The marshmallow test involved four-year-olds being given a marshmallow and promised another if they could wait 20 minutes before eating the first one. Some children waited while others could not. Researchers later found that children who could wait were better adjusted, more dependable, and scored higher on SATs years later compared to those who could not delay gratification.
An exploration of neuromarketing, psychology and simply brilliant quotes from Jonah Lehrer's How We Decide, Roger Dooley's Brainfluence, and Marketing Lindstrom's Buy-Ology and Brandwashed. Also a couple quotes from Douglas Rushkoff's Coercion. For more on the future of marketing see: http://www.strategylab.ca/.
Change hurts - Insights from brain scienceLena Ross
Are we hard wired to embrace change, or to resist it? Now that neuroscience is converging with behavioural science, we have new insights into how our brain processes change and filters new information. This slide deck was presented at NAB. The audience activities have been removed as they rely on facilitator context and debriefing.
The Neuroscience of People Management. What today's leaders and organizations need to know about the brain. Five surprises about the brain that will change everything you do.
An exploration of neuromarketing, psychology and simply brilliant quotes from Jonah Lehrer's How We Decide, Roger Dooley's Brainfluence, and Marketing Lindstrom's Buy-Ology and Brandwashed. Also a couple quotes from Douglas Rushkoff's Coercion. For more on the future of marketing see: http://www.strategylab.ca/.
Change hurts - Insights from brain scienceLena Ross
Are we hard wired to embrace change, or to resist it? Now that neuroscience is converging with behavioural science, we have new insights into how our brain processes change and filters new information. This slide deck was presented at NAB. The audience activities have been removed as they rely on facilitator context and debriefing.
The Neuroscience of People Management. What today's leaders and organizations need to know about the brain. Five surprises about the brain that will change everything you do.
An introduction to the masterclass series for 'You Are Not Your Brain'. The four step solution to changing bad habits, ending unhealthy thinking and taking control of your life.
Register your interest in attending the masterclass (live or on demand) here: http://josiethomson.com/brain
Neuroscience and Kanban - Visual Management with the Brain in Mind.Travis Frisinger
A deck for my Durban Agile User Group Talk May 2015.
I walk through system 1 and system 2 of the brain, SCARF from David Rock, and how Always Be Delivering (ABD) - Chillisoft's Experimental Brand of Agile, is conducted.
Its two principles are covered: Honesty is Accuracy and Love Your Technical Debt.
The audience also met, Fluffy the Scrum Slayer - the villain of flow based delivery.
Challenges of Traditional Market Research - Neuromarketing Overview True Impact
Neuromarketing: The Future of Better Communications Today’s Market Research Challenges
Diana Lucaci, Founder & CEO
www.trueimpact.ca| True Impact | @dianalucaci
Canadian Chair, Neuromarketing Science and Business Association
“I know that half the money I spend on advertising is wasted, I just do not know which half.”
John Wanamaker (1876)
Are You a Savvy Decision Maker?
True or False
Spectacularly bad decisions get a lot of media attention, but in fact most decisions that companies make every day are sound ones.
Results: False. Research shows that 50% of all decisions managers make go wrong in one way or another.
Executives in most companies are so wary of failure that they rely heavily on decision-making methods that have been proven to work in the past.
Results: False. Nutt has found that "decision-makers are prone to using tactics with poor track records, applying them in two-thirds of their decisions.”
Adapted from Why Decisions Fail: Avoiding the Traps and Blunders that Lead to Debacles, by Paul C. Nutt.
Decision-making is complex and not always rational or practical.
Emotions are Stronger than Rationality
Decision making involves multiple areas of the brain, most of which are subconscious or emotional.
For example, the amygdala is an important structure in assigning emotional meaning, such as joy or sadness.
What Are You Really Buying?
Top 3 Challenges of Traditional Market Research
1. People will not or cannot say what they feel.
Data collected is expressive (spoken) hence subjective.
Analysis based on subjective data is anecdotal.
Top 3 Challenges of Traditional Market Research
2. Conducting traditional market research is time consuming.
Devising the right questions takes a long time.
Risk to not address business problem because the wrong questions was asked.
Top 3 Challenges of Traditional Market Research
3. Failure to apply findings to corporate environment.
Failure to think strategically.
Data providers vs strategy advisors.
Why Does it Matter?
Competitive Marketing landscape.
Impulse buying, confusion in marketplace.
Conventional marketing is disruptive.
Shift to digital, inbound marketing.
Marketing & Advertising need better tools.
De-clutter – Simplify messaging and visuals.
Differentiate – Sharp contrast against competition.
Build brands – Brands are shortcuts to reward.
Adapted from Gemma Calvert, Neurosense, Chair of Applied Neuroimaging, University of Warwick.
