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The Power of Emotional Marketing by Jeanette McMurtry

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Thank you for attending my session at dmaDetorit's Educational Seminar Nov. 17, 2011 and for your interest in my report on this fascinating field of psychology-based marketing. As promised, attached you will find my whitepaper on this topic which summarizes the statistics, theories and concepts I presented. For further reading, you might want to read studies from Gerald Zaltman and Martin Lindstrom, both actively engaged in brain scan testing to determine how we respond to product and marketing stimuli.

Please join the dialogue on psychology-based marketing via my group on LinkedIn. Search “Psychology Based Marketing” and look for my logo, e4m, and my name. It is an open group so please join and feel free to post your thoughts, ideas and questions anytime. You can also follow me on Twitter - @jeanettee4m, and connect with me via Facebook. I plan to tweet about new studies and ideas often.

Also, I do conduct customized presentations and sales training programs on how to engage psychologically with consumers via sales and marketing activities, and have been successful with clients in the financial services, insurance, healthcare, DM/print, and consumer goods industries. If interested, I can send you more information on my training programs or customized presentations. You can reach me anytime at 970 390 6909 or via this email address.

In the meantime, enjoy the attached report, and stay connected with me!


Jeanette McMurtry
Author, Keynote Presenter, Consultant
Principal, e4marketing

e4marketing - Four Degrees of Emotional Marketing
Experiences – Enlightenment – Engagement = Excitement

970 390 6909
PO Box 370
Eagle, CO 81631

Publié dans : Formation, Business, Technologie
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The Power of Emotional Marketing by Jeanette McMurtry

  1. 1. The Power of Emotional Marketing A Special Report by the Author of “Big Business Marketing for Small Business Budgets” (McGraw-Hill) Jeanette McMurtry Principal/Chief Strategy Officer e4marketing Company PO Box 370 , Eagle, CO 81631 970-390-6909 | jeanette@e4marketingco.comAll rights reserved. Except for use in review, the reproduction or use of this work in any form or by anyelectronic, mechanical or other means not known of hereafter invented, including xerography, photocopying,recording, and any information storage and retrieval systems is forbidden without the written permission ofthe author.©2008 Jeanette McMurtry. All rights reserved. 1
  2. 2. Getting Emotional With Customers Through Experiential Marketing Strategies Understanding the emotions behind purchasing behavior is critical to anybusiness, whether in the business-to-business or business to consumer space. Onceyou understand emotional influences, you can then create highly relevant, meaningfulmessages, graphic presentations, promotions and offers that will help you drawcustomers to your brand, connect with them, and capture their lifetime value. Capturelifetime value is one of the most important goals of any marketing program. Researchshows that it costs typically $20 on average to gain a new customers, and only $4 toretain a customer. Regardless of whether you work in the business to consumer space, or thebusiness to business space, you must understand the emotions associated withpurchasing decisions for your products or services in order to connect with customers,draw them to your brand, and build personal value and equity that lasts a lifetime.Capturing customers’ lifetime value is essential to staying competitive and profitable intoday’s highly competitive and cluttered markets.Moving from Unique Selling Propositions to Emotional Selling PropositionsBuilding brands in a market where consumers have more choices and are moredemanding than ever before, businesses must have more than a unique sellingproposition. They must have an emotional selling proposition or ESP. USPs really are an oxymoron. When is the last time you came across a trulyunique USP? Think about it. They are almost always founded on best price, bestservice, best quality. None of these are unique. For products, price is often set bymanufacturers; and everyone thinks their quality and service is far better thancompetitors. The consumer is the only one that can make this determination. Recent research by various groups including Meridian and Cap Gemini Ernst andYoung show that consumers prefer selection and customization over price; and thatthey don’t differentiate retailers by their value propositions. Rather, they want to dobusiness with brands that treat them with honesty and respect. Brands must know what emotions consumers seek to fulfill when purchasingproducts and services in their categories. They must create marketing messages,offers, promotions, benefits and experiences that fulfill the desired emotions or“enduring concept of self” of their customers. For years, psychologists have maintained that nearly all human behavior isemotionally driven, and most often unconsciously. Today, marketing experts arejumping on this bandwagon and cashing in big. Big brands such as Proctor andGamble, Coke, Pepsi, and more are turning to neuromarketers to give them in-depthinsight as to how their customers really think and what emotions really drive theirpurchasing behavior. According to neuromarketing pioneer, Gerald Zaltman, “95% of all thought occursin the unconscious.” And because of this theory, marketers worldwide and putting agreat deal of time, money and energy into discovering exactly what goes on in theunconscious mind of their consumers when shopping, and how they can tap thatpowerful activity, thus spawning the rapid growth of neuromarketing.©2008 Jeanette McMurtry. All rights reserved. 2
  3. 3. What actually is neuromarketing? According to the definition on Wikipedia, the freeonline encyclopedia: Neuromarketing is a new field of marketing which uses medical technologies such as functional Magnetic Resonance Imaging (fMRI) to study the brains responses to marketing stimuli. Researchers use the fMRI to measure changes in activity in parts of the brain and to learn why consumers make the decisions they do, and what part of the brain is telling them to do it. Marketing analysts will use neuromarketing to better measure a consumers preference, as the verbal response given to the question "Do you like this product?" may not always be the true answer. This knowledge will help marketers create products and services designed more effectively and marketing campaigns focused more on the brains response.The power of neuromarketing is that it tells marketers what they can likely expectin terms of consumer behavior, and how “little” things such as the color or shapeof a product’s packaging; the sound it makes when shaken, graphic designs, andso on impact consumers choices at the point of sale.Following is an excerpt from Wikipedia on neuromarketing and its effect on results onthe infamous Pepsi Challenge: In a study by Read Montague, the director of the Human Neuroimaging Lab and the Center for Theoretical Neuroscience at Baylor University, published in the October 14, 2004 issue of Neuron, 67 people had their brains scanned while being given the "Pepsi Challenge", a blind taste test of Coca-Cola and Pepsi. Half the subjects choose Pepsi, and Pepsi tended to produce a stronger response than Coke in the brains ventral putamen, a region thought to process feelings of reward. But when the subjects were told they were drinking Coke three-fourths said that Coke tasted better. Their brain activity had also changed. The medial prefrontal cortex, an area of the brain that scientists say governs high-level cognitive powers was now being used, indicating that the consumers were thinking about Coke and relating it to memories and other impressions. The results demonstrated that Pepsi should have half the market share, but in reality consumers are buying Coke for reasons related less to their taste preferences and more to their experience with the Coke brand. However, it should be noted that Pepsi is sweeter than coke, and thus may do better in taste tests where only a small sample is given. Many people who prefer small amounts of Pepsi would probably rather consume an entire can of Coke to a can of Pepsi because people often grow tired of very sweet flavorsAccording to a column published by iMedia Connection, an online publication, written byJim Meskauskas, “Neuroscience is learning that there is more than one part of the brainthat influences feelings, while another influences thought. Both parts of the brain canwork at cross purposes during the process of making a decision. Neuromarketing holdsout the promise of decoding these processes and converting marketing messages into alanguage that appeals to the different parts of the brain and motivates a decision in yourfavor.”©2008 Jeanette McMurtry. All rights reserved. 3
