Attention EssayKine 3364 Motor LearningCassandra Rodriguez.docx

Attention Essay
Kine 3364 Motor Learning
Cassandra Rodriguez
Kaitlyn Dippel
Jaa’lah Bowser
Sergio Jaimes
Courtney Brent
Sam Houston State University
On a daily basis the average person does a lot of multi-tasking
and it is accepted, even praised by a lot of employers. Although
many of us may be very talented at multitasking in some
instances it could be very dangerous. Multi-tasking or even
being distracted can lead to many mistakes in every area of
life. Today, especially on the roads we see a lot more accidents
because people are either not paying attention or they are
multitasking while they are driving. For most this is a very
common gesture that happens whether it is looking for
something in their car, eating, on their phones changing music,
texting, making calls but at what cost does multitasking get
you?
Today there are about 1in 4 accidents that are caused by
texting and driving that is 1.6 million crashes a year that are by
texting and driving. The more you are on your cell phone while

driving the less aware you are to your surroundings, especially
if you are sitting in traffic or pedestrians that are walking in
crosswalks. It does not matter if someone is an awesome
multitasker a person can still have errors in their work or miss
something as they go. Many times there are people that can
multitask but miss something simple as adding a word to a
sentence or adding a document to a file. Now imagine what
could happen while driving, it could be something as small as
missing a turn or as detrimental as causing an accident and
causing injuries to someone else.
As stated before many people believe that their multitasking
skills are something to be proud of, being able to drive and text
at the same time looking up and down for few seconds at a time
is considered a skill. when in reality they're putting other
people at risk with their actions of not giving their full attention
to the task in front of them. Most vehicle accidents are caused
by a distracted drivers.
To Keep Your
Customers,
108 Harvard Business Review May 2012
Keep It Simple
They don’t want a “relationship” with
you. Just help them make good choices.
by Patrick Spenner and Karen Freeman
Il
lu

st
r
at
Io
n
: a
n
d
r
é
d
a
l
o
ba
hbr.org
May 2012 harvard business review 109
want a camera? Is she just starting to look, or is she
ready to buy? The company guides those in the early
stages of investigation to third-party review sites
(where its cameras get good marks) and directs con-
sumers who are actively shopping to its own web-
site. User reviews and ratings are front and center

there, and a navigation tool lets consumers quickly
find reviews that are relevant to their intended use
of the camera (family and vacation photography,
nature photography, sports photography, and so
on). In stores, Brand B frames technical features in
nontechnical terms. Instead of emphasizing mega-
pixels and memory, for example, it says how many
high-resolution photos fit on its memory card. The
QR code on shelf displays leads to a simple app that
simulates one of the camera’s key differentiators,
a photo-editing feature.
The highly detailed information Brand A provides
at every step on the purchase path may instruct the
consumer about a given camera’s capabilities, but
it does little to facilitate an easy decision. Brand B
simplifies decision making by offering trustworthy
information tailored to the consumer’s individual
needs, thus helping her traverse the purchase path
quickly and confidently. Our research shows that
customers considering both brands are likely to be
dramatically more “sticky” toward Brand B.
Making Decisions Simple
For a marketing organization, what does it take to
acquire sticky consumers?
Our study found that the best tool for measuring
consumer-engagement efforts is the “decision sim-
plicity index,” a gauge of how easy it is for consumers
to gather and understand (or navigate) information
about a brand, how much they can trust the informa-
tion they find, and how readily they can weigh their
options. The easier a brand makes the purchase-
decision journey, the higher its decision-simplicity
score. Brands that scored in the top quarter in our

