What can a brand have in common with a cult? The truth is that, although at first glance it may seem that little and that neither one nor the other play on the same lines, the relationship between one and the other can be quite close. Brands want to achieve bomb-proof consumer loyalty, that they repeatedly consume their products and that they are also loyal to the brand, to the things they do or launch and that they become proselytizing, trying them preach ‘the word’ of your header brand.

Companies want their products to become cult items, issues for which consumers show almost unquestionable loyalty and with which they establish relationships that are very difficult to break. In the race to achieve it, many have been those who have tried to explain what it is that some brands achieve it and others do not and what the way to achieve it may be.

There are those who Bosnia and Herzegovina WhatsApp Number List  defend that the way to achieve this is love (and hence there are brands that try to make their consumers fall in love and establish emotional relationships with them) and who assure that the key is in passions and feelings. And there are those who believe that brands have to create a certain paraphernalia, a certain relationship, that makes a certain line be crossed, that brands become something of a cult, something that consumers look at differently from others. consumer products.

That is what some companies are already achieving, which have created environments and fostered behavior in which the relationship between their consumers and the firms themselves works at levels that go far beyond what is recurrent. Brands are heads of communities and manage to establish much deeper relationships and at much more diverse levels, which go beyond the simple product.

Some brands work almost like cults, like groups in which there is a leader who marks everything that the followers do, or at least that is what the experts believe and the spectrum in which some brands look for sources of inspiration for their behaviors. As Rick A. Ross from The Cult Education Institute explains to Business Insider, some brands are trying to achieve the success of brands like Apple or SoulCycle (a fitness brand that makes its users queue to be able to enter sports for a long time) inspired by the strategy with which the sects try to reach (and keep) the citizens.

Cults and cult brands have at least two fundamental characteristics that are the same, Ross says, and that explain the pulling power of both. On the one hand they have an authoritarian leader who marks everything that others do (there was Steve Jobs and Apple). On the other, its users (and the brand in general) see the world as a space in which they function separately: that is, they are a separate reality.

They are not the only points where these marks coincide with sects, although these two are the most important. In addition to playing with elements of leadership and sociological elements, they also function at the language and message levels as cults might. Thus, they have a language with its own jargon that is repeated and used repeatedly. Likewise, they have a certain ideology that is sold as an element that triumphs over others (that is, what they are doing and offering is better, not only as a product but as a kind of way of life). Ultimately, these brands create a kind of subculture of their own, in which the consumer ends up getting headfirst and separates them from the consumers of the competition.

It is only for a few (but valuable) ,Ross is not the only one who draws this parallel between brands and the creation of a cult relationship between their consumers and them. Douglas Atkin, a former Meetup.com executive who is now Community Manager at Airbnb, also points to this idea of ​​getting consumers to make the brand a cult item in order to establish much more effective and much more powerful relationships.

Atkin not only defends the importance of creating these powerful relationships, but also reminds one point: creating a cult relationship between the consumer and the brand will have a direct effect on other consumers. “You cannot expect to reach 100% of the population,” he warns. Starting from a positioning, from an ideology, will create a group of enthusiastic consumers who love the brand, but it will also create another group of non-enthusiastic consumers who position themselves at the other extreme. Apple has based part of its success in reaching the market, in fact, on positioning itself as an alternative for certain types of consumers of the dominant products. First it was against IBM, then against Microsoft and Windows PCs and now it fights against Android.

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