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The connected consumer
David Shiffman, Admap, November 2013, pp. 44-45
This article explains the importance of brands connecting with communities, using the example of Duracell, the battery brand owned by Procter & Gamble, during Hurricane Sandy.
This article explains the importance of brands connecting with communities, using the example of Duracell, the battery brand owned by Procter & Gamble, during Hurricane Sandy. Community helps brands to create meaningful experiences, as the vehicle for sharing and brand amplification. Community involvement is a proxy for an individual's affinity for a topic and can be used to drive scale. Communities must be analysed individually as communication within each may vary, and the reasons for participation should be understood. Community-based marketing can be used to understand how best to access the target group. In the lead up to the Hurricane Duracell ads contained preparedness messages and sponsored an app which allowed users to see which of their friends were in an at-risk area. After the Hurricane, Duracell used crowd-sourced information on power outages to target distribution of batteries.
Mythbuster: The mantra that 'mine is different'
Les Binet and Sarah Carter, Admap, November 2013, pp. 9-9
This article challenges the idea that commonality between markets, countries and users cannot be found.
This article challenges the idea that commonality between markets, countries and users cannot be found. The authors have often faced the claim that findings from one market cannot be applied to their own, but argue that this often prevents learning. It is true that variation exists, meaning that findings from one area cannot be entirely applied to another. However, a refusal to transfer findings between areas can lead to important insights being missed and 'wheels to be re-invented'. It is important for marketers to balance human instinct to both be part of a herd and an individual.
Point of view: Escape the 'swim lane'
Jackson Collins, Admap, October 2013 , pp. 33-33
Effective integrated campaigns require an inspiring brief and proper collaboration between clients and agency partners, with planners core to investigating how to make the best use of each touchpoint.
Effective integrated campaigns require an inspiring brief and proper collaboration between clients and agency partners, with planners core to investigating how to make the best use of each touchpoint. It is argued that planners are increasingly focusing on the channels their agency specialises in rather than evaluating whether those channels are useful to the campaign they are working on. Whilst it is tempting for clients and agencies to rely on familiar habits, in order to maximise effectiveness they must ensure the brief is judged from multiple viewpoints, even if some of those viewpoints are unfamiliar territory.
Point of View: The journey's the destination
Dave Trott, Admap, July/August 2013, pp. 7-7
This short article argues that superficial changes in terminology do not impact on user experience, using as an example the London Underground's decision to stop referring to "passengers", calling them "customers" instead.
This short article argues that superficial changes in terminology do not impact on user experience, using as an example the London Underground's decision to stop referring to "passengers", calling them "customers" instead. The author warns marketers against thinking they can solve a problem by disguising it; or viewing customers as data on a page rather than real people.
A revolution in ad testing
Ken Roberts, Admap, July/August 2013, pp. 10-12
This article argues that communications should change a business outcome, such as increasing market share, but strategies need to be measured on both buyers' rational and emotional drivers.
This article argues that communications should change a business outcome, such as increasing market share, but strategies need to be measured on both buyers' rational and emotional drivers. This is referred to as the "consumption drivers principle". Understanding the hierarchy of consumption drivers must inform the creative idea, and can be improved with quantitative predictive modelling of the rational driver (explicit driver) and emotions catalyst (implicit detonator) of consumption choice. Both these explicit and implicit drivers should be included in the brief. The explicit communications task is to convey the strongest 'reason to believe', while the implicit communications, which impact emotional response, must also be identified and quantified.
Reconciling theories of influence
Kinetic Futures, June 2013
This article explains how different forms of persuasion function and interact in order to create effective messaging and media strategies.
This article explains how different forms of persuasion function and interact in order to create effective messaging and media strategies. The article looks at two models of influence. The multistep-flow model holds the view that certain individuals are far more influential than others. However, the network model claims that influence is actually more widely diffused within networks. Each of these models describes a critical dimension of interpersonal influence with the support of both theoretical and empirical evidence. For marketers, more important than subscribing to one theory is adopting an expansive view that can pragmatically reap the benefits of both.
The liberation of magic: How marketing science opens up creative opportunity
Martin Weigel, Warc Exclusive, June 2013
In this long and detailed article, Martin Weigel, planning director of Wieden+Kennedy Amsterdam, draws on empirical evidence from marketing science to challenge many of the assumptions and received wisdoms of advertising and propose a better approach to brand communications.
In this long and detailed article, Martin Weigel, planning director of Wieden+Kennedy Amsterdam, draws on empirical evidence from marketing science to challenge many of the assumptions and received wisdoms of advertising and propose a better approach to brand communications. In particular, he cites the work of the late Professor Andrew Ehrenberg and associated academics (with many links to further reading on warc.com) to refute the conventional wisdoms that the purpose of marketing is: to create and sustain consumers’ love for a brand; to convert consumers of a competitor brand to one’s own; and, through communications, to create differentiation from competitor brands. Marketers, he argues, must accept: that advertising sustains and grows brands primarily through expanding their scale, not the 'love' people have for them; that advertising is a weak force, nudging existing buyers' likelihood to keep buying a brand as one of several, or nudging non-buyers to add the brand to their existing repertoires; and that this nudging of consumers works primarily through creating salience rather than differentiation. Accepting these tenets, he says: liberates the scope for imagination and creativity immeasurably; leads marketers to value brand energy and vividness more than 'equity' measures; demands that both creative content and channel strategy work on creating reach; and puts "the vague and new-fangled notion of 'engagement' into proper context".
Lessons to be learned from Robert McNamara and a pair of long-handled toenail clippers
Jeremy Bullmore, Market Leader, Quarter 3, 2013, pp. 22-23
This column considers the ability to see things through the eyes of another individual. Psychologists call it a Theory of Mind - which has been defined as the ability to accurately infer another person's thoughts; and then use that inference to construct an appropriate response.
This column considers the ability to see things through the eyes of another individual. Psychologists call it a Theory of Mind - which has been defined as the ability to accurately infer another person's thoughts; and then use that inference to construct an appropriate response. For those in the business of communication and persuasion, the author reminds them of the need to be permanently conscious of the effects of both positive and negative forms of empathy; the first because it will prevent inadvertently misleading, insulting or bewildering audiences; and the second because it can hugely increase the clarity and acceptability of what is being communicated.
Point of View: Function follows form
Dave Trott, Admap, May 2013, pp. 7-7
This short article highlights the sometimes complex language used by agencies in their dealings with marketing people.
This short article highlights the sometimes complex language used by agencies in their dealings with marketing people. This complexity, the author argues, is intended to boost the agency's apparent expertise: but has the side effect of taking the agency further away from how ordinary people actually talk. Such a "them" and "us" culture is undesirable and destructive; complicated isn't clever. Marketing people equate simple with stupid, and complicated with clever. This leads to agencies expressing ordinary thinking in clever words - when what we need is clever thinking expressed in ordinary words.
Fun, fast and easy: Research's war on rationality
Tom Ewing, ESOMAR, Asia Pacific, Ho Chi Minh City, April 2013
This paper discusses the ideas of psychologist Daniel Kahneman, and his work on how people make judgements and decisions.
This paper discusses the ideas of psychologist Daniel Kahneman, and his work on how people make judgements and decisions. The author looks at the implications for market research, with particular reference to Asian markets. The paper explores what System 1 thinking (fast and largely intuitive) and System 2 thinking (slower and more effortful) mean for research. The study concludes that there is a need for research tools which more explicitly take into account the ways System 1 leads decision making. It also explores the business case for this, with examples of how using research to understand System 1 decisions has led to more accurate research as well as business advantage.
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