study were 86% more likely than those in the bot-
tom quarter to be purchased by the consumers con-
sidering them. They were 9% more likely to be repur-
chased and 115% more likely to be recommended to
others.
Shifting the orientation toward decision simplic-
ity and helping consumers confidently complete
the purchase journey is a profound change, one that
typically requires marketers to flex new muscles and
rethink how they craft their communications. Some
practical lessons can be drawn from brands that are
arketers see today’s consum-
ers as web-savvy, mobile-
enabled data sifters who
pounce on whichever brand
or store offers the best deal.
Brand loyalty, the think-
ing goes, is vanishing. In
response, companies have
ramped up their messag-
ing, expecting that the more
interaction and information they provide, the bet-
ter the chances of holding on to these increasingly
distracted and disloyal customers. But for many
consumers, the rising volume of marketing mes-
sages isn’t empowering—it’s overwhelming. Rather
than pulling customers into the fold, marketers are
pushing them away with relentless and ill-conceived
efforts to engage.
That’s a key finding of Corporate Executive
Board’s multiple surveys of more than 7,000 con-

sumers and interviews with hundreds of marketing
executives and other experts around the world (for
more detail, see the sidebar “About the Research”).
Our study bored in on what makes consumers
“sticky”—that is, likely to follow through on an in-
tended purchase, buy the product repeatedly, and
recommend it to others. We looked at the impact
on stickiness of more than 40 variables, including
price, customers’ perceptions of a brand, and how
often consumers interacted with the brand. The
single biggest driver of stickiness, by far, was “deci-
sion simplicity”—the ease with which consumers
can gather trustworthy information about a product
and confidently and efficiently weigh their purchase
options. What consumers want from marketers is,
simply, simplicity.
Consider the marketing activities of two digital
camera brands. Brand A’s search engine strategy is to
pick up any consumers who are searching common
digital camera terms and direct them to the company
website. There they find extensive technical and
feature information and 360-degree rotatable prod-
uct photos, all organized and sortable by model. In
stores, shelf labels list key technical attributes, such
as megapixel rating and memory, and provide a QR
code that takes consumers to a mobile version of the
brand’s website, where they can dig more deeply
into product specifications.
Brand B’s search engine strategy is to first un-
derstand the consumer’s intent and where in the
search process she is likely to be. Why does she

To Keep Your CuSToMerS, Keep iT SiMple
leading the way. The processes of aiding navigation,
building trust, and making it easier to weigh op-
tions often happen simultaneously, or at least aren’t
strictly linear, but for clarity we’ll discuss them sepa-
rately below.
Aiding navigation. In demanding ever more
attention from overloaded consumers, brands ul-
timately lead them down unnecessarily confus-
ing purchase paths. Creating a more e� cient path
means minimizing the number of information
sources consumers must touch while moving con-
fidently toward a purchase. The savviest brands
achieve this by personalizing the route.
This approach is especially foreign to marketers
because in many cases the simplest, most con� dence-
inspiring learning path involves touchpoints that are
outside a brand’s direct control. Often what a con-
sumer needs is not a � ashy interactive experience on
a branded microsite but a detailed exchange with us-
ers about the pros and cons of the product and how it
would � t into the consumer’s life.
Marketers face two practical challenges here.
First, how can they detect where a given consumer is
on the purchase path and what information she most
needs? Second, how can they ensure that consumers
they direct to third-party information sources will
come back?

To answer the � rst question, frontier marketers
are using big data and sophisticated analytics to map
consumers’ purchase paths. One electronics company
has gathered data from four major sources—social
media monitoring, ad-effectiveness and campaign-
tracking information, clickstream analysis, and in-
dividual consumer surveys—to identify common
purchase paths. It studies the resulting maps to
determine the volume of traffic on various paths,
which paths inspire the most confidence, which
touchpoints are best suited to conveying which
types of messages, and at what points consumers
lose con� dence or defect.
Idea in Brief
For many consumers, the rising
volume of marketing messages is
overwhelming. Rather than pulling
customers into the fold, companies
are pushing them away with relentless
and ill-conceived eff orts to engage.
To make customers “sticky”—that is,
likely to follow through on an intended
purchase, buy the product repeatedly,
and recommend it—marketers must
simplify consumers’ decision making
and help them navigate the purchase
journey.
The most eff ective marketers use
three tactics: They minimize the num-
ber of information sources consumers
must touch as they move confi dently
toward a purchase; provide trustworthy
sources of product information and

