what the company is about or what it is selling. The funneling occurs with individual modules that target a specific audience. Designs should be clean and contain good contrast to quickly identify elements. Headlines should be specific, leaving little doubt who the following information is intended for. Typically, “more” or “continue” buttons are used, prompting the visitor to explore the next level of the site. Often pictures of a product or other graphical elements are used to entice the visitor into wanting more. Here are examples of sites that do this well.

Conclusion

Your homepage is not only a first impression, but the starting point to an experience. A good homepage is a spring board that motivates people to explore more important areas of your site. It clearly direct visitors to the information they need the most to get them to a final destination. And if their journey is a pleasant one, you're one step closer to a repeat visitor, fan, and even customer. Happy trails!

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