Category: Branding

💎 On the power of the media context to shape the message (it matters where you see it)

Information is not processed neutrally. We are swayed by contextual cues.

Jeremy Bullmore, former Creative Director and Chairman of JWT in London, notes that this affects not just headlines, but advertising too:

A small ad reading “Ex-governess seeks occasional evening work” would go largely unremarked in the chaste personal columns of ‘The Lady’. Exactly the same words in the window of a King’s Cross newsagent would prompt different expectations.

Excerpt from: The Choice Factory: 25 behavioural biases that influence what we buy by Richard Shotton

💎 On the power of framing a (subway) performance

Bell’s subway performance started with Bach’s Sonatas and Partitas for Unaccompanied Violin, on of the most challenging piece ever composed for the instrument. Over the next forty-three minutes the concert continued, but on that January morning there was no thunderous applause. There were no cameras flashing. Here was one of the best musicians in the world playing in the subway station for free, but no one seemed to care. Of the 1,097 people who walked by, hardly anyone stopped. One man listened for a few minutes, a couple of kids stared and one woman, who happened to recognise the violinist gaped in disbelief.

Except from: Sway: The Irresistible Pull of Irrational Behaviour bu Ori Brafman and Rom Brafman

💎 On reframing price comparisons in competitive markets (low-cost travel)

Transavia’s brilliant idea was to create a snack packaging that doubled as an aeroplane ticket to a low-cost destination. A €35 packet of crisps would buy you a one-way ticket from France to Barcelona, a €40 bag of gummy bears would take you to Lisbon, or a €40 cereal bar would get you to Dublin. Simply walk into your local Carrefour supermarket, buy the snack, and then enter the code found inside the packaging to redeem your ticket and choose your outbound flight.

Excerpt from: The Contagious Commandments: Ten Steps to Brand Bravery by Paul Kemp-Robertson and Chris Barth

💎 On the power of admitting flaws (in legal trials)

Evidence for the success of this strategy has been found outside the domain of advertising as well. Consider an example of its use in law: in a study conducted by behavioural scientist Kip Williams and colleagues, when jurors heard a lawyer mention a weakness in his own case before the opposing attorney mentioned it, they rated him as more trustworthy and were more favourable to his overall case in their verdicts because of that perceived honesty. Additionally, anyone who is considering a career change may be interested to learn that a recruitment study found that applicants whose curriculum vitae contained only wholly positive references were invited to fewer interviews than those whose curriculum vitae first highlighted a weakness or slight limitation before going on to describe positive characteristics.

Excerpt from: Yes! 50 Secrets from the Science of Persuasion by Noah Goldstein, Steve Martin and Robert Cialdini

💎 On how concrete imagery is more memorable than abstractions (Iliad and the Odyssey)

Yale researcher Eric Havelock studies tales that have been passed down by word of mouth, such as the Iliad and the Odyssey. He notes that these tales are charachterized by lots of concrete actions, with few abstractions. Why? The ancient Greeks certainty had no problem with abstraction — this was the society that produced Plato and Aristotle, after all. Havelock believes that the stories evolved away from abstraction over time. When they were passed along from generation to generation, the more memorable concrete details survived and the abstractions evaporated.

Excerpt from: Made to Stick: Why some ideas take hold and others come unstuck by Chip Heath and Dan Heath

💎 On the persuasive power of vivid details (even when they’re not central to the argument)

In 1986, Jonathan Shedler and Melvin Manis, researchers at the University of Michigan, created an experiment to simulate a trial. Subjects were asked to play the role of jurors and were given the transcript of a (fictitious) trial to read. The jurors were asked to assess the fitness of a mother, Mrs. Johnson, and to decide whether her seven-year-old son should remain in her care.

The transcript was constructed to be closely balanced: There were eight arguments against Mrs. Johnson and eight arguments for Mrs. Johnson. All the jurors heard the same arguments. The only difference was the level of detail in those arguments. In one experimental group, all the arguments against her had no extra details; they were pallid by comparison. The other group heard the opposite combination.