recommendations; and off er tools that
allow consumers to weigh their options
by identifying the features that are most
relevant to them.
Businesses broadly misjudge what consumers want from
them online. In particular, marketers often believe that
consumers interact with them on social media to join a
community and feel connected to the brand. But consumers
have little interest in having a relationship beyond the merely
transactional.
Their top reasons for connecting online: to get information
and discounts, and to buy things.
What Consumers Really Want
LEARN ABOUT NEW
PRODUCTS (73%)
GENERAL INFORMATION (71%)
SUBMIT OPINION ON CURRENT
PRODUCTS/SERVICES (69%)
EXCLUSIVE INFORMATION (68%)
REVIEWS AND PRODUCT
RANKINGS (67%)
FEEL CONNECTED (64%)
CUSTOMER SERVICE (63%)
SUBMIT IDEAS FOR NEW
PRODUCTS/SERVICES (63%)

BE PART OF
A COMMUNITY (61%)
EVENT PARTICIPATION (61%)
PURCHASE (60%)
DISCOUNT (60%)
(61%) DISCOUNT
(55%) PURCHASE
(53%) REVIEWS AND PRODUCT
RANKINGS
(53%) GENERAL INFORMATION
(52%) EXCLUSIVE INFORMATION
(51%) LEARN ABOUT NEW
PRODUCTS
(49%) SUBMIT OPINION ON
CURRENT PRODUCTS/SERVICES
(37%) CUSTOMER SERVICE
(34%) EVENT PARTICIPATION
(33%) FEEL CONNECTED
(30%) SUBMIT IDEAS FOR
NEW PRODUCTS/SERVICES

(22%) BE PART OF
A COMMUNITY
CONSUMERS’
ACTUAL REASONS
why they interact
with companies via social sites
BUSINESSES’
PERCEIVED REASONS
why consumers follow
them via social sites
SOURCE IBM
INSTITUTE FOR
BUSINESS VALUE
HBR.ORG
May 2012 Harvard Business Review 111
Brands pursuing decision-simplicity strategies
make full use of such information to assess where
consumers are on the path and to direct them to the
best touchpoints. Certain auto manufacturers, retail-
ers, and travel brands have been sifting through con-
sumer search data to learn how search terms and the
type of search platform (say, mobile versus desktop)
indicate consumer intent and position on the path.
They’ve found, for example, that 70% of those us-
ing a mobile device to search are within a few hours
of making a purchase, whereas 70% of those using a

desktop are roughly a week away.
Moreover, by analyzing search terms, companies
can discern what information the consumer most
needs next. Someone who searches a general term
like “luxury sedans” is at an early stage compared
with someone who searches a specific phrase like
“BMW vs Audi.” Decision-simplicity marketers would
guide the former to the latest auto reviews for their
sedans and the latter to an enthusiastic owner com-
munity. If the late-phase consumer was using a mo-
bile device (indicating that he was probably out and
about), the search engine would serve up a paid link
to a dealer locator with a click-to-call feature that en-
abled him to easily set up a test drive.
Building trust. In the context of decision sim-
plicity, “trust” isn’t about trusting the brand; it’s
about trusting the information gathered. Marketers
often miss this point and put their efforts into acti-
vating brand recommenders who simply focus on
product features and benefits. Consumers also need
information about an adviser’s decision criteria and
brand usage.
What does trusted advice look like? Consider the
current “haul video” phenomenon among teenage
girls. After shopping at a mall, many girls upload
YouTube videos of themselves talking about their
haul (purchases). In the videos, they discuss not just
what they bought but also why, and how they plan to
mix their new items with the rest of their wardrobe.
This takes the complicated world of teen clothing
and accessories—a world fraught with danger from

