This document discusses the importance of brands becoming useful to consumers in 2020 and beyond. It introduces the Bleublancrouge/Ipsos Utility Barometer, which measures six drivers of brand utility - captivate, co-exist, mobilize, inspire, challenge, and collaborate. The barometer was used to survey Canadians on over 100 brands. Key findings include that co-existing with consumers by making their daily lives easier has the most significant impact on perceived brand utility. Going forward, brands need to focus on problem-solving, demonstrating continued commitment, and acting on a human scale to build lasting relationships with consumers.

1. utiThe
Usefulness
of Brands:
The Bleublancrouge/Ipsos Barometer
How can brands be
relevant to consumers
in 2020?

2. A useful brand is a brand
that acts more than it
speaks, that creates
opportunities instead of
drawing attention to itself,
and that proves it has
invested before it tries
to make a sale.
The challenge facing today’s brands is to ensure consistency in
a world where distractions are constantly calling the consumer’s
attention elsewhere. Establishing proximity with consumers has
never been more complex or demanding for marketers looking
to perform above market standards. Consumer needs are
becoming more sophisticated and the ways of satisfying them
are increasing exponentially. This puts brands at an important
crossroads: How should they rethink their role and their value
proposition in a way that will make them stand out to consumers?
We are living in a time where happiness stems less from
possession than from a sense of fulfilment. Consumers don’t
just want brands to identify with. They want brands to enrich
their lives, and to do so in a tangible way. They want brands to
foster action, to empower them with the right intentions at the
right time on the right platform—and right now. For companies
looking to transform their approach, their biggest priority
moving forward will be to make themselves useful to consumers
and offer concrete support in the pursuit of their goals.
A useful brand is a brand that acts more than it speaks, that
creates opportunities instead of drawing attention to itself, and
that proves it has invested before it tries to make a sale. The
model for such behaviour is more open, transparent, human and
engaged. It’s important for this shift to utility—in other words,
degree of usefulness to the consumer—to be reflected in the
company’s marketing plan, and even more so in its business
plan. By becoming useful in the lives of consumers, brands
generate business results that exceed those of traditional
advertising models. A serious paradigm shift is in the works
here—a redefinition of what, exactly, determines the measures
of success.
To better analyze, understand and support businesses facing
these changes, Bleublancrouge has partnered with Ipsos
to develop the Utility Barometer. This tool is designed to
measure six performance drivers that influence utility, and to
provide strategic support for businesses as they transition to
more utilitarian marketing practices. This model is based on
quantitative research conducted with 2,000 Canadians on more
than 100 Canadian brands.
Introduction

3. 60 002080
The Quest for Power
The 1980s
—
Reinforced personal
empowerment
(fashion).
The 1960s
—
Established the reign
of consumer products
(home appliances).
The 2000s
—
Everything changed.
The West was
overcome by a
fear that in turn
inspired consumer
awareness: the 2000s
fuelled the quest
for a new dream
and new values (the
environment).
The 1970s
—
Saw the peak of baby
boomer freedom
(cars).
The 1990s
—
In a state of
pre-apocalyptic
anticipation (the Y2K
bug), gave rise to
economic hope (online
stock exchanges).
the 2010s
—
Ushered in the age
of transparency,
where consumers
aren’t interested in
dreaming anymore.
They want to
understand.
the 2020s
—
Now, early signs
of things to come
in the 2020s indicate
that consumers
will want to break
free—and rule.
Over time, the changing economy has affected the values, habits and moods of consumers.
Nothing reflects these changes better than advertising trends.
Unlike their previous search for meaning and fantasy, consumers have now set off on a search
for power. They are drawn to brands that will make them feel stronger and help guide them on
their quest for experiences that will forge their happiness and identity. Consumers are no longer
looking to be validated by brands that reflect their personality. Instead, they are interested in
brands that can increase their potential, act as catalysts for their ambition, and serve to enrich
their lives or trigger change in their communities or in society at large. From here on in, utility
wins out over appearance.
Attracting and capturing consumer attention doesn’t do the trick anymore. Brands must
aim to be useful—that’s the new starting point for both communications strategies and
measurement tools.
According to a 2015 study conducted by the US agency Prophet, 80% of consumers say that they
are more loyal to brands that strive to be relevant in their everyday lives. This is especially true for
Generation Y. In ZenithOptimedia’s recently published study, The Pursuit of Happiness, findings
suggest that for brands to establish a lucrative, long-lasting relationship with this generation,
they must prove to be a tangible force capable of making their lives better. If brands also play
an active role in improving social structures, the trust is further secured.