As an example, one argument in Mrs. Johnson’s favor said: “Mrs. Johnson sees to it that her child washes and brushes his teeth before bedtime.” In the vivid form, the argument added a detail: “He uses a Star Wars toothbrush that looks like Darth Vader.”

An argument against Mrs. Johnson was: “The child went to school with a badly scraped arm which Mrs. Johnson had not cleaned or attended to. The school nurse had to clean the scrape.” The vivid form added the detail that, as the nurse was cleaning the scrape, she spilled Mercurochrome on herself, staining her uniform red.

The researchers carefully tested the arguments with and without vivid details to ensure that they had the same perceived importance — the details were designed to be irrelevant to the judgment of Mrs. Johnson’s worthiness. It mattered that Mrs. Johnson didn’t attend to the scarped arm; it didn’t matter that the nurse’s uniform got stained in the process.

But even though the details shouldn’t have mattered, they did. Jurors who heard the favorable arguments with vivid details judged Mrs. Johnson to be a more suitable parent (5.8 out of 10) than did jurors who heard the unfavorable arguments with vivid details (4.3 out of 10). The details has a big impact.

Excerpt from: Made to Stick: Why some ideas take hold and others come unstuck by Chip Heath and Dan Heath

💎 On how contextualising statistics in more everyday terms can make them more tangible (compelling)

Contrast the following two statements:

  1. Scientists recently computed an important physical constraint to an extraordinary accuracy. To put the accuracy in perspective, imagine throwing the rock from the sun to the earth and hitting the target within one third of a mile if dead center.
  2. Scientists recently computed an important physical constraint to an extraordinary accuracy. To put the accuracy in perspective, imagine throwing a rock from New York to Los Angeles and hitting the target within two thirds of an inch of dead center.

Which statement seems more accurate?

As you may have guessed, the accuracy levels in both questions are exactly the same, but when different groups evaluated the two statements, 58 percent of respondents ranked the statistic about the sun to the earth as “very impressive.” That jumped to 83 percent for the statistic about New York to Los Angeles. We have no human experience, no intuition, about the distance between the sun and the earth, The distance from New York to Los Angeles is much more tangible. (Though, frankly, it’s still far from tangible. The problem is that if you make the distance more tangible — like a football field — then the accuracy becomes intangible. “Throwing, a rock the distance of a football field to an accuracy of 3.4 microns” doesn’t help.)

Excerpt from: Made to Stick: Why some ideas take hold and others come unstuck by Chip Heath and Dan Heath

💎 On a little bit of controversy going a long way (fixing potholes)

Everywhere potholes are a problem, everywhere councils ignore the,

Sure they’ll fix them, eventually, when they get around to it.

Which usually means months, sometimes a year later.

One cyclist in Bury decided to elevate potholes up the council’s list of priorities.

He knew the council couldn’t be bothered about potholes.

But the council were red hot on covering up graffiti.

Graffiti left on display was like advertising that the council weren’t doing their job.

It was very visible so it was covered up immediately.

He decided to use graffiti to solve the pothole problem.

Wherever there was a large pothole in the road he sprayed a set of genitals round it.

Badly drawn — just balls and a knob, crude in every way.

But suddenly the potholes stood out.

Suddenly the potholes, which had previously been invisible to the council, were seen to be outraging public decency.

The potholes, which had been ignore for months, were repaired and the graffiti removed within forty-eight hours.

Excerpt from: Creative Mischief by Dave Trott

💎 On the Knowledge Illusion (how do zippers work?)

How does a zipper work? Rate your understanding on a scale from 0 (no clue) to 10 (easy-peasy). Write the number down. Now sketch out on a piece of paper how a zipper actually works. Add a brief description, as through you were trying to explain it very precisely to someone who’d never seen a zipper before. Give yourself a couple of minutes. Finished? Now reassess your understanding of zippers on the same scale.

Leonid Rozenblit and Frank Keil, researchers at Yale University confronted hundreds of people with equally simple questions. How does a toilet work? How does a battery work? The results are always the same: we think we understand these things reasonably well until we’re force to explain them. Only then do we appreciate how many gaps there are in our knowledge You’re probably similar. You were convinced you understood more than you actually did. That’s the knowledge illusion.

