The Blake Project, the brand consultancy behind Branding Strategy Insider, delivers interactive brand education workshops and keynote speeches designed to align marketers on essential concepts in brand management and empower them to release the full potential of the brands they manage.
Category: Industry Issues
The debate over which comes first, attitudes or behaviors, has been going on for a long time. But a lot of recent evidence seems to be tipping the scale in favor of behaviors, which is to say that, people act, then form attitudes after the fact consistent with their behaviors. If true, much of what brand marketers do needs to be seriously reconsidered.
Probably the best-known theory lending support to the notion that behaviors cause attitudes is Leon Festinger’s classic theory of cognitive dissonance. Strictly speaking, Festinger’s focus was on dissonance between attitudinal beliefs, but his theory helps explain things like the shifts in consumer attitudes typically observed after big-ticket purchases. People actively seek to assuage buyer’s remorse through a process of post-purchase rationalization in which they come to like the product they have already bought even more, boosting their attitudes about it relative to competition and downplaying concerns or perceptions of defects and shortcomings. It is the behavior – the purchase – that causes attitudes to change.
Another well-known empirical result showing that behaviors change attitudes comes from research into brainwashing techniques used on American POWs during the Korean War, as explained in detail by former Arizona State University psychologist Robert Cialdini in his highly regarded bestseller, Influence: Science and Practice. One technique was to force prisoners to sign essays denouncing the U.S. irrespective of the fact that these prisoners did not believe a single word of what they were being forced to sign. But despite the duress and divergence from beliefs, this technique worked to increase the likelihood that a prisoner would voluntarily engage in later acts of collaboration with his captors. The dynamic at work is one of consistency. Having made a small behavioral commitment, even under pressure, subsequent acts and attitudes seek to maintain consistency with this small first step. Over time, such small steps can add up to very big changes in attitudes.Read More
In his autobiography, “Confessions of an Advertising Man," legendary advertising pioneer David Ogilvy, tells how he was once invited to a corporate meeting to compete for a major account. When he entered in the chairman’s board room, the chairman said, “Mr. Ogilvy, we are interviewing several agencies. You have exactly fifteen minutes to plead your case. Then I will ring this bell and the next agency waiting outside will follow you.”
Ogilvy quickly asked: “How many people will be involved in the decision?”
“The twelve members of the Committee here today,” replied the chairman.
"Ring the bell!" Ogilvy said, and walked out.
David Ogilvy understood the perils of decision by committee. He knew that this approach to decision making often failed.
In behavioral science, there is a well-documented propensity for small committees to drift toward "extreme" decisions, that is, a group of individuals acting as a committee often makes a decision that none of the individuals acting alone would make, given the same information. Yet, even with this insight decisions are made this way everyday.Read More
Why is the client/ad agency relationship so complicated and fraught with drama on both sides?
Seemingly, the business relationship between clients and their marketing agencies seem to have ever-shorter life spans. True enough, the marketing game is a tough business for all concerned. Lately things seem to be more cantankerous between clients and their agencies. Both are behaving badly these days.
If you’re on the client-side, have you been subjected to these poor ad agency behaviors?
The agency won your business with principals and senior talent then turned the real work over to junior-level (more-profitable) people.
In pitching your business, the agency presented creative work produced by creatives who no longer work at the agency.
In pitching your business the agency claimed expertise they didn’t have.
The agency intentionally low-balled fees to win your business, then made up for it in future ‘out-of-scope’ or “mission-creep” billings.
Account planning made recommendations weighted to those marketing channels driven by profit to the agency rather than results for you.
Or perhaps you’re the Principal of an ad agency, have you ever experienced these soul-sucking client moves?Read More
Marketing and management are at war in today’s boardrooms.
The reason for the war is that marketing and management don’t understand each other. The reason they don’t understand each other is that their brains are different.
Management people tend to be left-brain thinkers: they are verbal, logical and analytical.
Marketing people tend to be right-brain thinkers: they are visual, intuitive and holistic. Which one are you? Are you Left-Brained or Right-Brained?
This short quiz will reveal the answer, giving you a better sense of 'where you are' in the room.
Sponsored By: Brand AidRead More
Advertising legend David Ogilvy left us with more than what it takes to make great advertising. He also shared a clear direction on how his employees — his people — should be treated. Please take a moment today and think about the agency, consultancy — corporate culture you are creating or influencing. Then read David Ogilvy's thoughts below on creating the ideal culture. Are his values alive where you work?
1) We treat our people like human beings. We help them when they are in trouble—with their jobs, with illnesses, with alcoholism, and so on.
2) We help our people make the best of their talents. We invest an awful lot of time and money in training—perhaps more than any of our competitors.
3) Our system of management is singularly democratic. We don’t like hierarchical bureaucracy or rigid pecking orders.
4) We abhor ruthlessness.
5) We like people with gentle manners. Our New York office goes so far as to give an annual award for what they call “professionalism combined with civility.”Read More