Future of Neuromarketing
Deloitte predicts that the marketing and advertising industry will likely have brains on the brain for 2012. (Source: Deloitte TMT Predictions 2012)
About True Impact
True Impact provides Neuromarketing research and strategy, to solve Marketing and Advertising challenges.
Learn more at www.trueimpact.ca
5 Neuromarketing Techniques to Persuade Customers to ConvertUnbounce
Are you making the critical mistake of using only features, benefits, and logical arguments to convince your customers to buy? If so, you are only selling to 5% of each customer’s brain!
In this webinar, Roger Dooley, author of the best-selling book Brainfluence, will show you how to use simple techniques to appeal to the 95% of your customer’s decision-making that’s driven by non-conscious processes.
You'll learn:
-How design elements can look great but cut your conversions
-Why fighting friction is the cheapest way to increase conversions
-How your web developer may be planting conversion-killing landmines you'll never notice
-How to write copy that lights up your customer's brain
...plus, much more!
The Decision Making Process - Neuromarketing Overview True Impact
Neuromarketing: The Future of Better Communications The Decision Making Process
By Diana Lucaci, Founder & CEO
www.trueimpact.ca| True Impact | @dianalucaci
Canadian Chair, Neuromarketing Science and Business Association
The 3 Brains of Decision-Making
Subconscious to Conscious Thought
Understanding Customer Emotions Benefits the Entire Organization
Neuromarketing Applied to All Media
Top 3 Neuromarketing Applications
Optimize any communication to elicit positive emotions, and increase propensity to buy.
Take the risk and guesswork out of Marketing.
Ultimately understand what your customers want, before they express it.
Future of Neuromarketing
Deloitte predicts that the marketing and advertising industry will likely have brains on the brain for 2012. (Source: Deloitte TMT Predictions 2012)
True Impact – Neuromarketing Process
About True Impact
True Impact provides Neuromarketing research and strategy, to solve Marketing and Advertising challenges.
Technologies: fMRI, EEG, eye-tracking
Learn more at www.trueimpact.ca
A collaboration of existing findings of both neuroscience and marketing research as it pertains to neuromarketing. Here neuromarketing definitions, technologies, validation and application are discussed. http://lunaweb.com
NEUROMARKETING - Dissertation (English version, presentation only)Valentin Oliver
Exhaustive research in which the pioneer medical of neurosciences team from Hospital Clinic de Barcelona, Hospital Sagrat Cor, Clinica Sagrada Familia have provided their background and research in this field; marketing professionals such as Mindmetic, Martin Linstrom; and contrasted with academic papers, journals with referee (i.e. AdAge, International Journal of Market Research, etc).
Research supervised and conducted by M.Tena, and done by Valentin Oliver (B.A. in IQS School of Management).
This is an overview of a 3day learning programme created for the progressive consultancy Raison d'Etre to holistically and authentically approach the development of sales skills across their global spa teams.
Will Power – A Scarce ResourceThe first year student sat at the .docxambersalomon88660
Will Power – A Scarce Resource
The first year student sat at the table. The room was heavy with the essence of freshly baked chocolate chip cookies from the small oven in the corner. The aroma was particularly noticeable given that it was noon and she hadn’t eaten anything since this morning, as she had agreed for this experiment.
While she completed the consent forms and surveys on the small table in front of her, a plate of hot cookies sat piled with assorted chocolate candies. In a bowl next to it was a stack of bright red and white radishes piled equally high.
When the forms were complete the experimenter in the room advised that she would be requested to eat a food, and only that food over the next five minutes. She was also instructed to not eat the assigned food for at least 24 hours after the experiment. At this point the experimenter advised her to eat radishes. She was to eat only the radishes at which point the experimenter left the room and watched through a one way mirror. The student looked at the cookies and then the radishes. She looked at the cookies again, picking the one at the top and bending it just a little. It was fresh just like she suspected and she put it down carefully and slid over to the radish bowl taking the minimum three radishes in her hand. She ate the radishes one by one intentionally not looking at the plate of cookies right next to her. They were cold, crunchy, and slightly spicy. As she ate them, the thought that these cold, crunchy and slightly spicy radishes were nothing like the cookies right next to her
As promised the experimenter returned at five minutes with a handful of tests that involved tracing a geometric figure without lifting her pen from the paper. If she did, or had to start over, she could use as much paper as she needed. She was given a practice period where she had several similar puzzles, some of which she completed with ease. When the time was up, she was given the two main test figures, along with instructions that she can take as much time as she would like, and that she wouldn’t be judged on her time nor on the number of attempts she made to solve the test. Her goal was to complete the task. There was a bell on the table that she should ring if she wished to stop before she finished the puzzle. Experimenter left the room. The student looked at the puzzle and immediately began tracing the figure as instructed. As she went along she could see that her strategy wasn’t going to work, so she folded the paper in half and moved it out of her way, aggravated at jumping into an obviously stupid strategy. She wasn’t achieving her goal. She thought - “Things like this come easy to me”. Taking another sheet of paper to try again she could still smell the cookies in the room. Every idea she had still ended up at the strategy she first used. After ten minutes and two other attempts she gave up. She just couldn’t figure this thing out. She rang the bell. The experiment was over.
