How Travis Scott and One Chill Dude on TikTok Created Cultural Relevance for McDonald’s, Fleetwood Mac, and Ocean Spray

Nathan Apodaca, Travis Scott, and Stevie Nicks

Could you have predicted that McDonald’s would be unable to keep up with demand for Value Meals during a global pandemic that has crushed the restaurant industry? Or that a song recorded by Fleetwood Mac 43 years ago would re-enter the Billboard charts? Or that a 90-year-old juice company would suddenly become cool? 

All those things have happened in 2020 because of a perfect storm of media, personalities, and brands known as cultural relevance. Cultural relevance is something like a Holy Grail for brands because being culturally relevant is a way to build an emotional bond with people — and branding is all about emotion. Brands become culturally relevant when they connect with an audience through their attitudes, beliefs, and behaviors. Sometimes cultural relevance means shaping attitudes, beliefs, and behaviors, too. (Netflix is an example of a brand that shapes attitudes, beliefs, and behaviors in addition to connecting with them.) 

Let’s take a closer look at a few examples from recent weeks.

McDonald’s and Travis Scott

When McDonald’s and hip-hop star Travis Scott launched the Travis Scott Value Meal on September 4, they tapped into a cultural relationship between fast food and hip-hop that arguably dates back to Run-DMC name checking KFC and McDonald’s in “You Be Illin’,” and NWA and LL Cool J both showing Burger King love in “I Ain’t That 1” and “The Bristol Hotel,” respectively. L.A.-based Fatburger achieved national fame in 1992 when Ice Cube name checked the chain in the song “It Was a Good Day.”

After that, Fatburger became the unofficial burger stand of choice for the hip-hop world, with artists such as Biggie Smalls calling out the restaurant either in song or word. Another famous L.A. eatery, Roscoe’s House of Chicken & Waffles, is so beloved by hip-hop stars that Snoop Dogg offered to buy the joint when it faced financial problems.

The fast food industry understands the power of hip-hop to confer cultural relevance, too. Back in 2005, McDonald’s enlisted the help of a marketing firm to recruit hip-hop artists to mention Big Macs in their songs. Having deep pockets doesn’t make you culturally relevant, of course. But you can borrow cultural relevance by forming the right relationships. And that’s what McDonald’s did by co-branding with Travis Scott recently.

The McDonald’s campaign with Travis Scott ran from September 4 to October 8. It featured not only the Travis Scott Value Meal, but also the sale of related merchandise such as a $90 pillow that sold out in days. Scott also starred in a commercial for Mickey D’s.

The campaign was so popular that McDonald’s could not keep up with the demand for the Travis Scott Value Meals. McDonald’s said that the campaign helped the company achieve the highest monthly same-store sales in nearly a decade. 

McDonald’s US chief marketing officer Morgan Flatley told Business Insider that McDonald’s decided to team up with Scott because of his cultural impact, especially when it comes to younger customers:

His ability to kind of see where culture is going and have a hand in where culture is going is really unique. Then you couple that with his huge followership and his fans, social-media footprint, and . . . 3 billion streams. He just has an incredible audience.

The relationship with McDonald’s also spawned an amusing behavior among younger customers who rolled up to McDonald’s drive-through lanes and placed their orders for the Travis Scott Meal with their own creative spin, such as announcing cryptically, “You know what I want,” or “You know why we’re here,” and then blasting Scott’s hit song, “Sicko Mode.”

The “Sicko Mode”-style ordering also lit up TikTok, with fans posting their “Sicko Mode” moments on videos that went viral. Fans had so much fun coming up with their own distinct ways to order the Travis Scott Meal that McDonald’s executives sent a memo to employees, giving a heads up regarding the different vernacular one might expect in the drive-through lane, and encouraging employees to just roll with it.

“To reduce confusion, please make crew aware of these monikers or alternate ordering methods,” the memo said.

This is what cultural relevance is all about: influencing how people actually talk and behave. And all this happened in just weeks.

