Crafting Emotional Resonance Through Intentional Product Design

The pursuit of emotional connection in product design, often dismissed as mere aesthetics or luxury, is in fact the bedrock of enduring brand loyalty and competitive advantage. This conversation with Gérald Marolf, CPO of On Running, reveals how overlooking this fundamental human need leads to products that are merely functional rather than foundational to a consumer's identity. By intentionally engineering moments of "slight discomfort" and challenging conventional wisdom, brands can cultivate a deeper relationship with their customers, a strategy that offers a significant, albeit delayed, payoff. Those who understand and implement this will find themselves building not just products, but cults of personality around their offerings, attracting talent and commanding market share in ways purely performance-driven or price-focused competitors cannot. This is essential reading for product leaders, brand strategists, and anyone seeking to build a business that transcends fleeting trends.

The Hidden Cost of "Simple" and the Power of "Slight Discomfort"

The prevailing wisdom in product development often champions simplicity. Yet, Gérald Marolf argues that for many consumer goods, particularly in the physical realm, "simple" can be a dangerous oversimplification. It leads to products that lack the depth for meaningful storytelling and rely too heavily on external marketing rather than organic word-of-mouth. The real challenge, Marolf suggests, lies in engineering a product that elicits a specific emotional response, a "slight discomfort" that prompts self-reflection and deeper engagement. This isn't about creating something difficult to use, but rather something that subtly challenges the user's expectations, prompting a "huh, okay, there's even a bit more than what I expected" reaction.

This approach is particularly critical when bridging the gap between performance and lifestyle. On Running, for instance, faces the paradox of selling high-performance running shoes to a significant segment of consumers who are not elite athletes. Marolf embraces this "bipolarity," drawing a parallel to a MacBook Pro--most users don't harness its full power, yet they aspire to it. The key is to create products that are aspirational and offer more than just utility.

"What is nicer about perfume is that it even costs less to make than the actual packaging which for us is slightly different but every great product you should probably trigger somewhat of that slight discomfort of challenging yourself of is it the right thing for me and not all footwear does that but when it does that you're already one step ahead in actually falling in love with the product itself."

-- Gérald Marolf

This philosophy directly contrasts with the temptation to over-index on immediate customer feedback, especially when it pushes towards generic or commoditized solutions. Marolf recounts listening too much to customers who believed in a hybrid sports-lifestyle product, a middle ground that ultimately diluted brand intent. The lesson learned was that product intent must be clearer. Consumers are often looking for either peak performance or a true fashion statement, not a compromise that attempts to be both. This clarity, while potentially alienating some, builds a stronger, more defined brand identity that resonates deeply with its core audience.

The Peril of the Hybrid Product and the Power of Defined Intent

The allure of serving a broad market by creating "do-it-all" products is a common pitfall. Marolf's experience at On Running highlights how this pursuit of a middle ground, particularly in the athleisure space, can lead to a confused brand identity and diluted product intent. He notes that while the athleisure trend has been pervasive, brands that try to occupy the space between pure sports performance and pure lifestyle risk making compromises that satisfy no one fully.

"I think you have a customer that will go for the most performing running product because of style. I think you will have people who just purely will go for style and not really care about the performance but that I want something that really works and yet still looks good somehow still works or still looks good that middle ground I think that was not the smartest place to operate in."

-- Gérald Marolf

This leads to a crucial insight: product intent must be exceptionally clear. A $200 pair of shoes, whether for lifestyle or sport, should offer a distinct value proposition. Consumers are either seeking the pinnacle of performance or a definitive fashion statement, not a diluted version of both. Marolf prefers On Running's craziest innovations to be showcased in high-fashion retail spaces like Dover Street Market, rather than compromising their core identity to fit into a nebulous "in-between" category. This strategic clarity, though it might seem niche, builds a stronger brand narrative and fosters a more devoted customer base.

Furthermore, the absence of a historical product archive at On Running forces a constant drive for innovation rather than relying on past successes. This necessitates creating new paradigms rather than simply iterating on existing ones, a process that inherently pushes boundaries and avoids the comfort zone of established trends. This forward-looking approach, while demanding, is what allows brands to carve out unique spaces and avoid being perceived as merely imitative.

The Roger Federer Factor: Brand DNA Beyond Product

The introduction of Roger Federer into the On Running narrative is more than a celebrity endorsement; it represents a strategic infusion of brand DNA. Marolf explains that Federer is not just a collaborator but an integral part of On's understanding of how to build a premium sportswear brand. His discipline, tenacity, and global perspective provide a framework for thinking beyond running and opening new territories.

This raises questions about brand concentration. While Federer's involvement is undeniable, the potential for over-reliance on a single personality is a valid concern, mirroring the dynamics seen with brands like Jordan Brand. However, Marolf frames On's approach as driven by "appetite" for building new businesses rather than pure necessity. The goal is to foster a culture that strives for excellence and can expand into new areas, with Federer serving as a catalyst and embodiment of that aspiration.

"Roger is your brand DNA I think Roger is part of our DNA Roger is part of our understanding and confidence that we have in how we built the brand."

-- Gérald Marolf

The decision to enter the tennis market, for instance, was not driven solely by market size but by the desire to establish a presence beyond running, rooted in sports, and to cultivate an "athlete mindset" for the entire company. This strategic expansion, anchored by Federer's influence, aims to position On as a premium sportswear brand capable of competing across multiple categories, not just footwear. The long-term vision is to build a brand with a distinct personality that consumers can understand and connect with, a strategy that Marolf believes can foster enduring loyalty, even in today's fragmented consumer landscape.

Key Action Items

• Prioritize "Slight Discomfort" in Product Design: Intentionally engineer subtle challenges or unexpected elements into products to foster deeper engagement and emotional connection. Immediate Action: Review current product development briefs for opportunities to inject unexpected, yet delightful, elements.
• Define and Communicate Clear Product Intent: Avoid the trap of the "hybrid" product that tries to be everything to everyone. Focus on distinct value propositions for specific use cases or consumer desires. Immediate Action: For all new product concepts, explicitly define the primary intent and target user.
• Embrace Aspiration Over Pure Functionality: Recognize that consumers often buy into the aspiration of a product, not just its immediate utility. Leverage this in design and marketing. This pays off in 12-18 months: Develop marketing campaigns that highlight aspirational use cases and brand ethos.
• Cultivate Brand Personality Through Product: Use product design, materials, and even subtle details like labels to build a distinct and understandable brand personality. Over the next quarter: Conduct a workshop to define and document On's core brand personality traits as expressed through product.
• Strategic Expansion Beyond Core Competencies: Explore new product categories not just for market size, but for their potential to shape brand DNA and attract talent. This pays off in 18-24 months: Develop a long-term roadmap for strategic category expansion, informed by brand aspirations.
• Learn from Brand Archetypes, Not Just Trends: Analyze the enduring appeal of brands like New Balance and their ability to tap into subcultures and local communities. Over the next six months: Research and document successful hyperlocal community engagement strategies in sportswear.
• Refine Messaging for Controversial Innovations: When launching products that challenge norms (e.g., a marathon shoe for slower runners), invest heavily in clear, consumer-centric communication that addresses potential misunderstandings upfront. Immediate Action: Establish a post-launch feedback loop specifically for product messaging effectiveness.