Why we need Storytelling in FMCG
Storytelling in FMCG is Transformative
So, why do we need Storytelling in FMCG? We have dashboards, e mails, insight drops, spreadsheets? We have more granular insight than most industries, every product is scanned at the checkout, we know who buys our products and when, where and why they buy them. We know more now than we ever have.
Surely then, if we put this information and analysis onto a spreadsheet, within a PowerPoint presentation which is then PDF’ed across by e mail and read three weeks later, that’s OK, that’s enough right? If we believe this, we are simply just supplying static and probably useful information, but that’s it. By using Storytelling, we use frameworks, reflection and structure to turn information into action.
Storytelling in FMCG is Transformative
In the context of the FMCG ecosystem, the use of Storytelling doesn’t replace analytical thinking, it elevates it. The Storytelling movement truly believes that whilst analysis always informs, story motivates people to act. Only by making your audience (this could be your retail buyer) truly care, will you motivate them to take your proposition or information to the next level. Remember, time within the retail/supplier relationship is limited, would you rather tell the audience everything they know or tell a story containing key information that motivates them to act.
In the FMCG ecosystem, you could create the most compelling analysis showing the size of the opportunity, without the structure and focus of storytelling, this is just facts and figures and there is a real danger that it can sit in an inbox or on a cloud somewhere. This happens when there is little motivation to activate, the information has been communicated, you have done your job by receiving it but the next steps are hard, uncertain and another thing on the burgeoning to-do list of your retail buyer.
Storytelling is for all, honestly.
There will always be critics, cynics, and sceptics of Storytelling and honestly, that’s OK. Those who love storytelling, love storytelling. We want to talk about it, to excite people about it. Importantly, we want to be clear that storytelling isn’t just for designated creative thinkers or large businesses with large training budgets. Everyone can use the key principles of storytelling to elevate their proposition, this could be a presentation, a report, or an elevator pitch. Adding a dash of structure, some honest reflection of our work and removing audience barriers is simple and accessible to all. Collective Stories key storytelling principles help clarify exactly how you can use Storytelling within the FMCG ecosystem to create engaging and impactful propositions to elevate conversations with key stakeholders.
Your journey as a Storyteller in the FMCG ecosystem starts with a curious mind, collect stories where you can, in the retail setting, through your network but always with the mindset and acceptance that Storytelling is beneficial to your business, your relationships and your own development.
To create a great story for FMCG
1. Demystify the story. What are you trying to communicate. Can you articulate the big idea? Try the Hemingway technique. Tell the story in six words. E.g., Identified innovation gaps within our category. Price increases essential to secure materials. Consumer research highlights bigger pack opportunity. Innovation needed to retain shopper loyalty.
2. Trouble getting started? Define the problem then clearly articulate your unique position on a subject, clearly determine the business perspective.
3. It starts with structure. Reject the traditional FMCG structure of beginning, middle and end. Consider trusted frameworks like the Heroes Journey or the Springboard Story. The Heroes Journey puts the audience at the centre of the story, take the audience on the journey with you. This works well for tricky situations. The Springboard story works well when introducing innovation to your audience, show the audience what life will be like if they adopt your idea or way of thinking. A good framework should pull your idea along.
4. Always avoid well-trodden commentary or obvious narratives in FMCG. It is very likely that your retailer will have seen similar information often from multiple suppliers. Make your story different. Jargon is jarring, it will affect the level of empathy developed. Imagine how many times during the pandemic retailers heard the words ‘unprecedented times’.
5. Unknow what you know. It is so very difficult to unknow what we know. Many of us will have spent years learning about our category and products. Our knowledge makes us powerful, but we can also overlook how this could affect our story. Our knowledge means that we cannot easily recreate our listeners state of mind. By sense checking our stories for simplicity and clarity, we make everything so much easier for our audience to digest. Although tempting, showcasing knowledge is not always the right thing to do.
6. Appreciate the role of the audience in the story. Storytelling techniques facilitate the connection between the Storyteller and the audience. In the words of Nancy Duarte,“Resonance occurs when an objects natural vibration frequency responds to an external stimulus of the same frequency…”
Only by connecting with the audience can you really make a difference through Storytelling. A real connection is made when the audience leans into your story, when they see the benefit of your narrative, when the opportunity is proven to be valuable, the way forward is clear, and their involvement is specifically quantified and detailed. To achieve this, think about what life is like for the audience, what matters to them, how can you clearly help them on this journey?
7. Identify barriers from the start. Again, be clear that this is real life, no heroes in red capes are likely to appear. There will always be barriers to any proposition. Barriers in the retail context include fear of failure, fear of trying something again, fear of loss of profit, fear of personal knowledge gaps. Identify these barriers, be clear about how you can affect them and address them appropriately either explicitly or through the structure and content of your proposition.
8. Accept that not everyone is going to get your story. Storytelling is not magic; it is not a silver bullet. Sometimes, you cannot make people listen. If you have followed steps 1-7 you can reduce the likelihood of this. Seth Godin explains this well when he says ‘The problem is this. No spreadsheet, no bibliography and no list of resources is sufficient proof to someone who chooses not to believe. The sceptic will always find a reason, even if it’s one the rest of us don’t think is a good one. Replying too much on proof distracts you from the real mission which is emotional connection.’
You might not always win with your proposition but look for marginal gains every time. A newfound respect within the relationship, a new contact, better understanding of your proposition.
Do you tell stories in retail? Would you like to see a step change in how your team communicates with your retail partners? Contact us today to discuss your needs. We have a range of solutions including full story reframes, a power hour and dedicated training courses.
