Thursday, September 28, 2017



Human nature does not change.  We will always be driven by the anticipation of rewards whether its monetary, social, physical, emotional or even something as simple as beating our past score at solitaire!  Marketers that know this are those that get the biggest ROI rewards in the short and long term.  The article below is also on my author page at www.targetmarketing.com.

The Psychology of Rewards


We live at the best time ever to be consumers. Every brand we love and store we frequent wants to reward that loyalty. It seems marketers have figured out the big secret: We humans are just like a pack of dogs, or rather Pavlov’s dogs, and come running for rewards.
Extrinsic motivation, or our behavior which is driven by the anticipation of being rewarded by others for engaging in specific behaviors, drives much of the choices we make in life — how we perform our jobs and what products we chose to buy.
And down deep that motivation is linked to what I’ve said before is our greatest psychological driver: our survival DNA. Unconsciously, rewards help us feel like we are getting closer to that place in life where we have what we need to survive the daily battle to fulfill needs and wants that propel us ahead of the pack.
When we get something cheaper than usual, more than what we paid for or something for free, as a rewards program often delivers — in our unconscious minds, we are stronger, better, richer, faster or have more resources than others, and so we are posed to survive. And it’s fun!
Getting rewards is like playing a game we know we can win. We do little things that take little effort on our part and get something back, like a two-for-one deal, a free gift, a big discount on a purchase. Even small prices, like a free car wash worth $10, can spark a dopamine rush. And when we drive out of that “free” car wash, we have a bigger smile on our face than when we paid for a car wash that was just as fast and clean. It’s simple how we are wired.

Loyalty Programs Spark Brain Triggers

Rewards programs have long been successful, in all industries, to spark trial, boost incremental sales and secure loyalty. We eagerly sign up for point programs that can earn us free pizzas, airline tickets, hotel nights and such.
And then really smart marketers came along and let us choose our rewards, like American Express Membership Rewards, that let consumers shop various brands for products purchased strictly through points. And today, marketers are getting even smarter and building apps for rewards programs that cater to the current frenzy and greatest needs of consumers today: instantaneousness.

Ibotta Case Study: Ugotta Love It and UGottaDo It

One of the best examples of a reward program that caters to the psychological state of most consumers today, regardless of there generation, is Ibotta, a young app birthed just five years ago in the basement of a fire station in Denver. It simply helps consumers get rewards, such as rebates and discounts, or loyalty premiums redeemed faster and easier than before. Ibotta allows users to submit their receipts online in order to get instant cash back, which is deposited into their accounts and can be cashed out via PayPal, gift cards or other digital processes, eliminating the “check in the mail” process that seems to take forever in today’s world. Just this past holiday season of 2016, Ibotta at four years old, was the third-most-used shopping app during the holiday shopping period in December 2016, outpaced only by Amazon and eBay.
Its growth has been staggering. Take a look at these numbers:
  • Nov. 16, 2012 — Ibotta app launch on iOS
  • Dec. 18, 2012 — Ibotta announces 100,000 registered users on iOS; announces Android version launch
  • Feb. 5, 2013 — Ibotta announces 500,000 registered users in just under four months
  • May 14, 2013 — Ibotta users have earned $1 million in cash rewards in just six months
  • July 20, 2013 — Ibotta users have earned $2 million in cash rewards
While every stat above is very telling about this successful new business idea and its value to consumers, take a look at the last two bullet points. In just one month, Ibotta doubled its payouts from $1 million in cash rewards earned to $2 million. And this, at just seven months old. This is serous validation as to how powerful the force of rewards is for attracting customers and keeping them actively engaged in what matters most: shopping! And shopping for rewards.
But not all rewards programs grow this quickly. Here’s what Rich Donahue, SVP of Marketing for Ibotta, has to say about the company’s success:
“What we’re focused on at Ibotta is helping consumers live a ‘Life Rewarded.’ Our goal is to make sure that you earn rewards on everything you buy, wherever and however you shop. With Ibotta, you earn cash back and make those rewards count in your life.”
Creating awards around everyday routines and shopping needs has catapulted Ibotta’s growth during its mere five years of existence. As of this past week, Aug. 9, 2017, Ibotta users have earned more than $200 million in cash rewards and a download total of 23 million. On top of that, it’s become the 43rd most-used app in the App Store.

So Whatta? Marketers Ask, ‘What’s in It for Me?’