  4. 4. Psychologists categorize human behavior in two ways: • The pursuit of pleasure • The avoidance of painEssentially, all that we humans do in our personal lives and professional lives fit intothese categories. Personally, we pursue joy, happiness, security, status, prestige,excitement and thrills. – all of which we believe will lead to pleasure. Professionally, weseek to avoid the pain of making decisions that hurt our careers, jeopardize our jobsand our ability to provide for our basic needs and those of our families. We also seek tofind pleasure in the work we do, and make choices that lead to praise, recognition,promotion, and wealth. As marketers, we need to understand how our products and/or services fit thosetwo basic human pursuits, and the emotions that influence decisions along the path toachieving either. To do this, we must understand how decisions are made. Consumers typically go through a five step decision process, all of which areheavily influenced by our emotional experiences while shopping for a good or service,and the emotions we are seeking to achieve through the purchase at hand. Following isa brief description of how this decision process works.Understanding the Consumer Decision ProcessProblem recognition:Our problems typically fall into two categories: Physical – which covers tangible needssuch as financial, nutritional, comfort, safety, health, and so on. Emotional – whichcovers inner peace, joy, comfort, security, belonging, love, and self-esteem. Wecontinuously face real and perceived problems in these categories and seek the bestpossible solutions with the least risk, physical and opportunity costs, and obstacles. Personal problems might be as simple as needing to buy a tube of toothpaste, ascomplex as buying a car or computer; purchasing clothes for a job interview, findingnursing care for ailing parents. Business problems might include hiring the right supportstaff; purchasing IT systems, making media purchases for advertising campaigns. All ofthese decisions, personal and business related have a strong emotional component.Consider the emotions behind the above referenced purchases: • Toothpaste: Wanting to feel beautiful and youthful influences you to buy a tooth whitening product vs. a cavity protection product. • Car: Beyond function and reliability, we want a car that helps us and others around us feel we’ve achieved a certain status in life; we want a car that supports our concept of self in terms of appearance, power, and performance. • Computer: Our purchases often center around feeling smart, and that we are informed enough to make wise decisions. • Clothing for job interview: We seek apparel that makes us feel and look like the person we want to be – confident, bold, successful, charismatic, accomplished, innovative. • Support staff: We tend to hire people that will make us look good ourselves rather than just one that can fill the job. Supervisors often don’t hire someone that has more accomplishments than they do; more charisma than they do as©2008 Jeanette McMurtry. All rights reserved. 4
  5. 5. they don’t want to be overshadowed and feel insecure in their own jobs. Job skills often rank below these emotional influences. • IT systems: We want to purchase products that make us feel smart and look good to our bosses as they perform, meet expectations and are within budget, all of which counts for a positive job review down the road. • Media purchases: Brands often purchase space in media outlets that support the emotional image they want to project – excitement, innovation, individuality, self- esteem, confidence, and so on.Image and Fact Matching: Before making complex purchases, we spend time researching various purchaseand vendor options. We look for facts that make us feel secure, and seek forreassurance that products match our image of our self, and the image we want toproject to others. Both of these processes are emotionally driven. Marketers need to understand what emotions consumers are trying to achieve orfulfill when making product selections. Understanding this process in a consumers’decision process is among the most critical for marketers in all industries. Emotions clearly influence our decisions regarding our personal, social andfamily lives; yet they are also behind many of our business choices.Trial Purchase, Post-Purchase Evaluation and Loyalty Assignment:Essentially all purchases are trial purchases as we are putting the products and vendorswe purchase on trial. When evaluating our purchases, we assess how they made usfeel: comfortable, confident, secure, happy, successful, excited, intelligent, smart? If theprocess of shopping for a product, using or experiencing a product, and the post-purchase service fulfilled the emotions we seek, consciously and unconsciously, thenwe tend to assign our loyalty. If our emotional goals were not achieved, we tend toassign our loyalty elsewhere. As consumers, we often buy on emotion and then justify their decision with facts.According to an article by Ken Orwig, Supreme Court Justice William O. Douglas wasquoted as saying, “At the constitutional level where we work, 90% of any decision isemotional. The rational part of us supplies the reasons for supporting our predilections.”Building an Emotional Marketing ConnectionDr. Glenn Livingston, a well-known clinical psychologist, describes emotion as a state ofpsychological arousal and lists four core emotions that most advertising is designed toevoke: Mad, Glad, Scared and Sad. Livingston points out that advertising should bedesigned to portray an emotional benefit vs. emotions. He claims that knowing how ourmessages or brand activity makes someone feel is minimally useful, and that the realmetric is in the emotional benefit perceived by the consumer, or rather, how they feelabout themselves when they use or product of service. Understanding how to create the proper emotional benefit is essential tomarketing success because as Livingston states, “emotional benefits relate directly andpowerfully to enduring self concept.” As controversial as they might be, sexually©2008 Jeanette McMurtry. All rights reserved. 5
  6. 6. provocative advertisements such as those for Calvin Klein and Abercrombie and Fitchproduce results because of the enduring self concept they create among “wanna be”consumers, or those that want to emulate and experience the images created in theadvertisements. As long as a brand contributes positively to a person’s sense of self, they are in astrong position to develop a lifetime relationship with that customer, and this is the keyto success. Lifetime values translate into long-term profitability and overall returns onadvertising investments.Consider the lifetime value of upscale car customers: * Lifetime is 20 years ~ ages 40 to 60 * Purchase frequency is every three years * Lifetime purchases are around 6 * One car = $45,000 x 6 $270,000 * Services = $1000/yr x 20 $20,000 * Customer Worth $290,000 * Referral Worth (3) $870,000 * Potential LTV: $1,160,000Capturing lifetime value is critical to any business, and research indicates that whenpeople feel positive about themselves or experience joy in some form, and associatethose positive feelings with a brand, they are more likely to assign their loyalty andbecome lifetime customers.Emotional Marketing Appeals:Emotional marketing appeals are designed to address a consumers’ frame of mind,emotional needs more than physical needs, and often involve sensory experiences. Onthe other hand, rational marketing appeals are most often based upon promises of bestprice, best value, best quality, or the