Excerpt from: The Art of the Good Life: Clear Thinking for Business and a Better Life by Rolf Dobelli

💎 On the danger of a market leader responding to a smaller brands claims (Coca-Cola vs. Pepsi, Hertz vs. Avis, etc.),

As Napoleon said: “Never interrupt your opponent when he is making a mistake.”

Years ago, Avis ran its famous campaign: “We’re only no 2. We try harder.”

It worked so well it began to harm morale at Hertz, the market leader.

Hertz was forced to respond with a single campaign saying: “For years, Avis has been telling you Hertz is no 1. Now we’re going to tell you why.”

It worked for Hertz employees, but for the public it cemented Avis as an equal competitor to Hertz.

Years later, Pepsi ran “The Pepsi challenge” saying seven out of 10 cola-drinkers preferred the taste of Pepsi to Coke.

Coke was so spooked it announce it was changing its formula.

On the day it did, all Pepsi employees were given a day off.

Because Coke was doing Pepsi’s advertising for it.

A few years back, the RAC ran a campaign about how it could get to a broken-down car faster than anyone else.

Rupert Howell has the AA as a client at that time.

He told me it was all he could do to stop the AA client from running a campaign replying to the RAC claim and disproving it.

Rupert managed to stop the AA from doing the RAC’s advertising for it.

Because Rupert understood what RAC was trying to do.

We shouldn’t be frightened of provoking a response, we should be trying to provoke a response.

Especially from someone bigger.

If we can use our budget to provoke our opponent into spending their money answering us back, it’s a very effective way of positioning ourselves in the public’s mind.

By making them spend their money doing our advertising for us.

Excerpt from: Campaign Magazine article by Dave Trott

💎 On how big numbers fail to move us (for charity fundraising)

In a 1992 survey by W. H. Desvousges and colleagues, people were told that birds were dying because they became mired in uncovered pools of oil at refineries. This (fictitious) problem could be solved by putting nets over the pools. The experiment asked participants to indicate how much they would be willing to pay for nets to save the birds The researchers tried telling different groups that 2,000 birds were being killed a year — or 20,000 birds, or 200,000 birds. The answers didn’t depend on the number of birds! In all cases, the average dollar amount was $80. Evidently, all that registered was A lot of birds are being killed. We should do something about it.

Excerpt from: Priceless: The Myth of Fair Value (and How to Take Advantage of It) by William Poundstone

💎 On the idea of alchemy (in psychology, 2 + 2 can equal more or less than 4)

The advertising agency J. Walter Thompson used to set a test for aspiring copywriters. One of the questions was simple: ‘Here are two identical 25-cent coins. Sell me the one on the right.’ One successful candidate understood the idea of alchemy. ‘I’ll take the right-hand coin and dip it in Marilyn Monroe’s bag. Then I’ll sell you a genuine 25-cent coin as owned by Marilyn Monroe.’

In maths it is a rule that 2 + 2 = 4. In psychology, 2 + 2 can equal more or less than 4. It’s up to you.

Excerpt from: Alchemy: The Surprising Power of Ideas That Don’t Make Sense by Rory Sutherland

💎 On costly signals being more powerful (Peacocks, Antelopes, and evolution)

This type of public grandstanding is common in the animal world, too. Israeli ethologist Amotz Zahavi noted that animals often engage in showy and even dangerous displays of courage to attract mates and raise their stats. Male peacocks show off their gorgeous plumage in part to demonstrate to females that they can support the heavy weight, an evolutionary disadvantage. (Large tail feathers translate into slower running and a reduced ability to hide from predators.) Antelopes often engage in stotting: They leap acrobatically straight into the air when hungry cheetahs are pursuing them, even though sprinting straight for the horizon is a better move. The animals’ dangerous waste of energy conveys strength, telling the cheetah, “Don’t even bother trying.” Similarly, guppies swim right under their predators’ noses before darting away. In evolution, it seems, survival of the fittest only captures part of the story.