What does all this mean for marketers today? Alotta!
  • Rewards, small or big, matter — and matter a lot — as they are not just prizes for the conscious mind to get excited about. They are triggers of the unconscious mind, which drives 90 percent of our thoughts and choices.
  • Instantaneousness matters, too. Everything about our lives is instant now … instant access to information via Google searches 24/7 on our mobile devices, which are instantly available as they are in-hand or pocket 24/7.
  • And Choice matters, too. We are long past the days of reward programs for more of a brand’s product and only that brand’s product, and on that brand’s terms, not ours. Brand loyalty programs may have a lot of enrollment, but they get very little redemption. According to a Forrester report, which surveyed members from the Loyalty360 association, only 16 percent of consumers, on average, redeem points from brand loyalty programs. To succeed, brands of all sizes need to take on the Ibotta and American Express approach of letting customers be rewarded for products and services they choose vs. get rewarded with “stuff” they may not need at the moment, if ever.

Conclusion

While I’m not suggesting you expire all of the points your customers have earned with you to-date (there are many cases of this backfiring), I am suggesting you take a look at your system to make sure you are offering choices that matter, and the speed to redemption that clearly matters to consumers today.
If you don’t up your rewards program to fit our psychological need to win rewards that help us up our chances to survive (emotionally, physically, financially, socially and more) and do it quickly, you’re wasting alotta resources of your own. Make your time and effort matter by changing your game to up the fun and fulfillment of the consumers’ game when it comes to getting the best deal and reward. It’s just something you GOTTA do!

Here's some insights on why your "father's marketing" might still be the best path for yours.  This can also be found on Target Marketing magazine. 

http://www.targetmarketingmag.com/post/slow-go-faster-marketers/

Slow Down to Go Faster, Marketers


Sometimes you have to slow down to go faster.
Those wise words of wisdom don’t just apply to business strategy, they are highly applicable to marketing.
We live in an age of extreme digital addiction, consumers glued to digital devices every waking hour. As a result, marketers rush to buy up all of the digital channels they can to be present and steal mindshare from all of the other brands tweeting, posting, sharing and hoping to get attention, engagement and sales. Yet, the simple truth is that most brands can’t really tell if its working, if they are getting sales and they don’t really know if consumers are really focused on their messages, even when data analytics say they were.
The secret is quite clear: to create meaningful engagement with customers in ways that build brands for the moment, as fleeting as it is today, and brands for the long-term despite technological changes, brands must slow down in order to go faster. Faster toward securing meaningful, purposeful engagement that results in what matters most to brands, now, in the past and in the future – lifetime value.
As old-fashioned as it may seem, print is one of the best ways to do this. And one of the oldest forms of print at its best is the catalog. In 1845, Tiffany and Company put out the first mail order catalog in North America, which they called the “Blue Book.” Shortly after the most commonly known catalogs like Sears and JCPenney took hold and the American catalog industry took off. Yet with online stores taking off and minimizing the cost to entry the retail world, print started to die off. Fewer ads in magazines, fewer catalogs and eventually, for companies that dropped their catalogs, that  meant fewer sales. A lot fewer.
Here’s just one example:
In 2000, Lands’ End cut back on sending catalogs to consumers. The result was a mere drop in sales of $100 million.  When the company conducted a survey among its customers to see what happened, they discovered that 76 percent of their online customers reviewed their printed catalog before going online. (Research by Kurt Salmon)
Xerox has helped add even more life to catalogs by using its variable data printing machines to create personalized catalogs.  Like personalized direct mail which enables customers to see their names and transaction history in a letter written “just for them,” customers can now see their names and other personalized information references in a multipage catalog.
According to Shelley Sweeney, a VP/General Manager at Xerox, brands are seeing big increases in results.
Catalogs are re-surging, not just because they can be personalized, but because they appeal to some key psychological drivers that digital just can’t. We humans are tactile people. We seem to trust more, believe more, like more and act more when we can reach out and touch something or someone. When we hold a magazine in our hands, carry it in our bags, and feel it with our finger tips, we feel connected. And when those catalogs present stories about the products, about the people who use the products, about the lifestyle qualities, values and causes associated with those brands and products, we feel connected with brands with a veracity that is hard to get from the fleeting digital screen with all of its moving parts, pop up distractions and links to click.
Patagonia’s catalog is a great example. This epic catalog features products alongside stories from its ambassadors and customers, sharing their personal stories in ways that inspire passion and evoke bonds with the brand telling the story. They use world-class photography to showcase the lifestyle of those who love their brand. And people love the art, story and products in the catalogs to the point that it not only creates product sales, but another life of its own. You can now purchase a book called “Unexpected,” which features some of the best catalog photographs from over the years.
The Patagonia catalog is not a quick read. It's not a fast project and it’s not about fast and furious sales. It's about slowing down for a moment, to read, to touch, to ponder the life you want to live and can live with brands that provide you tips, ideas, inspiration, and connection with themselves and with others just like you.
Its just like Dmitri Siegel, executive creative director and vice president of e-commerce for Patagonia, says, according to a recent New York Times article.
“Catalogs are a way we’re speaking to our closest friends and people who know the brand really well.”
Catalogs, now commonly called “magalogs," are critical tools that build connections like few other channels can. Some things just never go out of style and this form of communication is not heading that way fast. In fact, while catalogs might seem to some like taking a step backward, they are truly becoming one of the fastest steps forward. And all by slowing down to regroup on what we humans like most: tangible, credible communications about things that matter to me.


