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The Culting of Brands: Turn Your Customers into True Believers, by Douglas Atkin
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At first glance, companies like Apple and Nike have little in common with organizations like the Hell’s Angels and the Unification Church. But in reality, they all fulfill the main definition of a cult: They attract people who see themselves as different from the masses in some fundamental way. Contrary to stereotypes, most cult members aren’t emotionally unstable—they’re just normal folks searching for a sense of belonging.
Marketing expert Douglas Atkin has spent years researching both full-blown cults and companies that use cult-branding techniques.He interviewed countless cult members to find out what makes them tick. And he explains exactly how brands like Harley-Davidson, Saturn, JetBlue, and Ben & Jerry’s make their customers feel unique, important, and part of an exclusive group—and how that leads to solid, long-term relationships between a company and its customers.
In addition to describing a fascinating phenomenon, The Culting of Brands will be of enormous value to business leaders. It will teach marketers how to align themselves with a specific segment of the population, how to attract and keep new "members," how to establish a mythology about the company, and how to manage a workforce filled with true believers.
Once a brand achieves cult status, it becomes almost impossible for a competitor to dethrone it. The Culting of Brands will reveal the secrets of fierce customer identification and, most important, unbreakable loyalty.
- Sales Rank: #97692 in Books
- Brand: Brand: Portfolio Trade
- Published on: 2005-05-31
- Released on: 2005-05-31
- Original language: English
- Number of items: 1
- Dimensions: 8.20" h x .60" w x 5.40" l, .52 pounds
- Binding: Paperback
- 256 pages
- Used Book in Good Condition
From Publishers Weekly
Atkin, a strategy director for a New York ad agency, believes the process through which consumer brands build customer loyalty is equivalent to the way religious cults recruit members—and, he says, that's a good thing. To him, cults are little more than well-defined affinity groups engaging in a few activities outsiders find unusual because they believe something different. Yet his superficial consideration of groups like the Unification Church and the Landmark Forum rarely gets into the specifics of those belief systems, instead presenting a fuzzy image of people bonding together to give their lives meaning. (Obvious negative examples, like Waco and Jonestown, are cursorily dismissed as badly managed.) Atkin then takes this broad definition and applies it to the commercial realm, making a reasonable case that Harley riders and Apple users, among others, follow similar behavioral patterns. But he overuses the term "cult" to the point of meaninglessness: it's one thing to compare Marine Corps training to an initiatory ritual, quite another to label eBay or JetBlue customers cult members just because they use the product repeatedly. While little argument can be raised against Atkin's proposition that "few stronger emotions exist than the need to belong and make meaning," more conservative readers may balk at his notion that the decreasing power of our culture's traditional institutions is an opportunity to exploit those emotional drives for profit. Perhaps would-be cult leaders will be able to use Atkin's marketing strategies to repackage themselves for broader mainstream appeal.
Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.
From Booklist
Atkin, an advertising executive, examines the techniques to develop extreme buyer loyalty and discusses cults and cult-brand members' motivations, desires, and attitudes. The elements common to brand definition (used by companies such as Harley Davidson and Saturn) and to cult definition are ideas of community and belonging, ideology, devotion, and advocacy. Atkin researched many cults, including established religions, fan clubs, current and ex-marines, AA, and numerous CEOs of cult-brand companies and cult leaders. With the growth of sophisticated consumerism and the reality that institutions are increasingly inadequate sources of meaning and community, Atkin believes that alternative religion and brands that offer these benefits will flourish. His advice for establishing a cult brand includes understanding that people "buy" people and not things and ideas alone and investing at least as much into developing a cult brand as your members do in emotional and financial commitment, energy, and creativity. This is an insightful and challenging perspective on marketing for everyone, even those who may not agree with the author. Mary Whaley
Copyright © American Library Association. All rights reserved
From the Inside Flap
"Are cults really so bad? Veteran ad man Douglas Atkin doesn't think so.... Mr. Atkin has noticed the way that consumption has supplanted religion in many lives....At some level this sounds awful, but in fact Mr. Atkin has written an unusually readable and interesting book that focuses on how a cultlike devotion to products and brands arises from the human needs for belonging and satisfaction -- needs that may be especially acute in today's free-wheeling culture, in which ties of family, church, community and workplace seem looser than ever."