Lessons Learned

  • Choose wisely. The McDonald’s/Travis Scott relationship made McDonald’s more culturally relevant with hip-hop fans, and Travis Scott more relevant with fast food nation. Money alone did not create cultural relevance: good judgment in a branding partner did. McDonald’s benefitted especially because Travis Scott’s star was exploding in 2020, as I discussed recently in a Hacker Noon article.
  • Be true to your brand. Everything about the relationship was perfect for Scott’s larger-than-life personality. He’s like the Salvador Dali of hip-hop – a wildly creative artist who pushes boundaries, an example being performing while riding a roller coaster during his concerts. All the merchandise featured during the campaign, such as the oversized McNugget pillow and the sticker bomb hoodie, were perfect for his brand and McDonald’s. The Travis Scott Value Meal itself was simply the kind of food anyone can get at McDonald’s all the time – a Quarter Pounder with cheese, fries with BBQ sauce to dip, and a Sprite — repackaged for the campaign.

McDonald’s is now trying to repeat its success with a new Value Meal that features Colombian reggaeton musician J Balvin – an obvious attempt to court a more global Latin audience. Let’s see if the J Balvin Meal extends the winning streak. 

Nathan Apodaca, TikTok, Fleetwood Mac, and Ocean Spray

TikTok star Nathan Apodaca, who works in a potato processing plant when he’s not creating viral TikTok videos for millions of followers, is at the center of a feel-good story during a year that needs one.

On September 25, Apodaca posted a TikTok video of himself cruising on longboard beside a highway, swigging from a jug of Ocean Spray Cran-Raspberry juice, and lip syncing to the Fleetwood Mac 1977 song “Dreams.” In one of those gloriously sweet internet moments that no one can predict, the clip went viral, creating a huge sensation. More than 170,000 TikTok users created their own homage videos featuring “Dreams.” The original video generated millions of views and reactions.

Why? Partly because Apodaca already had a large following on TikTok, where viral stars and global influencers are made. But it was the chill vibe of the video that mattered most. In reality, he was heading to his job on a longboard because his car wasn’t working – and yet, he was unflappably cool, lip syncing to a perfectly chill song that instantly evokes 1970s nostalgia. The entire vibe was something we all aspire to, especially during these stressful times.

But the story didn’t end there. By mid-October, “Dreams” re-entered the Billboard 100 chart for the first time in decades. And Fleetwood Mac seized the opportunity to keep the momentum going. Stevie Nicks, who wrote the song, created her own response video, singing along with the original recording of “Dreams” while she sat on a piano bench next to a container of Ocean Spray and laced up a pair of roller skates.

Mick Fleetwood created a TikTok account to pay homage to the song and surprised Apodaca by thanking him live on a BBC interview. 

“We owe you,” Fleetwood said, fittingly. 

Meanwhile, Ocean Spray jumped in. CEO Tom Hayes joined TikTok to make his own response video.

@tomhayes603

Did we just become best friends? @mickfleetwood @420doggface208

♬ Dreams (2004 Remaster) – Fleetwood Mac

Even better, Ocean Spray gifted Apodaca with a new truck to replace the broken vehicle that caused the need for creating a video in the first place. The Tom Hayes TikTok response humanized the corporate brand, and the truck gift was a perfect gesture that created goodwill for the brand at a time when people want brands to share positivity during hard times. (In a recent Twitter survey, 74 percent of respondents said brands should showcase acts of kindness during the pandemic, and 70 percent of respondents said brands should boost positivity and share positive stories.)

Meanwhile, Nathan Apodaca has taken a leave of absence from his job to manage the opportunities that have come his way, including potentially launching his own  cannabis strain in California (he’d already been running a side hustle selling knitted beanies). 

Lessons Learned

  • Be opportunistic and agile. Ocean Spray and Fleetwood Mac both seized the opportunity to create brand love by responding with their own TikTok videos. And they acted quickly while the viral sensation was peaking.
  • Be authentic. Neither Ocean Spray nor Fleetwood Mac did anything too “corporate.” Their videos felt authentic and not overly polished, befitting the TikTok  platform. As TikTok Global Head of Business marketing Katie Puris told Adweek, “Brands don’t have to feel like they need to show up as being perfect. Our community doesn’t expect that from them.”
  • Do good. Both Mick Fleetwood and Ocean Spray showed class and created goodwill by publicly thanking Apodaca and, in Ocean Spray’s case, donating a truck. It was the least they could do for a man who put them both back on the map.

