Innovation — look for new, unusual and better ways to meet customers' needs;
Passion — make your brand a social conduit that helps customers to connect more easily and meaningfully with others;
Power — be confident in who you are and what you're promoting as your key difference;
Prestige — find ways for your brand to elevate customers to the next level of esteem in some important aspect of life;
Trust — make connections that build trust, whether it's inviting customer feedback or providing something as seemingly insignificant as labeling that drives home the quality of your ingredients;
Mystique — hold back a little about how you do what you do so well, so that customers and potential customers want to know more; and
Alert — get into the details of all elements that matter to customers.Hogshead began her talk with an example that demonstrated all of these fascinators, asking how many in the audience had ever had a shot of Jagermeister. Not surprisingly, almost all admitted to trying the high-potency German herbal liqueur with the hard-to-love flavor. Next, Hogshead asked how many of these same audience members actually liked Jagermeister. Far fewer raised their hands. This kind of response could indicate a real problem in marketing a product that tends to be a bigger hit with a younger crowd. In fact, when Jaegermeister worked with Hogshead, the issue was that "most consumers were aging out of the brand before they'd even hit legal drinking age." Hogshead said they sold the medicinal-tasting stuff simply by promising a "toxic experience." "It's the most popular brand that nobody likes," she told an amused roomful of executives. "It promises a toxic experience. … People will say 'I hate it.' Then the other person says, 'Me, too. Let's drink some!'" Again, it's turning a difference — even a negative one — into a positive. Hogshead said that once you figure out the fascinating difference for your brand, you must communicate it with maximum impact. To do this, you need to think about creating an "anthem" that explains how the brand is different. First, she said, think of an adjective to describe the aspect you want to play up. Then, she said, hone in on what your brand does best by thinking of a noun descriptor. Then put the two together. For a brand such as Nike, for instance, the key message boils down to "athletic empowerment" — a determination derived from lots of research — and that critical noun-adjective equation. Hogshead said that the formula works well to give a brand a simple statement or distillation of key qualities that can be played up in engaging ways in communications. She said that the best communication performers have been shown to demonstrate how the brand adds value to people's lives through a specific benefit by accentuating that area of over-performance. Finally, Hogshead urged the audience not only to try her approach in order to boost brand performance but also to use it to increase the diversity of personalities and working styles within both management and frontline teams. As she sees it, by enhancing the types of people and working styles represented in "boots on the ground," you increase the strength of the team — and that of the product they deliver.