Excerpt from: Rebel Talent: Why It Pays to Break the Rules at Work and in Life by Francesca Gino

 

💎 On basing decisions on myths and anecdotes (bloodletting a prime example)

The study of marketing is so young that we would be arrogant to believe that we know it all, or even that we have got the basics right yet. We can draw an analogy with medical practice. For centuries this noble profession has attracted some of the best and brightest people in society, who were typically far better educated than other professionals. Yet for 2,500 years these experts enthusiastically and universally taught and practised bloodletting (a generally useless and often fatal ‘cure’). Only very recently, about 80 years ago, medical professional started doing the very opposite, and today blood transfusions save numerous lives every day. Marketing manager operate a bit like medieval doctors — working on anecdotal experience, impressions and myth-based explanations.

Excerpt from: The Choice Factory: 25 behavioural biases that influence what we buy by Richard Shotton

💎 On talking to the audience in their language (not yours)

Horse Power was comparison everyone could understand.

Suddenly, Watt had put the steam engine into a language that made sense to the layman. Which is exactly what Steve Jobs did when he launched the iPod.

He didn’t compare it to to other MP3 players for speed and fidelity.

That would have been a market-share comparison.

Steve Jobs had a much bigger opportunity in mind, market-growth.

That’s why he compared the iPod to something ordinary people could understand.

He simply held it up and said “A thousand songs in your pocket.”

Because 200 years later the rules for creative communication haven’t changed. You talk to the audience in their language. Not yours.

Excerpt from: Creative Blindness (And How To Cure It): Real-life stories of remarkable creative vision by Dave Trott

💎 On leading from the front (an example of Napoleon’s leadership)

One battery in particular was critical to the bombardment due to its elevated terrain. But it was also the most vulnerable to counterattack, thus making it the most dangerous to operate. Bonaparte’s superiors informed him that no soldier would volunteer to man the battery. Walking through camp in contemplation he spotted a printing machine which gave him an idea. He created a sign to hang near the battery: “The battery of the men without fear.” When the other soldiers saw it the next morning they clamoured to earn the honor of operating that cannon. Bonaparte himself wielded a ramrod alongside his gunners. The cannon was manned day and night. The French won the battle; Bonaparte won the acclaim.

Excerpt from: Rebel Talent: Why It Pays to Break the Rules at Work and in Life by Francesca Gino

💎 Those who break norms are more likely to be seen as having a higher status (teachers)

A survey of US college students asked them to reach to a description of a professor teaching at a top tier school. For some students we described the 45 year-old professor as wearing a t-shirt and having a beard. For others, we described him as clean-shaven and wearing a tie. The students rated the professor in a t-shirt as having higher status. The perception that an individual is consciously choosing not to conform is critical.

To signal status, deviations from the norm must demonstrate one’s autonomy to behave consistently with one’s own inclinations and to pay for the cost of nonconformity.

Excerpt from: Rebel Talent: Why It Pays to Break the Rules at Work and in Life by Francesca Gino

💎 Before believing a study take a look at its methodology (Ryanair satisfaction)

For example, in 2017 budget airline Ryanair announced that 92% of their passengers were satisfied with their flight experience. It turned out that their satisfaction survey only permitted the answers, ‘Excellent, very good, good, fair, OK’.

Excerpt from: The Art of Statistics: Learning from Data by David Spiegelhalter

💎 In our keenness to attribute success or failure to an intervention, we often forget that the change may well be a case of reversion to the mean (league tables)

It is not only sports teams that are ranked in league tables. Take the example of the PISA Global Education Tables, which compare different countries’ school systems in mathematics. A change in league table position between 2003 and 2013 was strongly negatively correlated with initial position, meaning that countries at the top tended to go down, and those at the bottom tended to go up. The correlation was -0.60, and some theory shows that if the rankings were complete chance and all that was operating were regression-to-the-mean, the correlation would be expected to be -0.71, not very different from what was observed. This suggest the differences between countries were far less than claimed, and that change in league position had little do with changes in teaching philosophy.

Excerpt from: The Art of Statistics: Learning from Data by David Spiegelhalter

💎 The power of name (brand) recognition

I give a final striking example, this time to do with publishers. In 1969, Jerzy Kosinsky’s novel Steps won the American National Book Award for fiction. Eight years later some joker had it retyped and sent the manuscript with no title under a false name to fourteen major publishers and thirteen literary agents in the US including Random House, the firm who originally published it. Of the 27 people to whom it was submitted no one recognised it had been published and all 27 rejected it.