Wednesday, January 13, 2016






Conversion Conversation with WhichTestWon https://www.whichtestwon.com/conversion-conversations/youre-doing-it-all-wrong/


Friday, November 13, 2015

http://www.cnbc.com/2015/11/13/how-dewars-is-marketing-to-the-subconscious-mind.html

How Dewar's is marketing to the subconscious mind


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Dewar’s “White Label” Scratched Cask invites consumers to experience how it's made in its virtual experience.
Source: Bacardi Limited
Dewar’s “White Label” Scratched Cask invites consumers to experience how it's made in its virtual experience.
After doing numerous consumer interviews, Bacardi Limited realized it had a slight problem among millennials with its blended Scotch whisky Dewar's. Despite Scotch whisky's being associated with sophistication with its focus groups, people thought that it was hard to drink.
"It says something about you when you order a scotch," said Brian Shaifer, director of marketing for Bacardi Whisky. "But one of the misconceptions was scotch was very harsh tasting. We wanted to make it much more approachable, akin to a sweeter profile of bourbon."
The company released Dewar's "White Label" Scratched Cask, which has a smoother profile, to change perception. And, to make sure the message sank in, it engaged in subconscious marketing to convince consumers that what they thought about scotches wasn't entirely true.
E4marketing principal Jeanette McMurtry, who is a psychology-based marketing consultant, explained that more brands are realizing the power of using psychological theory to reach consumers.
"The first few seconds of a glance at a logo creates a (stimulus), and people perceive the attributes, character and trustworthiness of a brand," she said.
One of McMurtry's financial clients was having a hard time persuading new customers to invest in the stock market. Her team told the firm that it should change its sales proposal to recognize the problems with the stock market, like volatility and fears that there will be other Bernie Madoffs out there to take advantage of them. Then, the company should show how the company could help navigate those issues.
"A lot of the marketing we do is catering to the conscious mind, the wrong 10 percent of the decision process," said McMurtry. "Oftentimes, that creates disconnect."
Bacardi also teamed up with digital marketing technology company CataBoom to create a scratch-off game. Consumers won cocktails featuring Dewar's "White Label" Scratched Cask, which they could redeem at participating bars. Upon enjoying their drink, they were given a coupon or a rebate for further incentive to purchase the product.
CataBoom CEO Todd McGee explained that he operates his company on the principles of Pavlov's theory of classical conditioning. By creating fun digital games — such as the Dewar's scratch off — and then providing consumers with some sort of gift, it gives the consumer a rush of an organic chemical called dopamine. The neurotransmitter controls the brain's reward and pleasure centers.
"If you consistently and instantly reward a behavior, you can change that behavior," he said.
McGee said the problem with loyalty programs is that a consumer has to repeat a behavior for a long time before getting their reward, which causes delayed gratification. Plus, too many companies engage in loyalty programs so no one stands out. Promotions are often oriented on prices. After the sale, consumers feel no need to return to the store unless there is another bargain. "Gamifying" something can increase engagement and create positive affinity for a brand, McGee said.
"We are wired to be attracted to things that give us fun," McMurtry said. "You create that dopamine or oxytocin rush, and it creates that unconscious decision of fun and there is something in it for me. It creates trust, and a much higher likelihood to continue these behaviors."
To further elevate the profile of Dewar's, Bacardi decided to showcase the skill it took to make the product. Since it couldn't fly everyone to Scotland, it created the Scratched Cask 360-degree virtual reality (VR) experience. The VR clip takes people through the process of creating the spirit in order to emphasize its premium nature. The company distributed VR viewers so consumers could watch the clip using their phones and the cardboard devices. In addition, it held events throughout the country where it invited people to step inside an American white oak bourbon barrel to watch a 360-degree, 4D projection mapping video, sample the product and see the VR experience.
"VR apps create that kind of (deep) engagement where you reward consumers, and you create this unconscious feeling of trust," McMurtry explained.
Digital media also helps brands reach consumers even more directly, now that they can get in front of them using mobile screens, McGee added. 
"Social media has changed everything, but the reality is the consumer has not," CataBoom's McGee said. "People want to avoid pain and seek pleasure. We're tapping into that seeking pleasure."
The Marketing Arm vice president of planning and insights, John Kelly, who helped advise the Dewar's campaign, pointed out that consumers spend 43 minutes out of every hour on their phone while they are shopping at a store. They could be texting friends, comparing prices or looking at reviews on products.
"It's a touch point that we know they are engaged with," Kelly said.
"If you see a TV spot at 3 a.m. for a spirit, you're probably not close to that point of purchase," Bacardi's Shaifer added. "But if I'm reaching you at 4:45 p.m. on your phone, you may want to go to a bar or a store to pick up a bottle of Dewar's."
But, just promising a consumer they may be able to get a prize but not following through, stacking the odds against them or not giving them something they can enjoy can backfire, McMurtry said.
"If you have a game where you don't reward the consumer, they go backwards in terms of their ability to trust you," she pointed out. "You really have to give them a chance to win."