practical side of purchasing decisions. While rational advertisements focus often “chest beat” about competitive pricedifferences and overall monetary value, emotional advertising’s promises are moresubtle. Print advertisements designed to tap a buyer’s emotional triggers will use theappropriate colors, designs, fonts for the target audience and include promises basedupon emotional needs such as relief from stress vs. the best price; or confidence inservice, satisfaction promises, and other elements that take the fear of the purchaseprocess. In a broadcast advertisements, the music and voice tones, and moving visualscan work together for a warm, emotional effect, and to portray a specific situation, state-of-being, persona, image and the like. Emotional marketing is manifest through various mediums – print, broadcast andinternet. It also takes place through sensory experiences. Successful marketingprograms today blend both emotional messaging strategies with experiential strategiesto create a total experience for the customer, one that is remarkable and memorable. To this end, Livingston suggests that emotional marketing works best when donein a subtle manner, one that does not “force the emotional benefit by telling theconsumer directly” how they should feel as this takes away their personal power.Indirectly communicating the emotional benefit has much stronger implications and©2008 Jeanette McMurtry. All rights reserved. 6
  7. 7. results as it preserves consumers’ sense of self, personal power, and feelings of controlover their insecurities. Following is a list of emotional benefits that consumers consciously andunconsciously seek from the products and services they purchase: • Achievement • Style • Pride of ownership • Conformity • Security • Ambition • Self-improvement • Power • Status • LoveAudit your brand’s emotional appeal. Dig deeper into the psyche of your customers tolearn how your products or services fulfill these benefits, and what emotional benefitsare of the greatest importance to them.EVOKING EMOTIONSKnowing which words trigger desired is critical to the success of emotional marketing.Copywriters carefully select words that have the best ability to provoke the desiredthoughts, images, senses, feelings of comfort or urgency – whatever the call to actioncalls for. According to research reported by Sanders Consultation Group Plus, wordsthat are highly effective in generating emotional responses include:Absolutely Fantastic Pioneer TurbochargedAccurate Fascinating Popular UltimateAmazing Foolproof Powerful UnconditionalApproved Force Practical UniqueAuthentic Foremost Preferred UnlimitedBargain Fortune Private UnparalleledBetter Genuine Professional UnprecedentedBig Greatest Profitable UnsurpassedBonus Guaranteed Proven UnusualCelebrate Honor Quality UrgentChallenge Immediately Quickly UsefulColorful Improved Rare ValuableCommanding Incredible Recommended WealthComplete Informative Reduce WonderfulConvenient Inspect RefundableDelivered Invincible ReliableDependable Largest SensationalDirect Limited SimplifiedDiscount Lifetime SkilledEasily Magnificent StrongEffective Matchless SturdyEnchanting Maximum SubstantialEndorsed Miracle SuccessfulExquisite Outperforms SuperiorExtraordinary Outstanding TestedExtravagant Overpower TimelessFamous Personalized Tremendous©2008 Jeanette McMurtry. All rights reserved. 7
  8. 8. Creating Emotionally Powerful Brand ExperiencesEmotional marketing is not limited to messaging strategies. It must encompass allinteractions a customer has with your brand. One of my favorite examples is ArmaniExchange. They create a highly emotional experience in their retail locations thoughthe power of music. Armani Exchange researched the type of music that evokespositive emotions and images of self among its customers and plays carefully selectedsongs loudly to create a high energy, fun atmosphere. While shopping, customers getin sync with the music, feel excited, energized, enthused, and as a result, spend more.After one test pilot of this concept, their revenue per retail foot went from severalhundreds to several thousands within days. One of the greatest challenges associated with emotional marketing is scientificevidence that it is working. Again according to neuromarketing pioneer Zaltzman, “95%of all thought occurs in the subconscious.” This implies that as consumers we oftendon’t even know why we make the purchasing decisions we do. From studying bodygestures and facial gestures to determine what types of package designs, graphicimages, colors, and design elements trigger the emotions that influence shoppingbehavior, product manufacturers are making big changes to their packaging andproduct presentations. For one, the Clairol Herbal Essence package is now brighter,slightly curved, has a fun, happy smiley icons, and reads like the product inside istalking directly to the consumer – a much more emotionally charged approach than theold pale pink rectangle package. Even when consumers are aware that their decisions were influenced byemotions, or desires to enhance their self-image and status projection, they are oftenhesitant to admit this to themselves and even more so to others. Few of us admit thatadvertising influenced us to purchase specific one brand over another. This attitudecoupled with the fact that our subconscious drives much of our behavior makes it verydifficult to substantiate the impact emotional marketing has on sales in a qualitativemanner.Sensational Brand ExperiencesResearch has long shown that the senses have a significant impact on human behavior.It’s no news that when you walk past the cookie counter in a shopping mall orrestaurant, you start feeling hungry and crave a hot, gooey chocolate chip cookie. Itmay be less obvious that when you smell strong scents of lavender or vanilla, you likelyrelax a little and release some of the tension from a hard, long day. Scents, textures,sounds, tastes and graphics all have a strong impact on our behavior – some of whichwe are aware and many of which we are not. According to an article by Michael Lindstrom, many supermarkets in NorthernEurope actually have pipelines connecting them to distant bakeries so that the scent offresh bread permeates the stores’ entry, enticing passersby to come in and buy hot,fresh bread. Singapore Airlines which continues to post high profits in a time whenmost others in the industry are fighting bankruptcy creates a sensual experience withmusic, fragrance, and a high standard of customer service to create a pleasant, relaxingflight.©2008 Jeanette McMurtry. All rights reserved. 8
  9. 9. Neuroscientists have long studied the effects of scents on human behavior and many oftheir theories have been integrated in to the work place. For example, factories in Asiahave been known to mist lemon scent in the assembly areas this aroma appears tohave a positive impact on productivity. Aromatherapy has significant implications inbusiness settings as well. Factories have misted scents of citrus and other invigoratingsmells throughout the assembly areas to create an energizing and pleasantatmosphere, and thus increase productivity. Aroma therapists utilize scents for healingmany mind and body ailments. For example, scents of cedarwood and lavender areknown to help reduce feelings of anxiety. Other aromas are linked to positive effects onmany aspects of our moods and mental health. Savvy marketers have learned how to capitalize on the work of aroma therapistswho have long studied the effect that scent has on human behavior. Aromatherapy hasa powerful effect for retailers. When shopping in a store that a calming smell, such asvanilla which has been proven to calm, we tend to relax, enjoy the experience andultimately shop more. When holding open houses, real estates agents often will makesure the home is full of warm, welcoming scents that make people feel calm,comfortable, cozy, and at peace.The list of mind ailments and healing aromas includes: Anxiety – Bergamot, cedarwood, lavender Apathy – Basil, grapefruit, peppermint Depression – Basil, jasmine, lavender, neroli Grief – Frankincense, rose Insecurity – Frankincense, sandalwood Irritability – Chamomile, lavender, neroli Loneliness – Marjoram Low Self Esteem – Sandalwood, Ylang Ylang Mental Fatigue – Lavender, peppermint, rosemary Panic Attacks – Frankincense, lavender, neroli, Ylang Ylang Poor Memory – Rosemary Postnatal Depression – Bergamot, chamomile, neroli Sadness – Bergamot, neroli Stress – Chamomile, lavender, sandalwoodMarketing that appeals to the senses is essentially “sensory marketing” and takes placeanytime consumers engage sensually with a brand or product. This can be as simpleas sitting in a massage chair at a Brookstone; tasting samples of the new Frappucinoflavor at Starbucks; or running your hands over the leather steering wheel of a newBMW. Sensory engagement, whether subtle or obvious, can create an experience thatis memorable long afterwards. Activities that engage the senses are often a keyingredient in Experiential Marketing, or marketing that is experience based vs. justcommunications based. Businesses need to engage in the new marketing genre of©2008 Jeanette McMurtry. All rights reserved. 9