Except from: Irrationality by Stuart Sutherland

💎 On how admitting a weakness on a minor issue makes a brand’s other claims more believable (Listerine, L’Oreal, and Avis)

When asking ourselves about such a person’s trustworthiness, we should keep in mind a little tactic compliance practitioners often use to assure us of their sincerity: They will seem to argue to a degree against their own interest. Correctly done, this can be a subtly effective device for proving their honesty. Perhaps they will mention a small shortcoming in their position or product (“Oh, the disadvantages of Benson & Hedges”). Invariably, though, the drawback will be a secondary one that is easily overcome by a more significant advantages — “Listerine, the taste you hate three times a day”; “Avis: We’re number two, but we try harder”; “L’Oreal, a bit more expensive but worth it.” By establishing their basic truthfulness on minor issues, the compliance professionals who se this ploy can then be more believable when stressing the important aspects of their argument.

Excerpt from: Influence: The Psychology of Persuasion by Robert Cialdini

💎 On confusing chauffeur knowledge with real knowledge (the danger of surface knowledge)

After receiving the Nobel Prize for Physics in 1918, Max Planck went on tour across Germany. Wherever he was invited, he delivered the same lecture on new quantum mechanics. Over time, his chauffeur grew to know it by heart: ‘It has to be boring giving the same speech each time, Professor Planck. How about I do it for you in Munich? You can sit in the front row and wear my chauffeur’s cap. That’d give us both a bit of variety.’ Planck liked the idea, so that evening the driver held a long lecture on quantum mechanics in front of a distinguished audience. Later, a physics professor stood up with a question. The driver recoiled: ‘Never would I have thought that someone from such an advanced city as Munich would ask such a simple question! My chauffeur will answer it.’

Excerpt from: The Art of Thinking Clearly by Rolf Dobelli

💎 On the need for brands to be distinctive not different (“Just do it”, “Every little helps”,…)

Domestos kills all known germs. Dead’ was an example. But in a world where functional advantages are quickly matched by the competition, brands rarely own these claims for long. In fact, any bleach could make the same claim of Domestos.

And this takes us to the nub of how branding works. Brands succeed not by being different, but by being distinctive. Brands need a distinctive style, tone of voice, and personality. They need to have their own way of saying what they do. An end-line’s job is to sum that up in a memorable way.

Think about two great brand end-lines: Nike’s “Just do it” and Tesco’s “Every little helps”. There’s nothing inherently ownable about these words. Or the sentiments behind them. You couldn’t come up with a more ordinary bunch of words if you tried. But each of these lines reflects an attitude to the category in question that’s clear, distinctive and memorable. And over time, they’ve become inextricable linked to the brands in question.

And that’s the point. “Ownership” takes time and money. The smart marketing directors who bought those successful long-running campaign ideas and end-lines weren’t agonising over wether they were ownable.

Excerpt from: How not to Plan: 66 ways to screw it up by Les Binet and Sarah Carter

💎 On making unfamiliar tech developments feel familiar through “skeuomorphism” (the iPhone calendar)

The California Roll principle is based on the underlying rule of combining something new with something familiar to make it ‘strangely familiar’. It’s a phenomenon that psychologists like Robert B. Zejonc have labelled the ‘mere-exposure effect’ or the ‘Law of Familiarity’. Humans, understandably, have a tendency to be more comfortable around people and things they are familiar with. There is more than one way to build on this.

Apple does it though a design feature Steve Jobs called ‘skeuomorphism’. It’s a catch-all term for when design cues are taken from common objects or elements in the physical world. The iPhone calendar resembles a physical calendar. The notes app looks like a yellow legal pad. The rubbish bin on the first Mac was exactly like a metal bin. The podcast app when first launched looked like an ancient reel-to-teel tape and iBook looked like a real bookshelf with wood veneers. The familiar elements are not necessary but tap into our memory banks.