Nathan Apodaca’s TikTok video was the equivalent of a Guardians of the Galaxy soundtrack making 1970s hits popular again, or Stranger Things triggering a resurgence of interest in 1980s products such as New Coke. Brands cannot always know when a viral sensation will happen. But they can have a game plan for knowing how act quickly and capitalize on a culturally relevant moment. 

As Katie Puris said, “You can’t plan for viral. Don’t just wait for a moment to be opportunistic, but plan for this to be a component in the way you think about building your brand all of the time, with an always-on strategy. And have a plan in place for when these opportunities do show up.”

Brands Will Keep Partnering with Musicians 

Scott’s relationship with McDonald’s demonstrates how an elite group of musicians, the new music moguls, have become brands unto themselves, wielding power through their cultural relevance. Musicians used to align themselves with non-music brands such as McDonald’s to gain more power, visibility, and wealth. But an elite group of musicians, such as Jay-Z and Kanye West, have become so powerful that they’ve inverted the model. Some have changed the model completely by creating non-music brands. For example, Rihanna’s Fenty beauty line is credited for compelling the beauty industry to create more inclusive products, a phenomenon known as the Fenty Effect. Arguably, Rihanna as a fashion and beauty brand has eclipsed Rihanna the musician.

Travis Scott is inheriting the mantle from this high-flying group — a next-generation music mogul.

As for Nathan Apodaca? Whether his cannabis venture works out or not, he’s just going to keep doing what he’s doing. As he told Insider, “I just do me, that ain’t gonna change. I’m gonna keep skateboarding and doing my longboard videos because those make me feel good. My little dance videos, my little skits that I do, it’s just exciting to me. It’s fun and exciting because I get to see the joy that it brings people.”

Why Uber Remains Disruptive and Dangerous

Uber is the Kanye West of Silicon Valley: bold and brilliant. Toxic and troubled. Disruptive and dangerous.

Uber’s willingness to play dirty and its dysfunctional culture are well documented, most recently in a New York Times piece, “Uber’s CEO Plays with Fire” that laid bare the controversial management style of CEO Travis Kalanick, including his “pattern of risk-taking that has at times put his ride-hailing company on the brink of implosion.” The company’s many scandals have given rise to the #DeleteUber movement, which has been an economic boon to rival Lyft.

And yet Uber remains as bold and disruptive as ever, as two recent news developments show.

On April 25, Uber announced that it will launch a network of flying taxis in Dallas and Dubai by 2020. The news places Uber front and center among the companies trying to define a market for electric vertical takeoff and landing aircraft (VTOLs), also known as flying cars (to the chagrin of purists). So-called flying cars could change the way people travel and the way transportation companies, delivery services, and even urgent care/on-demand health services operate, especially in urban markets hampered by congestion. Other prominent players trying to launch VTOLs include Airbus and  Kitty Hawk, a company backed by Google cofounder Larry Page, which released a demonstration video of a prototype on April 24.

The development and rollout of VTOLs faces some major hurdles ranging from regulatory barriers to constraints in battery life for the craft themselves. But if Uber has taught us anything, its the company’s ability to disrupt. This is the company that ushered in the era of the on-demand economy and disrupted the transportation and delivery industries. It’s also a business that knows how to scale an idea. As Alex Davies of WIRED reported, the company has formed partnerships with companies that are developing VTOLs as well as relationships with the businesses necessary to build out a flying car infrastructure. As he wrote:

And here’s the crazy part: Uber could make it happen. “I think 2020 is realistic for a vehicle that is not replacing an airplane but replacing a car,” says Richard Pat Anderson, director of the Flight Research Center at Embry-Riddle Aeronautical University. A purely electric aircraft might remain elusive, but a serial hybrid setup—where the aircraft carries a fuel-burning turbine to keep the juice flowing, much like the Chevrolet Volt—could work.

Meanwhile, as flying driving cars and Uber’s scandals were making headlines, McDonald’s announced that the fast-food giant has teamed with Uber to deliver McDonald’s to your door. As McDonald’s pointed out, nearly 75 percent of the population in its five largest markets live within three miles of a McDonald’s, and McDonald’s has been testing the Uber delivery service since December (through UberEATS, Uber’s food delivery unit).