  10. 10. CEM, Customer Experience Management which is the art and science of creatingexperiences vs. just communications for customers and prospect.In his book, “Experience the Message – How Experiential Marketing is Changing theBrand World,” Max Lenderman describes experiential marketing as: “Experiential marketing tries to create a bit of magic for the consumer. The magic is the experience itself. Much like groundbreaking advertising creative, experiential marketing strives to hit an emotional and /or intellectual connection between the consumer and the brand or product being marketed through marketing experiences that go deeper than any form of marketing deployed today.”Lenderman cites a successful experiential marketing campaign that increased sales ofCharmin brand toilet paper by 14 percent among consumers participating in a uniqueexperience. Under the direction of Gigunda Group, a marketing firm, Procter andGamble created the Potty Palooza, a beautiful trailer pulled by an 18-wheeler full ofbathrooms. Each bathroom had air conditioning, hardwood floors, aromatherapy,skylights, and flushing toilets, and of course, plenty of Charmin toilet paper. Brandambassadors stood outside each door to make sure the bathrooms are clean inbetween guests, thus assuring a positive experience. P&G took their Potty Palooza toconcerts and even the Super Bowl in San Diego and got an enormous response. Theportable non-flushing toilets sat empty while the Potty Palooza had long lines, servingover 2 million people in more than 20 events in one year. And again, sales went up. Creating an “experience” for customers is critical to the success of any brand inany business category. According to studies conducted by Forrester Research 60percent of organizations surveyed believe it is critical that they improve the experiencetheir customers have with their brand, but only 24 percent of these organizations havesomeone appointed to lead this effort. As a result, many companies feel they have“internal inefficiencies and customer dissatisfaction.” A brand experience needs to be much more encompassing than the actual salesexperience. It needs to address every aspect of the consumer decision process asdefined earlier. An ideal total brand experience is one that provides assistance withinformation gathering so consumers feel informed and involved; easy access toobjective information to support their search for options, alternatives, product and brandcomparisons, warranty information, and so on. And finally, total brand experiencesinclude added values like free support services, loyalty programs and frequent purchaserewards, free gifts with purchase, and so on that motivate trial and keep customersloyal. The post-purchase support is arguably the most critical stage of the total brandexperience. If customers don’t hear from you after the fact, they can easily forget youwhen ready for ancillary products or services. Simple things like calls to assesssatisfaction, thank you notes, coupons for complementary products, go a long way increating the kind of total brand experience that results in loyalty and referrals. A survey conducted by CRMGuru showed that only 22 percent of respondentsagreed that major brands in banking, air travel and electronics, and so on with whichthey do business provide an excellent customer service. When companies do providememorable experiences, according to this survey, they build loyalty and referrals – 19percent of customers increased their purchases, and 31 percent referred a “goodexperience” company to a friend.©2008 Jeanette McMurtry. All rights reserved. 10
  11. 11. This whole new movement towards creating customer experiences has led to yetanother acronym for marketers to embrace: CEM for Customer ExperienceManagement.HOW DO CUSTOMERS DEFINE EXPERIENCE VS. SERVICE?Again, the customer experience needs to be an integration of all touch points during atransaction and the life of the brand relationship, including all interactions with yourproduct, employees, your customer support staff, and the product itself. When creating a marketing plan, you need to thoughtfully analyze how eachcomponent of a marketing program affects the total brand experience. Does theproduct quality or selection translate into a positive experience: Does the process ofpurchasing the product or service create a perception that your business’ profitsoverride customer rights and service, or is the experience one that creates perceptionthat customer advocacy overrides all internal business agendas? Customer advocacy is key to any brand. When customers perceive that acompany is truly their advocate, they rate the experience as a positive one, according tothe most recent research conducted by Forrester Research. A huge 99 percent ofcustomers who have a positive experience with a brand are likely to recommend thatbrand to a friend. On the other hand, a huge 80 percent are likely to quit doing businesswith the given organization if they have a negative experience; and 20 percent neverreturn. Customers that believe a brand is truly their advocate tend to be repeat customersand quite often, profitable ones. There are Four Brand Traits of Customer Advocacythat meet the expectations defined by the Forrester research completed at the end of2005: 1. Simplicity: Does the brand’s products and associated service simplify their lives? 2. Benevolence: Are the customers’ best interests at heart of the interaction? 3. Transparency: Does the brand disclose all fees, agendas, and competitive issues freely vs. maintain hidden agendas and charges? 4. Trustworthiness: Does the brand honor its promises and do the right thing for customers?Exceeding customers’ expectations consistently is key to assuring a positive experienceand gaining their loyalty and word of mouth referrals. For most of us, shopping for a caris not something we cherish as it can be intimidating and stressful, and too often, anegative experience void of trust and respect. I have learned to arm myself beforestepping into a dealership. In fact, I once took my 120-pound Doberman car shoppingwith me. (Yes, I immediately got noticed and experienced a different kind of respectthan in the past). However, the last time I went shopping I surprisingly encountered avery different experience. I found the car I wanted online and called the dealer. BeforeI went to see the car, the dealer faxed me a third-party report on the car’s maintenance,blue book value, accident status and other important information. When I drove the car,there was no pressure to “buy the car now as I have 10 others looking at it,” or “buy itnow and I’ll reduce the price” or my favorite pressure line, “what do I have to do to getyou to buy this right now.?” I asked for access to the original buyer so I could find outexactly why the car was traded in after just one year, and was pleasantly surprisedwhen that owner called me just minutes later.©2008 Jeanette McMurtry. All rights reserved. 11
