In a moment when brands are under pressure to move fast and connect with meaning, M Booth has unveiled Culture Mark, a proprietary AI-powered methodology designed to make it clearer and easier for brands to make their mark in culture and deliver more value.
Culture Mark pinpoints the best ways for brands to become more salient and stay that way for the long haul. Based on our extensive research into popular brands and consumer behavior, it shows companies how they can lead in culture, instead of just trying to chase it.
“Many AI tools tell you what’s happening, but Culture Mark tells you why a brand grabs attention and stays important in people’s lives,” says Emily Burns, Executive Vice President, Analytics and Paid Media at M Booth. “It gives brands a common language and a solid analytical base, so they can understand where they are — and where they can go.”
The system helps brands understand and improve their presence by looking at six key areas: audacity, approach, agility, appeal, arc, and adoption. Each area gets a score, creating a unique “imprint” of the brand. These scores help brands compare themselves to others and spark conversations about their position and future trajectory.
“As macro and micro trends collide with an ecosystem of subcultures and counter trends, brands need an informed strategy and the right ideas to become culturally salient and avoid getting it wrong,” says Adrianna G. Bevilaqua, Chief Creative Officer at M Booth. “Understanding culture has always been a bit of an art and science, but with Culture Mark we’ve put more science behind it.”
Culture Mark provides clear guidance for a brand’s next move, whether it’s transformation or refinement. With this blueprint, we can then create what we call Cultural Architecture – the core values, relationships, and creative ecosystem that ensures brands build a valuable and enduring presence.
“Brand marketers are familiar with brand architecture, but today every brand should also have its Cultural Architecture,” says Dale Bornstein, CEO of M Booth.
