NEW YORK — If you’ve attended a marketing conference lately, you might have heard one recurring rallying cry: **brands must move “at the speed of culture.”** As marketers dive deeper into the world of cultural strategies, many are recognizing that connecting with Gen Z requires an elusive understanding of what culture truly means. But therein lies the challenge: **”culture” can be as multi-faceted as it is abstract.** Is it about featuring a hot celebrity in an ad? Hosting a surprise concert for a chart-topping artist? Or perhaps riding the wave of a viral TikTok trend? The options are endless, yet defining them remains complex.
Understanding Culture in Marketing
At a recent industry event, **Brands & Culture NY**, marketing leaders expressed their frustration over defining culture more clearly. Instead of honing in on a precise definition, they found themselves more adept at articulating what culture is not. Despite the ambiguities surrounding the concept, brands like **Diageo** are already embracing culture as a cornerstone of their strategic planning, aiming to modernize their products and resonate with audiences.
“I think culture is probably so ill-defined because even I feel it’s a bit generic. **Culture is all-encompassing, which is not the best answer**,” admitted **Tracy Doyle**, senior vice president of brands in culture at Diageo, during a panel aptly titled **“Four Hot Takes — What the **** is Culture?”**. But drawing clear lines is crucial. “**I would say something that’s transactional is not culture**,” Doyle added, driving home the point.
Culture Through Metaphors
Panelists on Doyle’s team illustrated culture through various imaginative metaphors, calling it a **kaleidoscope of influencers and narratives** that shape trends, or even a **loom of fabric where brands fit into multiple threads**. Experts unanimously agreed that culture should be nurtured over time, woven into the very fabric of a brand rather than tacked on as a band-aid solution to momentum slumps.
“Culture is definitely not a panacea for poor product performance,” warned **Shibani Potnis**, CMO of **Norseland**. “At the heart of it, your brand, your product, has to perform.” The underlying message is clear: you can’t build cultural credibility on a shaky product foundation.
A Delicate Balance: Brand vs. Marketing
As marketers struggle to pinpoint a cultural strategy, interesting questions about internal alignment arise. Over the years, brands have introduced **chief brand officers** and **chief growth officers** to take on what was once the sole purview of a CMO. The differentiation might be subtle, yet some believe that culture occupies a space beyond traditional marketing confines.
Caroline Mayhew Gardner, who heads integrated brand marketing at **The RealReal**, encapsulated this sentiment neatly: **“Culture is at the heart of the big debate between brand and marketing.”** Distinguishing between the two, she noted that brand functions shape narratives while marketing focuses on tactical execution. By combining a “**psychographic cultural engagement layer**” with customer acquisition efforts, brands can create a more robust marketing funnel.
Embedding Culture into Strategy
Culture should serve as a constant guide in every facet of marketing, according to Doyle. At Diageo, cultural considerations are woven into the organizational fabric from the get-go, aligning closely with brand fundamentals such as purpose and values. **“Culture is in the center of our strategic framework,”** Doyle asserted. “It’s really about leveraging our culture team and planning team together, like **peanut butter and jelly**, to reshape our branding efforts.”
Navigating the Generational Shift
As cultural marketing gains prominence, much of the focus has shifted toward the burgeoning influence of **Gen Z**. However, panelists cautioned against pigeonholing culture as merely a youth-centric phenomenon. Instead, they advocated for a broader understanding that transcends age. **“The throughline is more about the psychographics that unite us versus the demographics that separate us,”** Potnis emphasized.
Drawing on her previous experience with **Goldfish**, a brand that appeals to both kids and adults, Potnis shared how they adopted a strategy of being “**a brand for the young and the young at heart**.” This mindset facilitated innovative collaborations, such as teaming up with **Old Bay seasoning** and **Frank’s Red Hot**, to introduce adventurous flavors that cater to millennials and older shoppers alike.
Innovating for the Future
Similarly, at Diageo, Doyle shared insights into revitalizing **Captain Morgan**, a rum brand with an aging customer base. With the introduction of the **Sweet Chili Lime** flavor aimed at new drinkers, the brand carefully navigated innovation without alienating its existing loyalists. “The brand was traditionally associated with older demographics. **It just wasn’t hitting what younger consumers are looking for**,” Doyle noted. “This innovative direction has truly transformed our brand.”
In conclusion, as marketers grapple with the concept of culture, one thing is clear: **understanding and engaging with culture is not merely an option; it’s essential**. Brands must learn to nurture cultural connection as a long-term strategy, fostering it at the strategic core to resonate with diverse audiences and adapt to an ever-evolving landscape. Only then can they truly operate at the speed of culture.
