Are Brands Underestimating the Power of Play?

New York-based experiential marketing company Superfly recently published its latest report, titled ‘Future of Experience: The Power of Play’. The report highlights the importance of play in the lives of gen z and other adults, emphasising how it can be used strategically to craft compelling consumer experiences.

The interviews and surveys within the report revealed most notably that individuals show ‘a marked preference for brands that embrace and encourage meaningful types of play’, linking that directly with positive brand perception, higher engagement and increased purchase intent.

Speaking to LBB’s Ben Conway about the research and what it says about the industry’s approach to play, Superfly’s chief innovation officer, Steve Milton, says that brands are underestimating its power, and shares his vision of a new, more playful landscape of consumer engagement.

LBB> Let’s start with a bit of context - why do you think many brands aren’t already leveraging ‘play’ in their consumer engagement strategies?

Steve> While some brands intentionally leverage play, many overlook its potential to connect with consumers. At Superfly, we create experiences that spark joy, capture attention and drive consumer engagement, with much of our work informed by play. But when we talk about play, we don’t mean simply being ‘playful’. We believe play is a mindset - one that is intrinsically motivated, deeply engaged and highly personal.

Although some brands intentionally leverage play, many miss the potential of connecting with consumers through it - at least in the way we think about it. The consumer is not a monolith. Gen z is not a monolith. Plurality is paramount. Every individual is motivated to play in their own way. By thinking about the consumer this way, we start to think differently about how we engage them. 

For us, this engagement happens through experiences, whether at an event, a conference, a retail setting, digitally... This approach leads us to human-centred solutions, helping brands uniquely express themselves and effectively connect with consumers.

LBB> This report involved surveys and interviews - can you tell us about the research methodology? How did you ensure it was representative of the industry?

Steve> Play has been integral to Superfly for years, so we wanted to explore our assumptions. For this report, we surveyed over 600 individuals across various demographics about their experiences with play, its importance to them, and their relationship with brands when play is involved. We took these insights and analysed cultural trends, mapping them to the ways in which people play. 

LBB> What are some of the key findings from the research?

Steve> Unsurprisingly, people love to play. However, delving into how people play and their preferences revealed fascinating insights, especially regarding their opinions of brands. We found that incorporating play positively impacts brand perception, purchase intent, and engagement.

LBB> You note that individuals prefer brands that embrace and encourage meaningful play - what do you mean by ‘meaningful’? How can brands achieve this?

Steve> Meaningful experiences are those that guide consumers towards the decisions a brand wants them to consider after engaging with the experience. Many marketers mistakenly treat brand experiences like traditional advertising, but they are fundamentally different. With the rise of the experience economy, there's a shift from storytelling to storyliving and storydoing. While an ad can be meaningful, an experience offers a much greater opportunity to make a lasting impression.

Creating such experiences involves considering not just how they appear in a presentation (table stakes), but also how they feel and the consumer's mindset. We employ various techniques to achieve this, including multisensory design, innovative tech integration, and social sharing mechanics. These approaches are nuanced but effective. Ultimately, it's about viewing the process through a different lens, leading to different perspectives and results.

LBB> How has Superfly used play to craft compelling consumer experiences? What’s a recent example you’re particularly proud of?

Steve> One recent project with Netflix, the ‘Squid Game’ experience, is a great example of play at work. It was a fan-favourite, bringing people into the world of the IP through immersive technology, physical games, food, and more.

LBB> This report is also a bit of a call to action for brands to rethink how they engage with customers - have brands been less receptive to this approach in the past? What challenges have you encountered when advocating for ‘the power of play’ with brands in the past?

Steve> We haven’t faced significant challenges. This report helps us communicate the value of play in a way that hopefully resonates with marketers and through the process of creation allows us the opportunity to continue evolving and growing our practice.

LBB> What are the main hurdles to making this playful mindset the future of experiential marketing? How do you hope to champion it beyond this research?

Steve> The key is adopting a more human-centred approach to experiential marketing, to consider the experience from the consumer's perspective - what will motivate them to enjoy and share it. But also, it’s important for brands to think strategically about how they build experiences that bolster their brand and don’t dilute it. We are continually learning and evolving, and this research is a part of that journey.

You can view the full 'Future of Experience: Power of Play' report here.