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By Cat Johnson

Supplement industry and coworking spaces thrive on branding, not just product, and success hinges on targeting and differentiating for specific markets.

  • The success of businesses, including supplement companies and coworking spaces, largely depends on their branding and positioning to stand out from competitors — even when their core products or services are similar or the same.
  • Companies must identify and understand their ideal customers to tailor their branding and marketing efforts effectively.
  • A strong, unique brand that resonates with the intended audience is key, as it is not the generic product but the relationship and the experience of the customer that builds loyalty and defines success.

I recently learned something that blew my mind.

It’s obvious that a lot of companies sell supplements. But there are a lot fewer supplement manufacturers than there are these companies that sell supplements. Which means—I learned—that many supplement companies all get their products from the same manufacturers.

So the success of these supplement companies comes down to marketing, branding, positioning and target market.

Which is kind of crazy, right?

But it’s an incredible example of how understanding who you are and who you serve is your biggest differentiator.

For example, one supplement company may target athletes, and their brand may evoke feelings of power, endurance, discipline; another may target women over 50 and focus their brand around staying active, living a quality life and keeping up with their grandkids; and a third may target college-age students and create a vibe of hangover recovery, mental sharpness and sleep support.

And they could all be selling the same products—although presented very differently.

And the same goes for coworking spaces.

You all have desks, fast Wi-Fi, meeting rooms and good coffee. But that’s just the supplement—that’s just the product—the thing that everyone has. It says nothing about who you’re for, how you help them and why you’re the right choice for a particular person.

There’s zero branding or positioning in the fact that you have meeting rooms and coffee. So does every coworking space in the world. Maybe you have a location advantage, but that’s only an advantage until another space moves in. Maybe you have a price advantage, but competing on price is a race to the bottom, which I don’t recommend.

Your brand is not your chairs, meeting rooms, Wi-Fi, coffee machine or even event programming. It includes all of these things, but every coworking space has these and the future is coming fast. There will be many times as many coworking spaces in the next few years as there are right now.

So, since you don’t want to sell generic supplements or a generic coworking space, get to work creating and strengthening your brand.

Who are you for? Who is a perfect fit for your space? Who will benefit the most from joining your community? Figure this out and then go find them.

Focus all your energies on attracting your best-fit members. You can’t serve everyone, and trying to do so will result in a diluted, vanilla brand that truly attracts or serves no one.

Imagine a supplement company trying to target athletes, women over 50 and college students all at the same time.

It doesn’t work with supplements, and it doesn’t work with coworking.

By Cat Johnson

Cat Johnson is an industry-leading brand community coach for coworking space operators around the world. She runs Coworking Convos and The Lab marketing club for indie coworking spaces. She writes about coworking, content and community in her weekly emails and blog posts at catjohnson.co

Sourced from allwork

By Lucinda Southern Lucinda Southern,

This article is part of the Future of Work briefing, a weekly email with stories, interviews, trends and links about how work, workplaces and workforces are changing. Sign up here.

Commercial-real estate company Squarefoot has been making tentative steps, like others, to return to its New York office space over the last few months.

But office space has become a commodity, and Squarefoot — with 60-staff — is one of a number that has built an algorithm to help allocate which of its 27 staff gets priority.

In the early months of lockdown, Squarefoot’s staff developed a system to allocate that resource. First, it identified four categories of office-based amenities — software only available in the office or connected whiteboards — then, on a one-to-five scale, staff rated how important these amenities were to carry out their ‘mission.’ On certain days, Squarefoot’s brokers, who show prospective customers around new office spaces, have a greater need to be in the office than product designers, for instance. Each employer has a possible 30 hours a week that can be allocated.

“The beauty of it is that it’s impersonal, everyone accepts the judgment of the computer, there’s no tendency to argue,” said Squarefoot president Michael Colacino. Squarefoot plans to sell the product to other organizations once it’s been road-tested, so far there hasn’t been enough demand to return. As employers are starting to find, while most staff over the last six months have been more closely connected to their immediate team members, relationships between the rest of the organization have frayed.

Bots beat people for mental health support

Other companies have drastically accelerated their digital tech capabilities since the pandemic forced millions of workers to communicate online. In a global study of 1,2000 staffers by Oracle and Workplace Intelligence, 66% strongly agree that coronavirus has accelerated their companies’ willingness to invest in artificial intelligence tools. Elsewhere, the use of employee communication software has grown as more organizations migrate to remote and virtual workflows: Platform Workvivo has grown 200% since March, catering to the growing number of employers managing remote teams.

But tech tools’ lack of judgment noted by Squarefoot’s Colacino has wider ramifications and benefits. The same study by Oracle and Workplace Intelligence found that 82% of people believe robots can support their mental health better than humans, and 68% of people would prefer to talk to a robot over their manager about stress and anxiety at work.

During the last six months of layered crises, social anxiety and mounting emotional burdens, peoples’ expectations of how companies protect staff is growing. Employees’ mental health has risen to the top of the list of priorities over the last couple of months — 51% noted their company has added mental health support —yet 76% feel like their company should be doing more, according to the same study. Technology is stepping up to fill those roles.

The corporate wellness market is estimated to be worth $97.4 billion by 2027, according to a February 2020 report by Grand View Research (before coronavirus). The number of available third-party corporate wellness tech vendors is rapidly expanding, according to managing partner of Workplace Intelligence Dan Schawbel, and his experience of attending HR trade shows.

“Mental health is the biggest topic of our time, and it has worsened and heightened because of Covid,” said Schawbel. “There will always be new tech and they will always be humans in the workplace, [we need to understand] what their roles are and how will they get along and support each other. From a mental health standpoint, robots are better than humans at providing a judgment-free zone, unbiased to share problems with and answer health questions 24/7. While humans are better are relating to coworkers and feelings of empathy.”

Companies like Adobe, Unilver and Starbucks are investing in well-being seminars, classes and automated bot systems to meet staff mental health requirements. While human therapists will always be needed, tech can supplement therapy because it is so scalable and accessible.

HR, meet tech

With more tech in our professional lives, in a well-being capacity or otherwise, it means that champions are changing.

“We are seeing more and more CIOs and CTOs take the helm in shaping employee culture and engagement through the corporate technology stack, their roles have changed from being a tech enabler to how people experience these platforms,” said Workvivo co-founder, Joe Lennon, adding that this was a trend that started before coronavirus, and, as is often the case, is being led by the large U.S. tech organizations.

“Creating culture digitally is difficult,” Lennon notes. “The problem is the tech is focused on operation needs rather than human needs or the needs of the company.” Companies are increasingly realizing they need to keep engaging staff who are working remote — without overburdening them — otherwise it leads to a lack of motivation and staff churn.

For millions, how we work has been hugely disrupted, forcing employee communication tech to evolve, bringing with it new demands, new skills and new roles.

“Most administrative HR roles will be automated in the next few years,” said Schawbel. “Covid is the gas to light a fire to all the workplace trends that were on the agenda, but not high up.”

Instead, the role of HR will expand beyond staff as numbers and workers, but encompassing their whole life, personality types, at-home situation and personal considerations. That combination of tech and people will be a compelling blend.

“It’s time to move beyond the ‘human resources’ title to something closer to some of the newer titles currently emerging such as people operations, employee experience, employee success or chief experience officer,” said Lennon. “This alone will send a strong message to the workforce.”

By Lucinda Southern Lucinda Southern

Sourced from DIGIDAY