WHAT DO YOU SEE?
A VERY DIFFERENT WORLD THAN THE ONE YOU SEE
ON CLASSIC TV (E.G. LEAVE IT TO BEAVER)
FOR EXAMPLE, TODAY . . .
THE GREATEST GOLFER IS BLACK,
THE TALLEST PLAYER IN THE NBA IS CHINESE, AND
MIDDLE-AGED WOMEN ARE MORE LIKELY TO HAVE HAD MORE HUSBANDS THAN CHILDREN.
(I recently mentioned that last fact to a woman at a conference and she replied, “What’s the difference?”)
is no longer a planet.
THEY ARE A CHANGIN’.
Commerce affects Society
Society affects Commerce
Commerce affects Society
Society affects Commerce
IS THAN THE ONE DESCRIBED
IN MOST DATED
Because of message saturation?
NO. We’ve always been OVERLOADED with commercial messages.
“Psychologists tell us that the mind is under a continual
bombardment of ideas, all of which are trying to make an
impression on it. The prospect, therefore, does not sit
around with his mind a blank, calmly waiting for someone
or something to capture his attention without a struggle.
The salesman enters a field already well occupied and must
fight for the undivided attention that is a successful sale.”
— Modern Business, Copyright 1918
Since 1918 our minds have been overloaded with commercial messages.
So that’s NOT what’s different today. HERE’S what’s different:
In the United States, there are
more than . . .
50,000 50,000 DIFFERENT ITEMS IN A TYPICAL GROCERY STORE
(And 16,000 NEW ones get added each year)
MY STORE OFFERS16 VARIETIES OF EGGO WAFFLES
And it’s not simply It’s also
SOFTWARE FINANCIAL ADVISORS
RUNNING SHOES SPORTS TEAMS
BUSINESS BOOKS UNIVERSITIES
More information was produced in the last
20 years than the previous 5,000.
A typical weekday edition of
The New York Times contains
more information than a person would
encounter in a lifetime in the 17th century.
The amount of information is doubling every 4 years.
THERE ARE WERE 80 BILLION WEB PAGES ON THE INTERNET.
PRO SPORTS STEROID SCANDAL
Or more precisely, a LACK of trust.
THE CATHOLIC CHURCH
“Everyone gets so much information all day long
that they lose their common sense.”
— Gertrude Stein
People today are:
Frustrated - by the overwhelming amount of choice and information;
Confused - by the conflicting views of experts and acquaintances;
Ignorant - by necessity, since rational analysis is impossible; and
Overconfident - huh?
We’re OVERCONFIDENT in our decisions.
Because under information load, we rely on the ONE THING that we know we can always count on
(besides our mothers).
“Over 90% of our decisions are made at an intuitive
level and the data the human mind uses to reach those
decisions resides below the level of conscious awareness.”
— O’Boyle and King, The Unconscious Drivers of Choice
We’re speed reading the marketplace.
WE’RE MAKNIG INFRNERECNES BSAED ON
PARTAIL IFNOMTIAON. OUR PRECPEITONS
AER TRLUEY ORU RAELTIY.
So NEVER forget . . .
What “feeling” can we deliver at what price,
such that our audience has a compelling reason
to choose it (and a compelling ability to find it,
use it and pay for it)?
And you create those feelings by . . .
DRAMATICALLY . . .
IMPROVING PEOPLE’S LIVES BY MAKING THEM
SIMPLER, MORE CONVENIENT, LESS RISKY, MORE FUN,
LESS BORING, MORE PRODUCTIVE, MORE INFORMED,
MORE CONNECTED, MORE FASHIONABLE,
MORE SUCCESSFUL, MORE ALIVE!
Here are the four steps . . .
(there are actually five):
Step 1: Empathize
. . . to understand the “compelling” expectation.
People aren’t ignoring you because they don’t know you.
DO know you.
They’re ignoring you because they think they
FADE IN INT. BOSTON – NIGHT. The year is 2006 A.D. We find ourselves looking
into a blank television screen situated above a bar in a small Irish pub. We pull
down to see two men seated at a small table. PAN IN MAN #1 (to Man #2) That
was a pretty funny ad, don’t you think? MAN #2 Hillarious! MAN #1 You gonna
give them a call? MAN #2 For what? MAN #1 You know, to check out their blah,
blah, blah. MAN #2 [Fill in the blank . . . stare].
The value in a value propositon
is the value in the cognitive
experience of the customer.
And it is a balance of values.
If you want them to notice you, you have to
Here's to the crazy ones. Because they change things.
They invent. They imagine. They heal.
They explore. They create. They inspire.
They push the human race forward.
The round pegs in the square holes.
Maybe they have to be crazy.
The ones who see things differently.
How else can you stare at an empty canvas and see a work of art?
Or sit in silence and hear a song that's never been written?
They're not fond of rules.
Or gaze at a red planet and see a laboratory on wheels?
And they have no respect for the status quo.
We make tools for these kinds of people.
You can praise them, disagree with them, quote them,
While some see them as the crazy ones,
we see genius.
disbelieve them, glorify or vilify them.
Because the people who are crazy enough to think
About the only thing you can't do they can change the world, are the ones who do.
is ignore them.
From Apple Computer
“The aim of marketing is to know and understand the customer
so well that the product or service fits him and sells itself.”
— Peter Drucker (God rest his soul)
Step 3: Dramatize
. . . to elevate the expectation.
Elevate it to what?
To a level that overcomes inertia . . . inertia . . . inertia . . . inertia . . . inertia . . .inertia .
Because why do people continue
to choose . . .
the same stuff they’ve always chosen
(especially since your stuff is SO much better)?
Habit - for stuff that’s “good enough,” people will not
waste their time evaluating the plethora of options.
(Hell . . . they won’t even consider them);
Switching costs - they may consider new things, but
they won’t bother to evaluate them if they appear risky,
or require a significant investment (cost) of time, money,
or effort; and
Search costs - they may desire something new and
better, but they may not have the knowledge nor the
ability to find and compare competitive alternatives
(like me with my doctor).
“People don't read advertising. People read what interests
them, and sometimes that happens to be advertising.”
— Howard Gossage
Step 4: Demonstrate
. . . to deliver on the expectation.
“We’ve been around way too long, and people have
heard all our lies. We just have to deliver.”
— Rick Wagoner, Chairman of General Motors
IT DOESN’T MATTER WHAT PEOPLE THINK ABOUT
OR YOUR BUSINESS.
WHAT MATTERS IS HOW YOU MAKE THEM FEEL ABOUT
THEMSELVES AND THEIR DECISIONS
WHILE IN YOUR PRESENCE.
TAKE THE TEST:
What expected feeling attracts people to our brand?
Are we communicating it?
What expected feeling keeps them engaged with us?
Are we delivering it?
What expected feeling will draw them away from us?
Are we monitoring it?
THEN DO IT ALL OVER AGAIN . . . AND AGAIN . . .
branding is a journey,
ABOUT THE AUTHOR
Tom Asacker writes, teaches, and speaks about radically
new practices and ideas for marketplace success in chaotic times.
He is a brand adviser and author of critically acclaimed books
including his latest, A Clear Eye for Branding, published by
Paramount Market Publishing, New York.
Need books for your management team?
Bulk discounts of A CLEAR EYE FOR BRANDING
are available for educational and corporate groups.
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