  12. 12. As you might guess, I bought the car due to this being a positive experience fromstart to finish as I was being “served” vs. “sold.” In fact, when I found this car, I was inthe process of purchasing a totally different brand from a different dealer. It wasn’t theproduct that influenced me as much as the experience that resulted from their level ofservice. Other dealerships didn’t come close to making me feel like I could trust them,and that they had my best interest in mind. The story continues as the service didn’tstop with the sale. I needed some maintenance work done on my car shortly afterpurchase. To accommodate me, the dealer gave me a loaner car for an entire week,knowing full well that I lived 180 miles away and would likely put 500 or more miles onthe loaner. This type of service offered by Shortline Subaru in Denver, Colorado againexceeded my expectations and just like the research above indicates and cost themvirtually nothing. I referred numerous friends to this dealership and have promoted their“positive experience” service time and time again.CUSTOMER EXPERIENCESCustomers experience your brand in numerous ways including: • Phone conversations or call center support • Retail or service locations • Website interaction and information browsed • Email exchanges • Mail • Kiosks • Chat rooms and Support IMsEach of these experiences and others are continuously judged by consumers as theydetermine with which brands they want to do business. They evaluate a wide range ofissues such as: • Friendliness of sales reps • Value and depth of information provided to help them make informed decisions • Selection of products available • Perceived quality of products available • Level of service provided – assistance, waiting time, ability to fulfill needs • Added-values – warranties, service, premiums with purchase, that created more value for money spentDO EXPERIENCES REALLY MATTER TO CUSTOMERS?In April 2006, CRMGuru conducted an online survey asking respondents to rate theimportance of three key factors in earning their loyalty. Survey participants were askedto rate the three factors overall and for specific industries. The findings include: All Industries Banking Wireless AutosSuperior product or service 77% 76% 81% 83%High quality interactions 78% 81% 78% 82%Lowest price or cost 31% 31% 42% 24%©2008 Jeanette McMurtry. All rights reserved. 12
  13. 13. According to CRMGuru surveys, relevant customer experiences can boost businessperformance, and customers value the quality of the business experience as much asthey do the quality of the goods or services purchased.Here’s some of the major findings of the CRMGuru research: 1. Many enterprise managers understand the importance of experiences, yet they probably overestimate the quality of the experiences they are currently providing. 2. Marketers tend to overestimate the value of marketing communications programs, and need to be careful not to take basic issues such as price and product quality and selection for granted as they work to improve experiences. 3. Companies identified as leaders in CEM per CRMGuru’s assessment survey, generally also achieve double-digit growth in revenue and profitability.CREATING MEMORABLE EXPERIENCESAs you might imagine, the most memorable experiences are those that engage oursenses. We remember the smell of Grandma’s hot cinnamon rolls, the smell of a walkin the rain with someone special, the slippery touch of satin sheets, the sound of achild’s laughter, the sight of fireworks on the Fourth of July. When our senses areengaged, we are engaged and focused and as a result we process the experience morein-depth and remember it better. Nordstrom’s is a good example of an integrated sensory experience. When youwalk in, there is a sense of calm that is created by carefully planned lighting, invitingmerchandise displays, subtle scents throughout the entire store, and quite often, youhear live classical piano. These sensory activities combine to create a sense ofcomfort, status, prestige, calm…all of which translate into a greater likelihood to spend.In addition to the ambiance created at the store level, Nordstrom’s has a return policythat to me creates a great emotional response. No matter when you bought it, whetherit is used or not, Nordstrom’s will take merchandise back. This gives shoppers a senseof confidence and security that triggers impulse or extravagant purchases, enhancesthe overall emotional experience, and ultimately results in more sales One of my favorite sensory shopping experiences is at REI. Upon entering manyof their stores, you are greeted by a large climbing wall. Shoppers are invited totry this under the guidance of a professional, trying out REI’s newest climbingequipment. As they climb the wall, they experience the thrill of achieving somethingnew, the rush of climbing for the first time, the excitement of a new personal challenge.They become emotionally “high” as they feel their muscles work to climb higher, theiradrenaline increase as they get higher from the ground, the feel of the grips in theirhands, and so on. As a result they to become more inclined to stay in the store longer,shop longer, and potentially spend more. Casinos, just their very essence, create a strong sensory experience. Yetmarketers continuously strive to increase the value and relevancy of the experiencesoffered. Like Armani, many casinos use age appropriate and mood relevant music tocreate the right frame of mind for players. You might hear different music during theweek than you do on weekends as the sound tracks are carefully selected to appeal tothe right customer demographics at any given time. Adding to the overall sensoryexperience is of course the sound of money dropping against the metal shoot of a slotmachine, the flashing lights that go off each time there is a winner, no matter how largeor small the payout, and the smell of food coming from the nearby buffets. Players’©2008 Jeanette McMurtry. All rights reserved. 13
  14. 14. senses are engaged with the sounds of winning, the sounds of uplifting, energeticmusic, the smell of hot, delicious food, and the energy of festive, fun colors. Hotels and resorts provide exceptional customer experiences when they providethe extras and unexpected to their frequent guests. For example, frequent hotelcustomers often get free meals at the concierge buffets, free dinners in the hotelrestaurants, special items in their rooms per their customer profiles, and of course,points redeemable for free stays. When walking into your hotel room, and you find yourbed turned down and pillows fluffed up, a chocolate on the pillow, soft music on yourradio, you experienced a memorable sensory event that not only tastes good, soundsgood, but feels good emotionally and physically. Real estate agents are wonderful sensory marketers. When showing a house forsale, they encourage the home owners to have cookies in the oven as the scent createsa warm, nostalgic mood; to have fresh flowers throughout the house to create a calm,inspiring effect; to have all clutter removed as a cluttered environment creates tension,anxiety and confusion and none of these emotions are likely to lead to a positivecustomer experience and thus sale. Any type of business can create a positive sensory experience for customers.Recently, I walked into a chiropractor’s office and was greeted by the calming sound ofa small waterfall fountain, the smell of green tea – a scent known for its calming effect,and found little bowls full of chocolate candy on every table and countertop.Immediately I was engaged in a sensory experience that made me feel calm, relaxed,and comfortable with the setting and ultimately the doctor that provided the care. Businesses in non-retail settings can also create memorable experiences byimproving routine business interactions. Wells Fargo experienced a double-digit profitand revenue growth when they invested heavily in improving its customers’ experiencewith its call center, and trained its representatives on how to more effectively satisfy andcross-sell customers. Customer interactions that take place via call centers, online or phone ordering,or business transactions in person or phone don’t directly affect our five senseshowever, they do impact how we feel about a brand, and thus trigger emotions. If wehave to wait for a long time period, can’t understand the person on the other end, getput on hold multiple times, get passed around the phone network a lot, we tend to havenegative feelings and lose our enthusiasm to finish the deal. In fact, Forrester Researchshows that: • 90 percent of customers say they get frustrated when theyre put on hold • 63 percent say they’ve stopped using a product because of long hold timesIf our call is answered quickly, we talk to a rep that has the information we want the firsttime and can help us immediately, we are treated with patience and respect, then weare likely to feel good, satisfied and even enthused about our business choice and ourability to make a good decision.©2008 Jeanette McMurtry. All rights reserved. 14