She wasn’.
An introduction to the masterclass series for 'You Are Not Your Brain'. The four step solution to changing bad habits, ending unhealthy thinking and taking control of your life.
Register your interest in attending the masterclass (live or on demand) here: http://josiethomson.com/brain
Neuroscience and Kanban - Visual Management with the Brain in Mind.Travis Frisinger
A deck for my Durban Agile User Group Talk May 2015.
I walk through system 1 and system 2 of the brain, SCARF from David Rock, and how Always Be Delivering (ABD) - Chillisoft's Experimental Brand of Agile, is conducted.
Its two principles are covered: Honesty is Accuracy and Love Your Technical Debt.
The audience also met, Fluffy the Scrum Slayer - the villain of flow based delivery.
Challenges of Traditional Market Research - Neuromarketing Overview True Impact
Neuromarketing: The Future of Better Communications Today’s Market Research Challenges
Diana Lucaci, Founder & CEO
www.trueimpact.ca| True Impact | @dianalucaci
Canadian Chair, Neuromarketing Science and Business Association
“I know that half the money I spend on advertising is wasted, I just do not know which half.”
John Wanamaker (1876)
Are You a Savvy Decision Maker?
True or False
Spectacularly bad decisions get a lot of media attention, but in fact most decisions that companies make every day are sound ones.
Results: False. Research shows that 50% of all decisions managers make go wrong in one way or another.
Executives in most companies are so wary of failure that they rely heavily on decision-making methods that have been proven to work in the past.
Results: False. Nutt has found that "decision-makers are prone to using tactics with poor track records, applying them in two-thirds of their decisions.”
Adapted from Why Decisions Fail: Avoiding the Traps and Blunders that Lead to Debacles, by Paul C. Nutt.
Decision-making is complex and not always rational or practical.
Emotions are Stronger than Rationality
Decision making involves multiple areas of the brain, most of which are subconscious or emotional.
For example, the amygdala is an important structure in assigning emotional meaning, such as joy or sadness.
What Are You Really Buying?
Top 3 Challenges of Traditional Market Research
1. People will not or cannot say what they feel.
Data collected is expressive (spoken) hence subjective.
Analysis based on subjective data is anecdotal.
Top 3 Challenges of Traditional Market Research
2. Conducting traditional market research is time consuming.
Devising the right questions takes a long time.
Risk to not address business problem because the wrong questions was asked.
Top 3 Challenges of Traditional Market Research
3. Failure to apply findings to corporate environment.
Failure to think strategically.
Data providers vs strategy advisors.
Why Does it Matter?
Competitive Marketing landscape.
Impulse buying, confusion in marketplace.
Conventional marketing is disruptive.
Shift to digital, inbound marketing.
Marketing & Advertising need better tools.
De-clutter – Simplify messaging and visuals.
Differentiate – Sharp contrast against competition.
Build brands – Brands are shortcuts to reward.
Adapted from Gemma Calvert, Neurosense, Chair of Applied Neuroimaging, University of Warwick.
Future of Neuromarketing
Deloitte predicts that the marketing and advertising industry will likely have brains on the brain for 2012. (Source: Deloitte TMT Predictions 2012)
About True Impact
True Impact provides Neuromarketing research and strategy, to solve Marketing and Advertising challenges.
Learn more at www.trueimpact.ca
5 Neuromarketing Techniques to Persuade Customers to ConvertUnbounce
Are you making the critical mistake of using only features, benefits, and logical arguments to convince your customers to buy? If so, you are only selling to 5% of each customer’s brain!
In this webinar, Roger Dooley, author of the best-selling book Brainfluence, will show you how to use simple techniques to appeal to the 95% of your customer’s decision-making that’s driven by non-conscious processes.
You'll learn:
-How design elements can look great but cut your conversions
-Why fighting friction is the cheapest way to increase conversions
-How your web developer may be planting conversion-killing landmines you'll never notice
-How to write copy that lights up your customer's brain
...plus, much more!
The Decision Making Process - Neuromarketing Overview True Impact
Neuromarketing: The Future of Better Communications The Decision Making Process
By Diana Lucaci, Founder & CEO
www.trueimpact.ca| True Impact | @dianalucaci
Canadian Chair, Neuromarketing Science and Business Association
The 3 Brains of Decision-Making
Subconscious to Conscious Thought
Understanding Customer Emotions Benefits the Entire Organization
Neuromarketing Applied to All Media
Top 3 Neuromarketing Applications
Optimize any communication to elicit positive emotions, and increase propensity to buy.
