changing behaviour 1 elephant at a time

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Gold Sponsors

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Session Sponsors

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John Kearon Brainjuicer UK

Festival of NewMR 2013 - Main Stage

November 2013

Changing Behaviour 1 Elephant at a Time

NewMR Festival



Jan 113

We think much less than we think we think









7

Human behaviour driven by two independent brain systems 1 amp 2 hellip

SlowAnalytical

PropositionalConscious

System 2

FastIntuitive

Metaphoric Unconscious

System 1

e=mc2



Decision-making is like an elephant and its rider we like to think the logical and deliberative rider is directing thingshellip



But itrsquos actually the emotional intuitive and impulsive elephant whorsquos in charge



and build a path for ithellip



ApplyingBehavioural

Science to Brand Building



The Behavioral Challengehellip

1 Define the specific behaviour you want to change

2 Understand its context ndash environmental social and personal

3 Use behavioural principles to build brands that alter that context to produce the desired behaviour

4 Test them to make sure they work

DECISION

DECISIONS





51 12

A North D Hargreaves and J McKendrick (1997)

Sales Sales

Environment



Power of Reframing Anchoring [Environmental]

lsquoCafeacute coffee at homersquo

machine ritual noise aroma price taste




lsquoFresh Pillowsrsquo

sell-by-date framing



lsquoAmount Anchoringrsquo

Anchoring can affect how much people buy and consume as well as how much they are happy to pay

In one study a pack design showing many biscuits resulted in 4 times the number of biscuits being consumed than a pack design showing fewer biscuits

Show full baskets and multiple items on your shelf talkers ndash it will anchor shoppers to the idea that multiple buys are a norm

DECISION


Festival of NewMR 2013 - Main StageDecember 21



Jan 11

Heuristics influenced by social factors

Bateson et al 2006

People pay 276 times more on average

when eyes are present



Power of CopyingStatus [Social]

lsquoSociable alertnessrsquo

Irsquoll have what (s)hersquos having





lsquoImplied Scarcityrsquo

Making a product seem scarce is a well documented and powerful social lever Giving the impression of scarcity creates a sense of urgency

Make a promotional offer seem scarce by imposing time limits to your promotions eg lsquooffer ends todayrsquo or lsquotonightrsquo This can also be combined with anchoring lsquoMax 4 per customerrsquo to drive volume as well as demand

DECISION



Power of Emotions [Personal]

lsquorsquoLove it or Hate itrsquo

Just donrsquot forget ithellip



31

26

16

Rational Ad Strategy Combined Emotional Ad Strategy

Campaign strategy

Which explains why emotional advertising outperforms the resthellip

Reporting very large profit gains

lsquoMarketing in the Era of Accountabilityrsquo Binet amp Field IPA 2008

ldquoEmotional campaigns are more effective amp more profitable than rational

campaigns - even in rational categorieshelliprdquo



And emotional campaigns deliver for the long-term

43

2323


Campaign strategy

Reporting very large profit gains Campaigns lasting 3+ years

lsquoThe Long and Short of Itrsquo Binet amp Field IPA 2013

ldquoThe longer the time frame the more

emotions drive profitrdquo

68

73

78

82

Straight to Video Pedestrian BlockbusterMust SeeSolid Performance

Spend maintains share

assumes share of voice = share of marketEmotion-into-Actiontrade Score

Indication of Efficiency using Emotion-into-Actiontrade ScoreEfficiency = share gainextra share of voice

CDM GorillaROI pound185IPA Silver

Tropicana Breakfast in New York

ROI pound183IPA Silver

PampG Thank You Mom30 higher ROI than PampG average

EFFIES Gold

lsquoBasketballrsquo

3 Pony



lsquoHedonic Bundlingrsquo

Some goods are more hedonic than others ndash ie more emotionally charged and indulgent In bundles applying discounts to the most hedonic item gives better returns than applying it to the whole bundle

When PepsiCo bundled Mountain Dew and Lays discounting the drink increased cross purchasing by 18 over the same value offer on the total package