4. Familiarity, image, purchase and
repurchase intent, loyalty, the desire to
recommend—a brand’s utility has direct,
concrete, positive repercussions across
the board. Not only does demonstrated
utility have a direct impact on key
measures of performance, but it affects
commercial results as well.
Creating utility is seen as proof of
generosity: a mark of high esteem in the
lives of consumers. An approach like this
goes beyond the practical role a brand
plays in the fulfilment of its promise. It is
the foundation—and the requirement—
for an enduring emotional bond between
the brand and the user, and it serves as
a catalyst for tangible brand results.
Everyone agrees that the ecosystem
is changing. But what benchmarks will
best serve us in this new climate? This
is the question we have chosen to tackle.
Creating utility is seen
as proof of generosity:
a mark of high esteem
in the lives of consumers.
Utility as a Business Advantage

5. COLLABORATE
CHA
LLENGE
CAPTIVA
TE
In collaboration with Ipsos, we embarked
on a process to map out the various
paths that ensure a brand’s utility. The
tool we designed—the Utility Barometer
—will serve to guide brands in creating
utility for their users. Equipped with
new benchmarks, brands will have the
assurance they need to set out in this
new marketing territory.
We surveyed 2,000 Canadians to
understand their relationships with
the businesses in their communities,
and in turn to assess the capacities of
those businesses to be useful in the
day-to-day lives of their customers.
The Bleublancrouge/Ipsos Utility Barometer
Air Canada
Air France
Air Transat
Aldo
Apple
Arc’teryx
Bell
BNC
Canadian Tire
Capital One
Cascades
Coca-Cola
Desjardins
Dove
Esso
Ford
Google
Groupe Investors
H&M
Home Depot
Honda
Hudson’s Bay
Huyndai
Hydro-Québec
IGA
IKEA
Intact
Ïogo
Irving
Kellogg’s
KLM
Kraft
L’Oréal
La Parisienne
Loblaws
Loto-Québec
Mac’s
Maple Leaf
MasterCard
McCain Foods
McDonald’s
Merrell
Metro
Molson
Mountain Coop
North Face
Oasis
Patagonia
Paypal
Pepsi
Petro-Canada
Reitmans
Rogers
RONA
Samsung
SAQ
St-Hubert
Starbucks
TD
Telus
Tide
Tim Hortons
Toyota
Ubisoft
Ultramar
Vidéotron
VISA
Walmart
Zara
BRANDS CONSIDERED:

6. The results of this initial study uncovered
some interesting issues regarding utility
and enabled us to identify the challenges
faced by brands looking to shift their efforts
in this direction.
Study scores ranged from five points for
the least influential brand to 328 for the
most influential. The average score was
100 points.
Each score can be divided into six drivers:
the guiding principles that have a positive
or negative effect on utility.
The Barometer produces a utility score
that reflects the factors influencing
consideration, recommendation, loyalty
and purchase intent.
Captivate
MOBILIzE
Co-exist
Collaborate
INSPIRE
Challenge
0
9 %
0 %
100 330
Brand assessment
utility purchase
intent
consideration
recommendation
loyalty

7. The brand’s ability to use its
image to captivate the audience
and attract its attention.
Captivate
The brand’s ability to understand
and adapt to the consumer’s
environment to make his or her
day-to-day experience easier.
Co-exist
Exemple
The Rolex brand has been associated with such
influential sports personalities as David Beckham
and Rafael Nadal and musicians like Eric Clapton
and Elvis Presley, who influence desire and
strengthen the exclusive and elite image of
its products.
Impact
To increase self-esteem.
This driver influences
social status conveyed by
the product’s consumption.
Exemple
Walmart launched an app called Savings Catcher
that gives consumers a tool to compare prices
from their receipts and request a refund if they
find a lower price at a local competitor.
Impact
To identify, engage with and
enhance consumer habits. This
principle plays a direct role in
bringing tangible added value
to daily life.

8. The brand’s ability to rally parties
in support of a cause or a fight.
MOBILIze
Exemple
In the US, American Express initiated
Small Business Saturday, an annual one-day
event that brings together companies, consu-
mers and public figures to support locally
owned businesses.
Impact
To stimulate progress and
foster meaningful acts by
rallying various parties around
social initiatives.
The brand’s ability to foster
innovation and change within
its own industry.
Inspire
Exemple
In an effort to support local communities and
small businesses, Starbucks set the goal of
getting 100% of its supplies from ethically
responsible sources by the end of 2015.
Impact
To guide and establish itself
as an opinion leader.

