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[http://knowledge.wharton.upenn.edu/article/five-marketing-lessons-from-the-payless-shoe-store-prank/?platform=hootsuite] - - public:weinreich
branding, marketing - 2 | id:229156 -

The prank says something very powerful about consumer behavior: When it comes to quality, perception is reality. The shoppers believed they were purchasing luxury footwear because they were fed an array of social and environmental cues, not because of the shoes themselves.

[http://asburyandasbury.com/blog/2016/11/8/conversation-my-arse] - - public:weinreich
advertising, branding, marketing, product, social_media - 5 | id:229099 -

Andrex has become a great case study in modern marketing, because it represents the logical outcome of two dominant trends: the mission escalation trend and the conversation trend. Both are waves of brand thinking that have swept all before them in recent years, and it’s not exactly Andrex’s fault that they have been caught up in it. It’s just that the nature of their business means stretching both trends to breaking point. First, there’s the mission escalation trend. This is the homeopathy of marketing. It involves taking the functional purpose of any given product, diluting it to a slightly more abstract level, then diluting it again and repeating the process until you reach a level of abstraction so remote that any sense of specific purpose has been lost entirely. So if your product is a bar of chocolate, it’s not about giving people something chocolatey to eat, it’s about giving them a tasty treat. And it’s not about giving them a tasty treat, it’s about giving them a treat in a wider sense. And it’s not about the treat as such, but the enjoyment you get from that treat. And it’s not about the physical enjoyment, but the emotional enjoyment. And it’s not about the emotional enjoyment, but joy itself. And it’s not about experiencing joy, it’s about believing in joy. And now your brand purpose is more closely aligned to Buddhism than it is to chocolate.

[https://hbr.org/2016/09/the-elements-of-value] - - public:weinreich
behavior_change, marketing, target_audience, theory - 4 | id:76297 -

The amount and nature of value in a particular product or service always lie in the eye of the beholder, of course. Yet universal building blocks of value do exist, creating opportunities for companies to improve their performance in current markets or break into new ones. A rigorous model of consumer value allows a company to come up with new combinations of value that its products and services could deliver. The right combinations, our analysis shows, pay off in stronger customer loyalty, greater consumer willingness to try a particular brand, and sustained revenue growth. We have identified 30 “elements of value”—fundamental attributes in their most essential and discrete forms. These elements fall into four categories: functional, emotional, life changing, and social impact. Some elements are more inwardly focused, primarily addressing consumers’ personal needs. For example, the life-changing element motivation is at the core of Fitbit’s exercise-tracking products. Others are outwardly focused, helping customers interact in or navigate the external world. The functional element organizes is central to The Container Store and Intuit’s TurboTax, because both help consumers deal with complexities in their world.

[https://www.devex.com/news/taking-the-pulse-of-health-markets-challenges-and-strategies-88729?utm_content=buffer50c04&utm_medium=social&utm_source=twitter.com&utm_campaign=buffer] - - public:weinreich
marketing, policy, strategy - 3 | id:76401 -

PSI identified several breakdowns in the health marketplace. These included government policies that created financial incentives leading providers to push sterilization over other forms of family planning, policies that created disincentives for private companies to develop the domestic market, and a lack of training among health care providers on all of the available birth control methods.

[https://hbr.org/2013/03/purpose-is-good-shared-purpose] - - public:weinreich
management, marketing, strategy - 3 | id:76543 -

But in a social age, this kind of purpose isn’t enough. The problem comes down to a simple preposition. Most leaders think of purpose as a purpose for. But what is needed is a purpose with. Customers are no longer just consumers; they’re co-creators. They aren’t just passive members of an audience; they are active members of a community. They want to be a part of something; to belong; to influence; to engage. It’s not enough that they feel good about your purpose. They want it to be their purpose too. They don’t want to be at the other end of your for. They want to be right there with you. Purpose needs to be shared.

[http://www.millwardbrown.com/Insights/Point-of-View/Make_Your_Brand_the_Obvious_Choice/] - - public:weinreich
behavior_change, branding, marketing - 3 | id:76589 -

There is an assumption that all decision making is instinctive, but in fact it's a balance between instinctive and deliberative. Marketers must try to understand what makes their brand the obvious choice for both types of decision making.

[http://cluetrain.com/newclues/?utm_source=Alertbox&utm_campaign=7476accfe8-Timing_Hidden_Content_01_12_2015&utm_medium=email&utm_term=0_7f29a2b335-7476accfe8-24361717] - - public:weinreich
marketing, social_media, technology - 3 | id:77097 -

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