Cosmetics and toiletries bundles could work in the same way

Q amp A

Ray PoynterNewMR

John KearonBrainjuicer

DECISION

John Kearonchiefjuicer



November 2013

Changing Behaviour 1 Elephant at a Time

NewMR Festival



Jan 113










7


SlowAnalytical


System 2

FastIntuitive


System 1

e=mc2












ApplyingBehavioural









DECISION

DECISIONS





51 12


Sales Sales

Environment

















DECISION





Jan 11


Bateson et al 2006















DECISION








31

26

16


Campaign strategy









43

2323


Campaign strategy





68

73

78

82









EFFIES Gold


3 Pony







Q amp A

Ray PoynterNewMR


DECISION




Jan 113










7


SlowAnalytical


System 2

FastIntuitive


System 1

e=mc2












ApplyingBehavioural









DECISION

DECISIONS





51 12


Sales Sales

Environment

















DECISION





Jan 11


Bateson et al 2006















DECISION








31

26

16


Campaign strategy









43

2323


Campaign strategy





68

73

78

82









EFFIES Gold


3 Pony







Q amp A

Ray PoynterNewMR


DECISION










7


SlowAnalytical


System 2

FastIntuitive


System 1

e=mc2












ApplyingBehavioural









DECISION

DECISIONS





51 12


Sales Sales

Environment

















DECISION





Jan 11


Bateson et al 2006















DECISION








31

26

16


Campaign strategy









43

2323


Campaign strategy





68

73

78

82









EFFIES Gold


3 Pony







Q amp A

Ray PoynterNewMR


DECISION













ApplyingBehavioural









DECISION

DECISIONS





51 12


Sales Sales

Environment

















DECISION





Jan 11


Bateson et al 2006















DECISION








31

26

16


Campaign strategy









43

2323


Campaign strategy





68

73

78

82









EFFIES Gold


3 Pony







Q amp A

Ray PoynterNewMR


DECISION









DECISION

DECISIONS





51 12


Sales Sales

Environment

















DECISION





Jan 11


Bateson et al 2006















DECISION








31

26

16


Campaign strategy









43

2323


Campaign strategy





68

73

78

82









EFFIES Gold


3 Pony







Q amp A

Ray PoynterNewMR


DECISION


DECISIONS





51 12


Sales Sales

Environment

















DECISION





Jan 11


Bateson et al 2006















DECISION








31

26

16


Campaign strategy









43

2323


Campaign strategy





68

73

78

82









EFFIES Gold


3 Pony







Q amp A

Ray PoynterNewMR


DECISION






51 12


Sales Sales

Environment

















DECISION





Jan 11


Bateson et al 2006















DECISION








31

26

16


Campaign strategy









43

2323


Campaign strategy





68

73

78

82









EFFIES Gold


3 Pony







Q amp A

Ray PoynterNewMR


DECISION


















DECISION





Jan 11


Bateson et al 2006















DECISION








31

26

16


Campaign strategy









43

2323


Campaign strategy





68

73

78

82









EFFIES Gold


3 Pony







Q amp A

Ray PoynterNewMR


DECISION






Jan 11


Bateson et al 2006















DECISION








31

26

16


Campaign strategy









43

2323


Campaign strategy





68

73

78

82









EFFIES Gold


3 Pony







Q amp A

Ray PoynterNewMR


DECISION














DECISION








31

26

16


Campaign strategy









43

2323


Campaign strategy





68

73

78

82









EFFIES Gold


3 Pony







Q amp A

Ray PoynterNewMR


DECISION









31

26

16


Campaign strategy









43

2323


Campaign strategy





68

73

78

82









EFFIES Gold


3 Pony







Q amp A

Ray PoynterNewMR


DECISION





43

2323


Campaign strategy





68

73

78

82









EFFIES Gold


3 Pony







Q amp A

Ray PoynterNewMR


DECISION


68

73

78

82









EFFIES Gold


3 Pony







Q amp A

Ray PoynterNewMR


DECISION








Q amp A

Ray PoynterNewMR


DECISION


DECISION