As Peter Frost of Crain’s Chicago Business reported, “Delivery is a natural sales channel for McDonald’s to pursue since much of its food already is consumed outside its restaurants. Some 70 percent of McDonald’s U.S. business goes through the drive-thru, and in urban areas, far more consumers take its food to-go versus eating inside.”

The McDonald’s relationship is an example of how Uber can partner with brands that have the muscle and reach to help Uber deliver on its vision, in this case, services that cater to the on-demand consumer. Uber does the same with hospitals to deliver on-demand healthcare as well.

Uber doesn’t need to play nice to be disruptive and dangerous. Uber does not even have to be a long-term success. Ideas are the fuel of disruption, and Uber knows how to scale an idea even as the company’s brand implodes.

Note: check out Uber’s 2016 white paper on VTOLs here.

What’s the big idea? Razorfish hosts annual Client Summit

The 9th Annual Razorfish Client Summit, held April 21-23 in Las Vegas, asked a simple question: how do great ideas flourish?

In context of the summit’s theme — “Art of the Idea” — companies like Mattel discussed how they’re working with Razorfish to devise innovative marketing ideas and launch new products right in the middle of a recession.  Keynotes like Dave Stewart and Matthew Weiner gave us a peek inside the often chaotic (and very nonlinear) process of creating brilliant, commercially successful ideas.  And Razorfish thought leaders such as Strategy Executive Andrea Harrison and Royce Lee showed us “big ideas” for approaching digital marketing in a different way, whether you’re researching consumer behavior or preparing to launch a product in China.

So what did I get out of the experience?  Three themes stand out:

Innovation is a social act

Shiv Singh, Social Influence Marketing Lead at Razorfish, put it best: “innovate with others or die a slow death.”  Shiv was among the speakers who discussed the relationship between collaboration and innovation.  Shiv went so far as to suggest that employees need to collaborate more aggressively with thinkers outside their organizations (not just with each other) in developing new products and services.   Meantime Andrea Harrison provided a different take on the social nature of ideation when she unveiled a new Razorfish consumer research approach: Social Graph Analysis.  Andrea contended that to really understand one’s customers, you need to research their behaviors in social settings to see who informs their decision making and how.  And yet, many companies remain stuck in the mindset of creating user personas in isolation.  Andrea delivered a compelling case for reinventing consumer insight.

Shiv Singh looking dapper and sounding smart

All photos courtesy of Ray Velez, Razorfish

And then there was keynote Dave Stewart.

In an unbelievably mind-blowing presentation that had the audience gasping at times, Dave helped us understand where he finds ideas and how he develops them into profitable ventures.  And given that he’s a successful musician and counselor to Nokia, he knows what he’s talking about.  The highlight of his appearance occurred when, joined by a singer onstage, he collaborated with the Client Summit audience to write a song in real time.  He asked the audience to shout lyrics and phrases, which he either rejected outright or turned into melodies.  In other words, he didn’t tell us about collaboration — he got us involved.  And he pushed us beyond our comfort zones, just as creative collaboration can do in real life.  Some audience members volunteered ham-handed lyrics while others were too shy to try.  But eventually we got better at working with Dave.  After he left the Client Summit, he flew back to Los Angeles, mixed the song, “500 Minds,” and made it available on his website, davestewart.com.

Collaboration: sometimes ugly, sometimes awkward, but ultimately fascinating and (I think with Dave Stewart’s song) successful.

I can truly say I’ve never done that before.

Dave Stewart rocks the house

Big ideas deliver value.  Now.

We’ve been hearing a lot about how innovating during a recession helps prepare you for an economic turnaround.  But the Client Summit client case studies showed that a big idea can deliver business value now, smack dab in the middle of a bruising recession.  For instance, Chuck Scothon and Betsy Burkett of Mattel, and Jill Druschke of Razorfish, discussed how Mattel has worked with Razorfish to celebrate Barbie’s 50th anniversary through a digital experience that encompasses a Twitter identity, Barbie blog, content posted on YouTube, a microsite, and a successful Facebook page.  The big idea: instead of doing a massive TV buy, create a digital lifestyle for Barbie to reposition her with grown-up women.  According to Mattel, the Barbie brand has enjoyed 18 percent domestic sales growth (reversing a decline in sales) since undertaking the effort.