- Daniel Akst, The Wall Street Journal
Most helpful customer reviews
1 of 3 people found the following review helpful.
Meh...
By P. McCormack
This book is out of print. I don't even recall where I heard about it. As a whole it's an interesting look at brand loyalty. Saturn, Nike, Harley -- they have cult followings that rival few others. It was interesting to read the interviews with Marines and religious cult members to see how similar the sentiments are from faith to brand loyalty. But, I didn't get much of an education from it on building cult status for a brand. If you can find it, maybe it's worth the read. But don't go out of your way for it.
2 of 2 people found the following review helpful.
Better as a set of case studies than a "how-to," but good overall.
By J. Bosiljevac
The title of this book makes it sound creepier and more duplicitous than it is. First of all, forget all the negative connotations you have when you hear the word "cult." Atkins broadly defines a cult as a "group exhibiting a great devotion or dedication to some person, idea, or thing." A cult brand, then is when the group or community is built around a brand.
This, of course, is not a new idea. Marketers have always tried to get people to love their products with religious devotion. But Atkins articulates the similarity between brand cults and traditional cults and does extensive research into both, with the end goal being that marketers can apply the techniques of traditional cults to build brand cults. The traditional cults he uses (again, remember he has a broad definition) include the Catholic Church, Mormon Church, Unification Church, Hell's Angels, and a few more. On the brand side of things are the usual suspects: Apple, Ebay, JetBlue, Mary Kay, Saturn, Harley-Davidson--brands that have communities built around them.
The comparisons are interesting, but there is nothing shocking in his findings. People gain some of their identity from the groups, social or otherwise, to which they belong. Groups are formed around shared causes, interests, or philosophies. Therefore, it is only natural that as brands have come to create their own stories, characters, and philosophy (oftentimes independent of the functional benefit of their products), groups start to form around them.
I always find the case studies to be the most interesting part of these kinds of books. There's a lot to learn from brands that have done it right. Where the book falls a little short for me is when Atkins tries to define the rules for creating a cult brand. Sure, there are some guidelines to follow (e.g. don't alienate your consumer, don't lie to people, etc.), but most of them are just guidelines for creating good brands in general. I would argue that not every brand in every category can become a cult brand. And even a brand that has existing cultural cache and follows all the "how to cult your brand" rules is not guaranteed to become a cult brand. There are too many factors, too many stars that must line up. Sure you can try to encourage a cult brand (who wouldn't want to), but the implication that you can control the factors that lead to a brand becoming "culted" seems a bit of a stretch.
That all aside, this is a good read, and a deeper examination of a concept that first piqued my interest when I read Alex Wipperfurth's book, BRAND HIJACK.
0 of 0 people found the following review helpful.
Great reading for marketers and consumers alike
By G. Perera
You know all about cults: They are these manic groups of easily-led people who fall under the spell of a charismatic but demented leader. Right? Not so, according to Douglas Atkin in this book. In it, he argues that organisations need to embrace the principles of cults in their marketing, moving their brands away from just advertising to zealous cult-like affinity.
This is a controversial approach - and Atkin himself admits he doesn't always meet with enthusiastic approval when he brings up the subject. But his point is not to praise the behaviour of cults, but to encourage businesses to select the strong points of cults and apply them (presumably more benignly) to their brands.
Some of this might sound doubtful, unethical and even downright frightening (for example, "Demonise and persecute those on the outside!"). For cults that take over a person's life, this can certainly be the case. However, Atkin argues that when these principles are applied in an organisational context, they create a safe, secure sense of community that enhances your customer's life.
Whether you agree or not, it's a compelling read.
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