Take the risk and guesswork out of Marketing.
Ultimately understand what your customers want, before they express it.
Future of Neuromarketing
Deloitte predicts that the marketing and advertising industry will likely have brains on the brain for 2012. (Source: Deloitte TMT Predictions 2012)
True Impact – Neuromarketing Process
About True Impact
True Impact provides Neuromarketing research and strategy, to solve Marketing and Advertising challenges.
Technologies: fMRI, EEG, eye-tracking
Learn more at www.trueimpact.ca
A collaboration of existing findings of both neuroscience and marketing research as it pertains to neuromarketing. Here neuromarketing definitions, technologies, validation and application are discussed. http://lunaweb.com
NEUROMARKETING - Dissertation (English version, presentation only)Valentin Oliver
Exhaustive research in which the pioneer medical of neurosciences team from Hospital Clinic de Barcelona, Hospital Sagrat Cor, Clinica Sagrada Familia have provided their background and research in this field; marketing professionals such as Mindmetic, Martin Linstrom; and contrasted with academic papers, journals with referee (i.e. AdAge, International Journal of Market Research, etc).
Research supervised and conducted by M.Tena, and done by Valentin Oliver (B.A. in IQS School of Management).
This is an overview of a 3day learning programme created for the progressive consultancy Raison d'Etre to holistically and authentically approach the development of sales skills across their global spa teams.
Will Power – A Scarce ResourceThe first year student sat at the .docxambersalomon88660
Will Power – A Scarce Resource
The first year student sat at the table. The room was heavy with the essence of freshly baked chocolate chip cookies from the small oven in the corner. The aroma was particularly noticeable given that it was noon and she hadn’t eaten anything since this morning, as she had agreed for this experiment.
While she completed the consent forms and surveys on the small table in front of her, a plate of hot cookies sat piled with assorted chocolate candies. In a bowl next to it was a stack of bright red and white radishes piled equally high.
When the forms were complete the experimenter in the room advised that she would be requested to eat a food, and only that food over the next five minutes. She was also instructed to not eat the assigned food for at least 24 hours after the experiment. At this point the experimenter advised her to eat radishes. She was to eat only the radishes at which point the experimenter left the room and watched through a one way mirror. The student looked at the cookies and then the radishes. She looked at the cookies again, picking the one at the top and bending it just a little. It was fresh just like she suspected and she put it down carefully and slid over to the radish bowl taking the minimum three radishes in her hand. She ate the radishes one by one intentionally not looking at the plate of cookies right next to her. They were cold, crunchy, and slightly spicy. As she ate them, the thought that these cold, crunchy and slightly spicy radishes were nothing like the cookies right next to her
As promised the experimenter returned at five minutes with a handful of tests that involved tracing a geometric figure without lifting her pen from the paper. If she did, or had to start over, she could use as much paper as she needed. She was given a practice period where she had several similar puzzles, some of which she completed with ease. When the time was up, she was given the two main test figures, along with instructions that she can take as much time as she would like, and that she wouldn’t be judged on her time nor on the number of attempts she made to solve the test. Her goal was to complete the task. There was a bell on the table that she should ring if she wished to stop before she finished the puzzle. Experimenter left the room. The student looked at the puzzle and immediately began tracing the figure as instructed. As she went along she could see that her strategy wasn’t going to work, so she folded the paper in half and moved it out of her way, aggravated at jumping into an obviously stupid strategy. She wasn’t achieving her goal. She thought - “Things like this come easy to me”. Taking another sheet of paper to try again she could still smell the cookies in the room. Every idea she had still ended up at the strategy she first used. After ten minutes and two other attempts she gave up. She just couldn’t figure this thing out. She rang the bell. The experiment was over.
She wasn’.
This PPT shows conceptualisation of behaviourist perspectives of psychopathology. through social learning theory, reinforcements and little albert experiment.
2. This "marshmallow experiment" is a well known test conducted by Walter Mischel at Stanford University in the 1960s. http://www.youtube.com/watch?v=QX_oy9614HQ
3. A group of four-year-olds were given a marshmallow and promised another, only if they could wait 20 minutes before eating the first one. Some children could wait and others could not. The researchers then followed the progress of each child into adolescence and demonstrated that those with the ability to wait were better adjusted and more dependable (determined via surveys of their parents and teachers), and scored significantly higher on the Scholastic Aptitude Test years later.
4. HOW DID THEY DECIDE…. WHAT MADE the Children DECIDE whether TO eat MARSHMALLOW OR wait…