  15. 15. CREATING A TOTAL EXPERIENCE FOR YOUR BRANDMarketing needs to be a total brand experience, not an interaction or messagehere and there. Companies need to practice Total Brand Marketing, not one goodcampaign followed by another.Following are some tips for creating a total brand experience that will connectemotionally with your customers.1. Have a plan: Without a plan or a blue print that outlines goals, metrics, actionitems and timelines, your chances of working efficiently and staying on goal will godown. Engage all managers in your plan to assure commitment and compliancethroughout the organization. Components of successful strategies include: • Communications programs • Loyalty programs • Reward and recognition programs • Special events • Web and online strategies based upon interactions • Training for employees at levels and all customer touch points • Internal communications to gain support of all employees, management to support staff • Metrics to determine customers perception of experience quality and value; execution of experience, • Surveys to help you discover relevant ideas for new and rewarding brand interactions and experiences2. Know what you’re doing: Identify the senses that have the strongest influence on the decision to purchase your business’ products or services. In retail, music is clearly a strong influencer as is smell and touch. In business-to-business interactions, engaging experiences that build rapport, trust, and feelings of customer advocacy are likely to get you closer to closing a sale and keeping a customer. If you offer multiple channel sales, make sure your customer service is consistent across the system. Research shows that the responsiveness of an email or online request affects their decision to shop at a company’s retail outlets. Conduct surveys to help you understand what inspires, motivates, compels and commands the attention of your customers. When you do this you can create visuals, headlines, promotions, offers and so on that get unparalleled attention and results. Savvy designers understand the power of emotionally charged graphics and headlines. Magazine covers are great examples. Years ago, National Lampoon had a picture of a dog with a gun to its head and the words, “If you don’t buy this magazine, we will kill this dog.” It was so emotionally charged and compelling that it is 7th on the 40 greatest magazine covers of the last 40 years list which was unveiled at the 2005 American Magazine Conference (AMC) by Mark Whitaker, Editor of Newsweek and President of American Society of Magazine Editors (ASME), and AMC Chairman Evan Smith, Editor of Texas Monthly.©2008 Jeanette McMurtry. All rights reserved. 15
  16. 16. 3. Manage your data: You also need to invest in a system for recording and managing customers’ experiences and transaction history. CRM systems are critical here. Track carefully the effect of various experiences you create on generating new leads, getting existing customers back in the door, and increasing the purchase value of existing customers. Create a system that allows you to monitor the value of each customer, the cost per lead of each experience you implement, and the overall revenue value to the company.4. Get out of denial and into the reality zone. Way too often, brand managers and company executive teams believe they provide a great experience, yet when customers are surveyed, they all too often discover the opposite. CRMGuru research points out that while 42 percent of enterprises interviewed felt that they provide an excellent customer service, only 22 percent of customers agreed. Across numerous industries, there is a significant gap between what enterprises perceive to be a positive customer experience and what customers report to be a positive experience. Find out precisely what your customers think of your current experience offered, and then go about fixing any problems, internal misperceptions, and creating new experiences.CONCLUSIONMarketing in a complex world requires far more than interesting graphics,entertaining story lines and copy. It requires a total experience betweencustomers and brands. Experiences must be memorable and satisfying to thepoint that customers get excited about doing business with you, assign theirloyalty to you, and refer qualified leads. It goes without saying that the mosteffective marketing is word of mouth. Experiences create word of mouth, not a highfrequency of expensive entertaining advertisements. Creating memorable experiences for your brand is affordable and actionable byany type and size of business. Experiences can be as simple as extraordinarycustomer service, free seminars, thank you lunches or even a friendly thank you call.They can also be as complex as a customer event such as Saturn’s customer ralliesthat attract nearly 100,000 people or the Harley Owners Group (HOGS) events thatkeep the passion alive for more than 600,000 HOGS nationwide. Getting emotional with customers in a way that build results and profitabilitydepends on creating campaigns that are personalized, relevant, and memorable. Tostart, you must have a strong understanding of what emotions drive your customers’decisions, and what experiences are relevant, actionable, and remarkable to them.Need some help getting started? Contact Jeanette McMurtry at e4marketing at 970 3906909 or jeanette@e4marketingco.com.©2008 Jeanette McMurtry. All rights reserved. 16
  17. 17. Part 2: Tapping Fundamentals of Human PsychologyPSYCHOLOGY-BASED MARKETINGAppealing to the triggers of the unconscious mindIt used to be that loyalty was a given if you provided a good value, a good product, anddecent customer service. In the past, brands could amass thousands of customers byadhering to these practices. Today, these same brands are losing thousands ofcustomers by practicing these same fundamentals. According to reports shared by theCMO Council, major brands are losing significant business from what they oncedeemed to be their highest loyalty consumer. From 2007 to 2008, 52% of customers ofglobal brands surveyed reduced their loyalty or defected to a new brand. At least onethird of these customers switched brands completely. For example, WISK brand oflaundry detergent loss 25% of its revenue as 38% of their loyal customers reduced oreliminated their spending patterns. Crest, in one year’s time, lost some or all salesfrom 59% of its customers. What is startling here is that these products are commodityproducts with very low relative cost, and not much difference in terms of product benefitand function. In other words, switching brands is not about saving money, or getting abetter product in most cases. So what is behind the loss of loyalty among today’sconsumers? One way to answer this question is to look at the rapidly declining levels of trustconsumers put in brands or pretty much any type of organization today. Yankelovichconducted a consumer trust study a few years ago and determined that broken trust isthe number one reason people switch brands. They also determined that there is noknown method by which brands can regain that trust once it is broken. Various studiesconducted recently on trust show that globally, trust in brands has eroded among 50%of consumers; and that 52% of U.S. consumers don’t trust businesses. For thefinancial industry, the trust level is only at 25%, meaning that 75% of customers don’ttrust banks. When it comes to resources we trust to help us make good decisions aboutpurchases, 90% of consumers polled indicated that they trust friends and people theyknow, and 70% mentioned that they trust consumer opinions posted online. Massmedia outlets, such as radio, TV, newspaper, and even SEO results ads, havesignificantly lower levels of trust. No surprise then that magazines, radio stations, andnewspapers experienced record revenue losses and closures in just the past two years.In 2009, more than magazines alone folded.© Copyright 2011 Jeanette McMurtry. All rights reserved.