shifting trends and overwhelming choice—and sim-
plifies it, by showcasing fashionable peers who offer
Too Much Information
One of the most common consumer
responses to the excess is to forgo a
purchase altogether. In a classic ex-
periment, Sheena Iyengar, then a doctoral
student and now a professor at Columbia
Business School, set out pots of jam on
supermarket tables in groups of either six
or 24. About 30% of those who were given
six choices bought some jam; only 3% of
those confronted with 24 choices did. As
the psychologist Barry Schwartz demon-
strates in The Paradox of Choice, an excess
of input leads to angst, indecision, regret,
and ultimately lowered satisfaction with
both the purchase process and the prod-
ucts themselves. Dozens of related lines
of research confirm what now seems like
common sense: Too much choice or too
much information can be paralyzing.
Consumers themselves say they’re
overwhelmed. A 2004 survey conducted
by the market research firm Yankelovich
found that two-thirds of respondents felt
“constantly bombarded with too much
marketing and advertising.” (And it’s safe
to say that eight years later, the bombard-
ment has only increased.) The implica-
tion for marketers is clear: Aggressive

engagement that overloads consumers’
already-saturated brains may backfire.
But the hundreds of marketing executives
we interviewed told us that their engage-
ment strategies were designed expressly
to achieve more-frequent interaction and
deepened relationships.
Compounding the overload problem
is the human penchant for overthinking
trivial decisions and second-guessing. The
explosion of messages and product data
feeds this tendency, one consequence of
which is a “spiral of discontent.” Research
by the University of Florida’s Aner Sela and
Wharton’s Jonah Berger shows that the
more challenging a decision is to make, the
more important people imagine it to be.
Think about consumers trying to choose
among an array of poorly differentiated
products, such as digital cameras: The
difficulty of wading through the choices
increases the perceived importance of
the decision. This in turn causes people
to spend even more time and effort on
the decision, which further increases its
apparent importance. A trivial purchase
decision can thus spiral into a dispropor-
tionately complicated and time-consuming
one—and the process creates consumers
who are less happy, not more. Indeed,
41% of those we surveyed expressed
anxiety about the purchases they’d made,
and 20% conducted research after the
purchase, still looking to validate their

decisions.
Over the past two decades,
a wide range of experiments
have shed light on how an ex-
cess of information and choice
impairs decision making.
To Keep Your CusToMers, Keep iT siMple
trustworthy guidance. In essence, the “hauler” cuts
through the seemingly infinite options and provides
decision-making criteria. J.C. Penney and American
Eagle have capitalized on the phenomenon by host-
ing unbiased haulers on their sites and in their digital
communications. Neither retailer requires that the
haulers show only brands purchased at its store, and
the haulers are transparent about their links to the
companies (Penney, for instance, gives its star haul-
ers gift cards).
Information about the adviser also helps build
trust. Disney has done an outstanding job in this
regard with its Walt Disney World Moms Panel. A
selected group of Disney World veteran moms an-
swer questions from consumers who are planning
Disney vacations. In one recent case, a consumer
asked about good viewing places for the parade; she
had two children who wouldn’t be able to stand the
whole time. She got perfectly tailored advice from

Jackie S. With 25 Disney World trips under her belt,
Jackie has the experience to make her information
credible. Consumers can get a further sense of her
reliability by reviewing her profile on the Disney
World website and reading about her family, her
hometown, and even how she met her husband.
Such details matter: They help consumers assess
the trustworthiness of the advice they’re getting and
allow them to judge how well that advice applies to
their own situations.
The lesson for marketers: Build cadres of trust-
worthy advisers rather than simply developing
recommenders who will push the brand. Then ag-
gregate their advice and make it easy for consumers
to discover and use it, as J.C. Penney—whose haul
videos get hundreds of thousands of views—so suc-
cessfully does.
Making it easier to weigh options. To help
consumers evaluate choices, most brands describe
their differentiating features and benefits. Some go
a step further, offering buying guides containing
side-by-side brand or product comparisons. For ex-
ample, a bank might compile a catalog of its checking
account options that lists the features of each one.
Both approaches provide lots of information, but
neither offers much guidance, leaving the consumer
as confused as ever about the “best” choice.
Brands need to take a different tack. Except in
cases of low-value products, consumers increas-
ingly expend most of their effort learning about
and weighing their choices. For items costing more
than $50, a quarter of customers report that most of