Excerpt from: Who Can You Trust?: How Technology Brought Us Together – and Why It Could Drive Us Apart by Rachel Botsman

💎 On the power of varying sentence length (write like an orchestra)

This sentence has five words. Here are five more words. Five-word sentences are fine. But several together are monotonous. Listen to what is happening. The writing is getting boring. The sound of it drones. It’s like a stuck record. The ear demands some variety. Now listen. I vary the sentence length, and I create music. Music. The writing sings. It has a pleasant rhythm, a lilt, a harmony. I use short sentences. And I use sentences of medium length, And sometimes, when I am certain the reader is rested, I will engage him with a sentence of considerable length, a sentence that burns with energy and builds with all the impetus of a crescendo, the roll of the drums, the crash of the cymbals — sounds that say listen to this, it is important.

Excerpt from: On Writing Well by William Zinsser

💎 On communicating two strong propositions in one ad (is like welding a JCB to a Ferrari)

Whereas with a complicated proposition you dilute and fragment your message.

Less important points don’t add to the communication.

They detract from the most important point.

That’s what the single-minded proposition is all about.

That’s why we need people to make the effort to decide what is absolutely essential.

Not just people who think of what else they can include.

Welding a JCB to a Ferrari doesn’t make a machine that can dig roads at 200 mph.

It makes something that can’t do either job properly.

Excerpt from: Predatory Thinking: A Masterclass in Out-Thinking the Competition by Dave Trott

💎 On the danger of generalising too far (the dangers of the recovery position)

During the Second World War and the Korean War, doctors and nurses discovered that unconscious soldiers stretchered off the battlefields survived more often if they were laid on their fronts rather than on their backs. On their back, they often suffocated on their own vomit. On their fronts, the vomit could exit and their airways remained open. This observation saved many millions of lives, not just of soldiers. The “recovery position” has since become a global best practice, taught in every first-aid course on the planet. (The rescue workers saving lives after the 2015 earthquake in Nepal had all learned it.)

But a new discovery can easily be generalised too far. In the 1960s, the success of the recovery position inspired new public health advice, against most traditional practices, to put babies to sleep on their tummies. As if any helpless person on their back need just the same help.

The mental clumsiness of a generalisation like this is often difficult to spot. The chain of logic seems correct. When seemingly impregnable logic is combined with good intentions, it becomes nearly impossible to spot the generalisation error. Even thought the data showed that sudden infant deaths went up, not down, it wasn’t’ until 1985 that a group of paediatricians in Hong Kong actually suggested that the prone position might be the cause.

Excerpt from: Factfulness: Ten Reasons We’re Wrong About The World – And Why Things Are Better Than You Think by Hans Rosling, Ola Rosling and Anna Rosling Rönnlund

💎 On changing the name to change support (estate tax or inheritance tax?)

A clear but somewhat narrow majority of Americans today support eliminating the so-called “estate tax,” and a slightly higher percentage would back the elimination of the “inheritance tax,” but more than 70 percent would abolish the “death tax”. Sure, some object that the term “death tax” is inflammatory, but think about it. What was the event that triggered its collection?

Excerpt from: Words That Work: It’s Not What You Say, It’s What People Hear by Frank Luntz

💎 On the power of framing your request (how Danny Boyle got 60,000 people to keep a secret)

In a social media-driven and 24-hour news world, how on earth do you give 60,000 people a preview of what millions can’t wait to see… yet manage to persuade them to keep schtum about it for five days? The answer: you choose your words smartly. Danny Boyle, London 2012 Olympics Artistic Director, displayed a genius understanding of both human nature and the power of the right word when he asked the lucky attendees of his Opening Ceremony dress rehearsal to “#SaveTheSurprise”. Because amazingly, everyone did. How different would it have been, though, if instead had Danny asked them to “Keep It Secret”? The words seem so similar. But the canny choice of the word “surprise” rather than “secret” made all the difference. Everyone wants to know and tell a secret. We can’t help ourselves. It’s human nature. But no-one wants to spoil a surprise, or have a surprise spoiled. The persuasive power of the words we choose… Choose them carefully.

Excerpt from: How not to Plan: 66 ways to screw it up by Les Binet and Sarah Carter