Barbie: All Doll’d Up

Matthieu de Lesseux of Duke Razorfish shared a witty case study about how McDonald’s France wanted to make 66 million French food lovers also love fast food at McDonald’s.  The big idea: create a series of viral videos in which a self-appointed official hassles unsuspecting diners attempting to enter a McDonald’s restaurant (and rejecting them for a variety of ridiculous reasons). The “punk’d” style video series was not only hilarious but rewarding: McDonald’s France has realized a 7.7 percent increase in sales during the launch of the campaign.

Those are just two obvious examples.  There were many more.

Fernando Madeira of Terra Latin America: “the reinvention of our web presences is synonymous with reinventing our company”

The experience is the big idea

Porter Gale, vice president of marketing for Virgin America, shared how Virgin has completely reinvented the meaning of an airline as an experience, not just a company that transports you from one place to another.  From providing one-of-a-kind mood lighting to on-demand movies, Virgin has done the inconceivable: made flying fun again.  Even the in-flight safety film is amusing.  She also shared the astounding details of how Virgin monitors Twitter traffic from its customers (she calls them guests).  If a guest tweets negatively about a Virgin experience while in-flight, he or she might find a company greeter waiting at the arrival gate prepared to respond.

Client Summit attendees also demonstrated the importance of the experience as and end unto itself — in their case, by inserting themselves more actively into the Client Summit through their use of Twitter.  Attendees used Twitter to share ideas, critique the presentations, and basically provide a real-time attendee feedback mechanism for the Client Summit team.  They became active content creators and in doing so became unofficial speakers on the agenda through their customer experience.  Throughout the event, the 475 attendees posted nearly 2,300 tweets and retweets using the event hashtag (#rzcs).  At one point, the Client Summit was trending as high as Number 5 in the Twitter universe.

Event emcee Iain McDonald of Amnesia Razorfish engaged the audience in a series of exercises to generate enthusiasm for Twitter, including promising to drop his pants if he could get MC Hammer to return a tweet.  Hammer did reply, and Iain fulfilled his promise — sort of.

In one fascinating exercise, event attendees were challenged to use Twitter to raise awareness for a nonsensical word created on the spot, “Razorfunfish.”  By tweeting the term “Razorfunfish,” attendees managed to generate about 18 pages of “Razorfunfish” results on Google.  We even saw paid search ads on Google.  As one client wrote, “This conference was the tweetiest.”

Razorfish CEO Bob Lord closes the 2009 Client Summit

Statements that resonated

Here are some especially pithy remarks from Client Summit speakers (you can find many more by searching for #rzcs on Twitter):

  • “My life is made out of cocktail napkins.  Got an idea?  Write it down before you forget it.” — Matthew Weiner, the genius behind Mad Men
  • “Don’t waste a good crisis.  Embrace a crisis — it can make you stronger.” — Fernando Madeira, CEO, Terra Latin America
  • “Who owns the Virgin Brand?  Richard Branson, our employees, and our guests.” — Porter Gale, marketing vice president, Virgin America
  • “The future is less about saying things to people and more about building experiences that are relevant.” — Clark Kokich, Razorfish chairman
  • “To succeed in China, build your brand quickly before a local company duplicates your product and extinguishes you brand’ — Royce Lee, Razorfish Greater China
  • “Focus groups are the enemy of innovation.  They help you do something better, not differently.” — Joe Crump, Razorfish Strategy executive
  • “Rebuilding our web presence is like rebuilding our company.”  — Fernando Madeira
  • “Don’t question where ideas come from.  People are saying inspiring things eery day right in front of you.” — Matthew Weiner
  • “User personas too often view people in isolation.  We need to understand people in context of their social behaviors.” — Andrea Harrison, Razorfish Strategy executive
  • “As children, we draw pictures of airplanes.  Then as grown-ups we dread dealing with airline service.” — Porter Gale
  • “The greatest enemy of innovation is associating innovation with creativity.” — Joe Crump
  • “Asking customers to do your marketing doesn’t excuse you from marketing, too.  Your customers will actually make you work harder.” — Shiv Singh
  • “I have 500,000 policeman following me on Twitter.” — Dave Stewart

Reactions from the blogosphere

I’m sure more blog coverage will unfold.  Please share yours with me.

Thank you to Razorfish clients who braved the recession and traveled to Las Vegas. I hope you found the experience worth your time.