their effort is spent on product research. About 20%
say that most of their effort is spent on comparison
shopping.
The marketer’s goal is to help customers feel con-
fident about their choice. Just providing more infor-
mation often doesn’t help. Instead, marketers need
to provide tools that allow customers to identify and
weigh the features that are most relevant to them. A
classic example is De Beers’s use of the “4 Cs” (cut,
color, clarity, and carat) to frame the complex and
often vexing comparison of diamonds. The 4 Cs sim-
plify the buying decision by giving consumers confi-
dence that they are weighing the essential features
of the diamonds they’re considering and making an
informed choice.
However, many brands have made the weighing
process harder by introducing a dizzying array of
SKUs. Crest’s website, for example, details 35 types
of toothpaste. Although a consumer can sort them
according to a few characteristics—“flavor experi-
ence,” “dentist inspired,” “fresh breath,” “classic”—
there’s little to help her figure out which features
are most important to her and which paste is her
best choice. Are “dentist-inspired” pastes better in
her case than “classic” pastes? Buying guides of this
sort make the mistake of appearing to offer guidance
while actually complicating the decision process.
Marketers, especially those with an abundance
of SKUs, need to help customers control the weigh-
ing process. Herbal Essences does a good job with
an online decision guide to its shampoos. The guide
Many brands lead consumers

down confusing purchase paths.
The savviest ones simplify and
personalize the route.
hbr.org
hbr.org
provides substantial detail but also makes narrow-
ing and tailoring one’s choice an easy, transparent,
step-by-step process. One-click questions about hair
type, length, and texture (straight, short, fine, thick)
and other needs (color treatment, volume) allow the
visitor to rapidly sort through more than three dozen
offerings to find the ideal one.
Technology can also address consumers’ weigh-
ing woes by allowing them to sidestep the process
altogether. Consumers are likely to feel confident
about recommendations that are based on their own
purchasing data or other past behavior, because
those things are typically accurate gauges of pref-
erence. ShoeDazzle.com and JustFab.com—clubs
for shoe lovers—collect “personality” information
on each member, such as favorite fashion icons and
general shoe preferences (heel size, color, and so on)
and tailor suggestions accordingly. The Spanish bank
BBVA makes personalized recommendations for fi-
nancial products after assessing individual consum-
ers’ spending behavior—as reflected in credit card

histories and questionnaires—and comparing that
behavior with the spending of peers. In each case,
the company eliminates much if not all of the hassle
of weighing choices by providing a likely best choice
at the outset.
Putting It Together
No company that we know of has fully integrated
the three components of a decision-simplicity strat-
egy—but Intuit is among those out in front. Consider
its software product TurboTax. Tax prep is complex,
and consumers have a range of options, from ac-
countants to software programs to pencil and paper.
Within software itself, there’s a potentially bewilder-
ing array of choices. Intuit has made a concerted ef-
fort to simplify those choices by helping consumers
navigate, trust, and weigh information along the
path to purchase, as we’ll describe below. Christine
Morrison, the head of social media at TurboTax, says,
“We’ve seen dozens of areas where simplifying deci-
sions for consumers pays big dividends.”
Navigation. TurboTax created a customer
forum, called TurboTax Live Community, where
visitors can ask product, tax, and support ques-
tions and share information. It contains a database
of answers provided by customers and experts. To
ensure relevance, an algorithm serves up the five
most common answers to a given question. For ex-
ample, a user on the mortgage-deductions screen
will find answers to questions about deduction
limits and how to calculate deductions for the pur-
chase of a house. Turbo Tax users don’t pay for the
software until they file their taxes; Live Community