  18. 18. Building trust does not happen most effectively at the conscious level. In fact, how likelyare you to comply when someone, especially a salesman, says, “trust me.” To me, ifsomeone tells me to trust them, I automatically sense that I should not as trust isexemplified from actions not words. In today’s business and economic climate, manyconsumers look for reasons not to trust someone or a brand before they look forreasons why they should as consumers are becomingly more skeptical given the manybreeches of public trust that have occurred in numerous industries in recent years.Trust is most powerfully secured at the unconscious level, and this is what psychology-based marketing is all about.BUILDING TRUST UNCONSCIOUSLYFor the past 100 plus years, psychological theory has held that we humansunconsciously and consciously behave in order to accomplish two things: avoid painand pursue pleasure. All behavior thus can be categorized into these two pursuits. Forexample, we seek to avoid the pain of losing a job by working long days, refining ourprofessional skills, and keeping our resumes up to date. We fulfill this theory in ourdaily lives when we make choices regarding food, friends we spend time with,entertainment options we choose, and so on. We seek both physical and emotionalpleasure in all that we do, all day, whether we are consciously think of the outcome ornot. And our brain releases hormones that create feelings of pain and pleasure withoutany help from our conscious minds.© Copyright 2011 Jeanette McMurtry. All rights reserved.
  19. 19. The fascinating field of neuromarketing reveals much about the unconscious emotionalexperiences generated by the brain while exposed to various forms of stimuli. Whilewatching a TV commercial, the emotional regions of our brain may show elevated statesof empathy, sympathy, fear, joy, excitement and so on, while the conscious mind simplythinks we are being entertained. When these emotional regions are engaged, we aremuch more likely to perform the desired behavior set forth in a TV or direct marketingadvertisement than when they are not. Understanding what engages these regions andmotivates conscious behavior is thus critical for marketers in all industries, and all facetsof marketing. One of the most effective ads of recent times in terms of evoking emotion was theGoogle Parisian ad that debuted on TV during the 2010 Super Bowl game. Simple,costing almost nothing for their in-house creative team to produce, it topped the chartsas one of the most emotionally engaging ads created during the Super Bowl andbeyond. Innerscope, a research firm in California, studies the physiological reactions ofpeople watching television ads. They monitor changes in people’s pulse, sweat glands,and heart beat to see what messages and creative applications evoke the mostemotion. Google’s ad which is really a Google service video about a young male findinganswers and love in Paris via Google’s search engine, not only scored amongst thehighest ads for emotional impact for Super Bowl 2010 ads, but has been the topic ofmany editorials on effective ads ever since. While Google’s Parisian ad was taking theemotional marketing charts by storm, Snickers’ Betty White ad, also debuting in theSuper Bowl 2010 advertisement line up, topped the USA Today Ad Meter chart for themost liked, entertaining ad. Interestingly, Betty White didn’t make it in the Top 20 for themost emotionally-powerful ads, and Google’s ad was nowhere to be seen in USAToday’s Ad meter top 20 either. The Snickers vs. Google story here is that our conscious minds and unconsciousminds can be worlds apart in terms of what influences our behavior, and we don’t evenknow it. Betty White’s football debut in the Snickers ad gave life to her career in her mid80’s, but it didn’t do much for Snickers if you take a look at candy sales during the timeperiod of the Super Bowl 2010 ads. Yet we remember it because it entertained us. Yetentertainment in this and many other cases doesn’t necessarily spark purchasingbehavior. On the other hand, Google’s ad broke through the clutter because it rekindledwithin us the most powerful emotional experience of all: new love. As we watched thatad, we “felt” the rush that comes from meeting someone you connect romantically with,the spark that lights up your world, and the warm feelings of love and acceptance. Timemagazine TV critic James Poniewozik summed up it as he gave the ad an A grade andthe top spot on his list by saying, “Did a freaking Google search ad seriously just makeme cry.” Point made.© Copyright 2011 Jeanette McMurtry. All rights reserved.
  20. 20. Why does this really matter to marketers? Because so much of what we do is basedupon irrational thought patterns vs. rational or conscious thought patterns. When youlook at how we make some key decisions in our lives, it is clearly a highly irrationalunconscious that drives us. In Australia and New Zealand, they don’t just post warningsabout smoking on their cigarette cartons; they post graphic, quite repulsive photos ofthe damage that smoking can cause to one’s body. At first glance, you are certain thatthey have to stop people from buying those dangerous smokes. However, just theopposite occurred. Smoking in New Zealand and Australia actually went up when thesegraphic visual warnings debuted. While there are likely many psychological theories asto how and why they triggered an increase in smoking and cigarette sales, there are twokey lessons for marketers: 1) we disconnect with messages we don’t want to believe,and 2) regardless of our age, we really don’t grow out of that teen attitude of defiancetoward authority we feel is pushed on us beyond our control. While I was at AmericanExpress, managing the worldwide travelers cheques advertising, we tested variousemotional appeals in our TV advertising to determine what worked the best forgenerating sales. One of our key findings was that there is a threshold for fear overwhich marketers must not cross. We don’t just disconnect with the message, but wetend not to engage in the desired or promoted action, and often will do just the oppositeas indicated by the smoking visuals down under. Take a look below.(Government mandated warning photos on cigarette packages in Australia and New Zealand.)© Copyright 2011 Jeanette McMurtry. All rights reserved.
  21. 21. Behavioral Economics Sheds Eye Opening InsightsOne of the most fascinating studies of irrational behavior takes place in the financialindustry. It is easy to assume that financial and investment decisions are based uponcarefully calculated formulas, trends, and other evidence. But according to the manyresearch findings presented through behavioral economic studies, we tend to makehighly emotional decisions regarding our money and as a result often make very unwisedecisions. Emotionally, we can’t let go of a stock that once performed well for us. Andmost of us have a high degree of risk aversion as our fear of loss overrules ouranticipation for reward. The financial whiz that created the diversified portfolio strategyfor investing actually died a poor man because he couldn’t take his own advice for fearof losing what he already had. Researchers studying behavioral economics categorize investors into four keypersonality types: secure, dismissive, preoccupied and fearful. Each of thesepersonality types has a different set of emotions and levels of self-worth that influencetheir decisions and thus various levels of advisability. Savvy investors understand thesepersonality issues and how they influence decisions re: investments and money, anduse them to guide their marketing and sales efforts. I had a client in real estateinvestment when real estate investing wasn’t cool. We studied these emotional triggers,categorized his clients accordingly, and used new approaches to get dialogue going andsecure appointments to advise. He closed four accounts he had been trying to justmeet with for years. Psychologists tell us that the best investors are psychopaths - people with a realclinical disorder that diminishes emotional responses and enables them to behave inways that people with normal levels of emotions consider ruthless, cruel, andinsensitive.Building Human Happiness through MarketingAs simple as it sounds, knowing what makes our customers happy is critical to oursuccess as marketers. The tricky part is that much of the happiness we attain in ourlives, we gain through unconscious, instinctive behaviors that are core to being human.Jonathan Haidt, a professor at the University of Virginia, studied what makes humanshappy across various cultures, and amongst various civilizations from ancient times tocurrent times. He discovered that human happiness is inherent and has remainedconstant. In his book, The Happiness Hypothesis, Haidt identified five key elementsthat we need in order to be happy, consciously and unconsciously. These are: 1. We need to feel like we are connected to others. We are not meant to live in isolation which is why we spend so much of our life’s energy finding a companion. It drives just about everything we do – how we dress, how we care for ourselves, how we choose to project ourselves and how we spend our time.© Copyright 2011 Jeanette McMurtry. All rights reserved.