9. The brand’s ability to
challenge norms through
its own business model.
Challenge
Example
In Alberta, General Electric has
been working together with local
authorities and consumers in
a shared innovation centre to
minimize the cost and environ-
mental impact associated with
heavy oil extraction.
Impact
To interact and establish a dia-
logue with consumers to serve
a specific interest.
Example
Airbnb and Uber revolutionized
the hotel and transportation
industries by offering consumers
innovative solutions.
Impact
To subvert the rules with
a unique or unconventional
vision.
The brand’s ability to
connect with communities
and influencers to enhance
the value of their offering.
Collaborate

10. U
A brand doesn’t establish its utility by trying to stand out on every front. The challenge
for brands is to look at the various drivers affecting its utility and strike a balance. It must
choose, preserve, nurture and assert its position by committing to a specific central driver.
The brand stance will vary according to the product or service category.
The following represents an average portrait of a useful brand, by driver,
in Canada:
The 2015 edition of the Barometer reveals five fundamental
lessons and five questions that are likely to trigger a shift
towards utility.
Early Lessons
Success requires an anchor
Where is my utility anchored? In which
of these sectors will my utility be most
natural and believable?
1
PRINCIPLE
MobilizE 12%
Co-exist 24%
Challenge 3%
Inspire 22%
Collaborate 9%
Captivate 31%

11. 3
PRINCIPLE
2
PRINCIPLE
Problem-solving is key
The trick isn’t to establish a relationship at all costs. It’s important for brands to un-
derstand the lifestyle of their consumers and adapt accordingly rather than invade
their space.
Brands that co-exist with their consumers make their daily lives easier. It’s not sur-
prising that co-existence has the most direct and noticeable impact on a brand’s
usefulness, as it is, in essence, the cornerstone of utility.
Consumers naturally gravitate towards brands that understand how to act on their
behalf and how to mesh with their daily lives. They are looking for brands that connect
with their passions and needs, and stimulate their interests in relevant ways.
How does a brand that co-exists distinguish itself in a tangible way? By creating
tools. By developing services that are central to its offering or that complement it.
In so doing, the brand shows its commitment to resolving an issue in the daily lives
of consumers.
Beyond the transaction, what impact
can a brand have on the everyday lives
of consumers?
Captivation has its limits
How can my knowledge or area of
expertise foster change?
Envy and desire are no longer the criteria when it comes to creating a lasting
connection with consumers. It’s time to move on.
The concept of captivation is a double-edged sword. Brands need to gain visibility
and exposure, but captivation must be offset by tangible, proven and lasting
commitments to consumers. For example, in addition to generating desire, Nike
backed this up with a lasting connection by developing tools to bring tangible utility
to consumers depending on their relationship with the brand—from Nike Fuel
to help runners track their activity to the Makers app to show designers what materials
are more sustainable. That’s how a brand affirms its purpose and relevance in
the marketplace.

12. 5
PRINCIPlE
4
PRINCIPlE
Be accountable
Collaboration helps brands establish close ties with consumers and,
in some instances, can lead to a meaningful two-way exchange.
However, research shows that the effectiveness of this driver is
mitigated if the benefit of the initiative doesn’t come across in the
brand experience or in the consumer’s application of it.
How can I demonstrate my
continued commitment?
A brand must act on a human
scale
When are consumers most
likely to connect with the
brand? How can a brand make
the most of those moments?
In today’s world, an inspiring purpose and a defining vision are
a must. Without them, any gestures directed at consumers will
fall short. However, an inspiring purpose has no value unless it’s
backed by tangible actions—carried out individually or collec-
tively—at the consumer level. Brands are looking to innovate,
and that’s commendable. But how can a brand make innovation
tangible on a human scale, and, in so doing, nurture a lasting
relationship with the consumer? That’s the real challenge.

13. A number of studies have looked at utility, but few have focused
on the tools that a brand can leverage to optimize its marketing
performance. The Barometer offers an interesting diagnosis
and goes one step further, outlining the solutions marketing
managers need if they want to master utility and take effective
action, without losing sight of consumer expectations.
People don’t buy products anymore. They buy an ideal. In this
context, the Barometer is a starting point for a more extensive,
substantial conversation about the new tools we can implement
to create applied and lasting value—both for brands and
for consumers.
This is only the beginning
People don’t buy
products anymore.
They buy an ideal.
Simon Cazelais
Vice-President, Client Services
scazelais@bleublancrouge.ca
bleublancrouge.ca/blogue
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