helps drive conversion by shepherding consumers
through the tax-prep process to completion, provid-
ing the right information at the moment it’s needed.
To date more than 12 million users have engaged
with the community.
Trust. Intuit provides more than 160,000 unfil-
tered user reviews and ratings on the TurboTax web-
site and helps consumers find the most relevant ones.
The ratings range from one star to five; the inclusion
of low ratings boosts consumers’ confidence, show-
ing them that Intuit isn’t cherry-picking its reviews.
Consumers can use the “folks like you” tool to sort
evaluations according to reviewers’ marital status,
life situations, and major tax events. They can find
reviews written by friends or family by connecting to
Facebook or Twitter—TurboTax encourages custom-
ers to post on either site when they’ve completed
their taxes, and the postings constitute what are in
effect consumer-generated, highly trusted banner
ads. The conversion rate of those ads is 30% higher
than that of TurboTax’s regular banner advertising.
Weighing options. The TurboTax home page
shows basic product choices arrayed side by side
for easy comparison. It includes a “help me choose”
function that allows consumers to go through a
30-second “check the boxes that apply” exercise.
This not only guides them to the product most
suited to them but also shows why that product is
their best choice.
In addition, Intuit lets consumers filter user re-
views by prior tax-prep method so that they can
read what reviewers with similar tax-prep histories
have said about switching to TurboTax. This helps

them answer the question “What would it be like to
change to TurboTax from what I use now?”
GIven The rapid expansion of social and mobile tech-
nologies, marketers will have ever-increasing op-
portunities to bombard consumers. And if history is
any guide, that’s exactly what they’ll do. But in their
aggressive efforts to engage with their customers,
they’ll only make the decision journey more com-
plex and confusing. Marketers who focus on simpli-
fying consumers’ decision making will rise above
the din, and their customers will stick by them as a
result. hBR Reprint R1205G
About the
Research
Patrick Spenner and Karen Freeman are managing
directors at Corporate Executive Board.
SelF-dIAGnoSTIc Learn how simple—or complex—
the decision journey is for your customers with an
audit found at www.executiveboard.com/simplicity.
Over a three-month period,
Corporate Executive
Board conducted pre- and
postpurchase surveys of
more than 7,000 consum-
ers in the U.S., the U.K.,
and Australia, covering a
wide range of ages, income
levels, and ethnicities.
Respondents were asked
dozens of questions about

their attitudes and pur-
chase experiences across
a variety of price points
and channels in categories
including apparel, cars, lux-
ury goods, onetime items
(such as airline tickets),
and ongoing services (such
as cell phone service).
Questions explored
shopping duration, effort
required, purchase-related
research, the consumer’s
state of mind, his relation-
ship with the brand, the
frequency of his interac-
tions with the brand, and
the likelihood of repurchas-
ing and recommending.
In addition, we inter-
viewed 200 CMOs, brand
managers, and other mar-
keting executives represent-
ing 125 consumer brands
in 12 industries globally,
asking about their strate-
gies and beliefs concerning
drivers of stickiness.
HBR.ORGTo KeeP YouR cuSToMeRS, KeeP IT SIMPle

Harvard Business Review Notice of Use Restrictions, May 2009
Harvard Business Review and Harvard Business Publishing
Newsletter content on EBSCOhost is licensed for
the private individual use of authorized EBSCOhost users. It is
not intended for use as assigned course material
in academic institutions nor as corporate learning or training
materials in businesses. Academic licensees may
not use this content in electronic reserves, electronic course
packs, persistent linking from syllabi or by any
other means of incorporating the content into course resources.
Business licensees may not host this content on
learning management systems or use persistent linking or other
means to incorporate the content into learning
management systems. Harvard Business Publishing will be
pleased to grant permission to make this content
available through such means. For rates and permission, contact
[email protected]
Student’s name
Instructor
Course
Date
Journal Entry