  22. 22. 2. People that feel they make a difference in the lives of others have higher levels of reported happiness. In fact, volunteers are counted amongst the happiest people on earth regardless of marital or financial status. We need to nurture others; we need to be validated by knowing someone listened and benefitted from our friendship or advice. We need to know that someone else’s life was better, even momentarily, because of our behavior. 3. Those of us that associate with good causes are happier people than those who do not. Consciously and unconsciously we tend to surround ourselves with others, events, and activities that make us feel good. As Haidt puts it, we form hives with people of like minds, like values and interests. 4. Whether we want to admit it, we humans need reciprocity in our lives to be happy. Although we might say we don’t care if favors are returned, according to Haidt, we are much happier when we feel people treat us the way we treat them, or that our good deeds come back to us in good ways. 5. Finally, we are happier when our lives and the experiences we observe around us are rooted in and result in fairness and justice. Watching movies like The Fugitive with Harrison Ford might keep us on edge and rev up our heart beats as we need to know that fairness and justice win in the end. If we didn’t believe this, we would have a hard time continuing forward with hope.When we engage in activities that result in the above five elements, we not onlyexperience an emotional reaction, we experience a physiological reaction. When weconnect with others and good things, and we feel positive emotions, our bodies create achemical called oxytocin which in turn generates feelings of trust and devotion, two ofthe most important feelings we must create between consumers and our brands.Therefore, we as marketers have to know precisely what makes our customers happy interms of our product or service category and work to fulfill that happiness with everytransaction. When we secure their trust and devotion, we secure their lifetime valueand thus long-term stability for our companies. The lesson here is that our marketing must engage consumers in ways thatsupport the above happiness factors. Do our messages promote feelings ofconnectedness with something or someone good? Are we enabling customers to helpmake a difference in others’ lives through cause-related marketing programs, and is ourcustomer experience founded on being fair and creating a win-win situation for allinvolved?Emotionally-Relevant GraphicsBeyond developing messaging, engagement, and brand attributes that appeal to ourpsyche and intrinsic emotional needs, we marketers must pay attention to thepsychological impact of the graphics we use in our materials. Naturally, your choice ofcolor makes a big impact on the unconscious mind and impacts how the conscious© Copyright 2011 Jeanette McMurtry. All rights reserved.
  23. 23. mind thinks about a specific marketing piece. Research shows us that we make anunconscious judgment about a marketing piece, product or environment within 90seconds of exposure and that up to 90% of that judgment is typically based upon color.And color creates immediate impressions of a product’s, or in the case of marketingmaterials, a brand’s attributes as each color creates a distinct feeling or mood whetherwe realize it or not. Some examples:Red and black have very powerful emotional results, and these change for variouscultures. In Christian cultures, red symbolizes sacrifice, love and passion while in Chinait is associated with brides, good luck and long life. Black in some cultures representsbad luck and thus would need to be avoided as a key marketing color.© Copyright 2011 Jeanette McMurtry. All rights reserved.
  24. 24. Colors have distinct connotations independently, yet these can change when combinedwith another color. For example, when you combine red and black, the overall effect ismost often a sense of intimidation, hostility and even danger. Yet many marketerscombine these colors with friendly positive messaging and end up creating acontradiction by what they say to us consciously vs. what they project to ourunconscious minds. When you put it all together, amazing results follow. A home improvementcompany hired me to prove that my psychology-based approach could beat the directmarketing piece they had been using for nearly three years. I eagerly accepted thechallenge. Together we set up a test process, utilizing test cells in different markets withlike demographics. Our households included those in their internal database who hadsome type of past contact with the brand, and purchased lists. We tested apsychologically-relevant message in both print and digital formats, and even I wassurprised by the results. Our test piece which was written to build on the emotionalfulfillment homeowners seek, and to nurture a friendship vs. push a quick sale beat theircontrol by 640% and achieved an ROI of 31 times. These results held up well beyondthe testing period, further validating that this approach works.Go Do It!The best part of psychology-based marketing is that it can be and has been affordablyexecuted. There are many resources available in print and online on currentpsychology studies, neuromarketing experiments and results, and consumer behavior.Develop customer profiles that include the emotions that drive choice, advisability orlikelihood to respond, like the ones set forth in Behavioral Economics theories. Surveyyour current customers to find out why they choose to work with you or purchase fromyou, and what brand characteristics are important to them when choosing products orservices within your business category. Once you gain an understanding of the emotional issues, references, and needsfacing your core customers, create corresponding messaging and test, test and testsome more. With email, testing messages, graphic presentations, personalizedpromotions, and offers has never been easier or more affordable.Join the dialogue on Psychology-Based Marketing by joining my group on LinkedIn atwww.linked.com, group name, “psychology based marketing.” When you join thisgroup, you will have access to psychological thought, ideas, trends and resourcesposted by marketers and psychologists around the world. Follow the blog athttp://e4marketingco.blogspot.com/. Contact me at Jeanette@e4marketingco.com formore information or to exchange ideas, questions, and successes.Enjoy!© Copyright 2011 Jeanette McMurtry. All rights reserved.
  25. 25. RESOURCESWilliam Band, Forrester Research Webinar on September 19, 2006, RightNowTechnologiesBob Thompson, CRMGuru.com, “Customer Experience Management:“Accelerating Business Performance”, June 2006 white paper.Notes from Forrester Research Webinar 9/19/06Cap, Gemini, Ernst and Young, Consumer Research 2004 – 20052005 American Magazine Conference (AMC) in Puerto Rico, by Mark Whitaker, Editorof Newsweek and President of American Society of Magazine Editors (ASME), andAMC Chairman Evan Smith, Editor of Texas Monthly.©2008 Jeanette McMurtry. All rights reserved. 17