2
Competing on Social Purpose
a) Summary and Analysis
The article discusses the recent trend of business attempting to
pick up social purposes to associate with their business to
promote profit, sales or other functional benefits. This is
because there is a shift of customer preference on the brands
they wish to associate themselves with. The article establishes
that the business models that had a social purpose initially
incorporated into their businesses show a steady growth rate and
do not face the challenges of competing on social purpose. Such
companies include TOMS, Warby Parker, and Patagonia.
The challenges of competing on social purpose tackled in this
article are mostly encountered by businesses that are trying to
develop social purpose strategies after running for a while
without any. The article defines three fields in which managers
should focus on to create effective social purpose strategies
which include:
· Brand heritage – This revolves around the merger of the
companies’ principal product/ service’s features and the nature
of the social purpose strategy. The more compatible they are,
the easier it is to come up with an effective social purpose
strategy.
· Customer tensions – This revolves around active knowledge of
the social tensions facing the target market.
· Product externalities – This revolves around active knowledge
of the indirect costs or benefits that are linked to the company’s
product/ service. This is more likely to affect companies
dependent on 3rd party interactions.
b) Critical Thinking
Studies have established that the modern day consumer is more
likely to associate themselves with and/or buy products from
companies that have a defined social purpose that addresses

societal tensions or public issues. This speaks to the shift in
consumer trends in which is directly linked to their psychology.
For this purpose, it is integral for managers to focus on a few
characteristics of purpose-driven growth. Firstly, it is important
for managers to understand that once a social-purpose
association to a brand is established, it is misguided to change/
shift course. This connection is important the consumers to the
extent that sudden shifts in social purpose strategies could
challenge consumer loyalty. Thus it is important to select the
appropriate strategy.
Another element to keep in consideration is that whilst there is
a significant shift in consumer trends, there is no certain way to
assess market potential and benefits. Companies that have
successfully employed social-purpose strategies have illustrated
growth whilst the companies that have failed to apply
appropriate strategies have faced persecutions on social media
and recorded drops in consumer rates, however, these do not
establish definitive data. Most data on the success/ failure of
social-purpose are collected through consumer surveys rather
than customer behavior effectively making them less credible.
c) Question to Class
How can the role of a brand defines the significance for a social
need?
A social-purpose strategy can not only determine the value of a
brand, but also define roles of the particular brands. Brands
directly aid managers in the choice of their strategies and the
assessment of the impacts thereof. There are four ways in which
a brand may create value for the social purpose which include:
· The provision of choices is one way in which brands create
value for their strategies where the existence of different brands
allows for consumers to meet their needs and satisfy any
relevant social tensions existent that they may need to address.
· Brands that have an established link with a given social-
purpose also define the significance of the social need by
influencing the mindsets of the public through consumer
participation.

· Brands also have the ability to generate appropriate resources
relevant for the tackling of the defined social needs. Resources
are inclusive of talent, time, finances, relationships and
networks, and ability.
· Improvement of conditions to address the established social
purposes can also be facilitated through brand value. This can
be done via the association of certain brands with organizations
and individuals to form the face of the frontlines of an entire
social tension.
iii
Journal Entry Instructions
You are required to read the attached articles and do a journal.
The
objectives of doing the journals are to organize thoughts and
think
critically. The journal entry on each article should consist of :
(a) Summary AND analysis of the content of the article (using
bullet
points is fine).
(b) Critical thinking related to the article (e.g., criticism AND
examples).
(c) One good question to raise in the class ( Prepare your own

answer
for the class).
Please make sure you have ALL three sections for each journal
entry (a,
b, and c). Each section should have a minimum of 220 words.
Hind Aljohani

Attention EssayKine 3364 Motor LearningCassandra Rodriguez.docx

Recommended

Recommended

More Related Content

Similar to Attention EssayKine 3364 Motor LearningCassandra Rodriguez.docx

Similar to Attention EssayKine 3364 Motor LearningCassandra Rodriguez.docx (20)

More from jasoninnes20

More from jasoninnes20 (20)

Recently uploaded

Recently uploaded (20)

Attention EssayKine 3364 Motor LearningCassandra Rodriguez.docx