Thursday, October 29, 2015

What Most Drives Consumers Is Not What You Think

What consumers want from brands is not what you think. Best service. Best price. User involvement? Rewards programs?
If you’re thinking of the above as the things consumers want most from a brand they patronize, good guess. All apply at some level, but there’s more.
While consumers might tell you they want all of the above to keep purchasing from you and refer their friends, there’s another key driver of human behavior you and your customers themselves might not have thought about. Guess again? Hint: Cyndi Lauper did the big reveal 33 years ago.
Yep, consumers just wanna have fun. Yet most of us don’t consciously admit that we respond to fun appeals or humorous marketing tactics. But we do, because unconsciously we are drawn to anything that sparks our curiosity, helps us escape the mundane, or hints at rewarding us for engaging or doing something we didn’t know we could do — like reach a new level on a smartphone game or win a dance contest while totally sober. And when we earn that reward, or even think about it, we get that dopamine rush that makes life feel wonderful and we go back for more.
What we learn from Epicurus, the Greek Philosopher credited with what we now know as the Hedonism theory, human behavior is based upon two emotional premises: the Avoidance of Pain and the Pursuit of Pleasure. As a result of this innate psychological driver, we seek pleasure in life in many ways. That pleasure ranges from knowing we can care for our families, reach our goals, are recognized for a job well done and liked by others, to physical pleasures like the thrill of finishing a long run, getting a soothing massage or downing a favorite ice cream.
In digital vs. ancient times, another “pleasure” we seek is that rush we get when we anticipate an award through our cultural addiction to games. Games on our computers, games on our phones, games we watch on TV, and more. So many games that 1.2 billion people worldwide play them frequently, and 700 million of us play games online, says a report by Spil Games. Another gaming industry company, Newzoo, reports that the 2015 gaming industry is $91.5 billion, up 9.4 percent since 2014.
Another report by RealityMine shows that mobile gaming is increasing substantially every year and that the average session time per game we play is 4.7 minutes. Among the most popular are Words with Friends, Candy Crush and Solitaire, which are played many times a day by many gamers. We also learn that games are not just for teens, as commonly thought. RealityMine shows that 61 percent of gamers are parents with children, more women play games than men, more than 1/3 are 45 years of age or older, and that there are more middle-aged moms playing games than teenagers! Hmmm … sounds like the top consumers for most products today are playing games of some sort every day. If you’re in marketing, this should be added to the top of your “note to self” list.
Why are we so drawn to games? According to psychologists, it’s because so many games help fulfill some basic needs: a sense to compete, feel fulfilled, recognized and that we have achieved something others haven’t. According to a report on gamification created by Bunchball, a leader in the industry, game mechanics fulfill basic human desires that we seek consciously and unconsciously (opens as a PDF). These include our needs for rewards, status, achievement, self- expression, competition and even altruism.
The Fun Theory, a program dedicated to the thought that “something as simple as fun is the easiest way to change people’s behavior for better,” challenges people to come up with fun ideas to get people to do things differently. Ideas that have won The Fun Theory awards include rewarding drivers for not speeding by entering them into a contest to win money accrued by fines paid by speeders, getting people to recycle bottles by making a recycling bin a bottle arcade like you find at an amusement park and increasing the use of stairs by turning them into piano keys that make music. Each of these experiments attracted attention and substantially changed behavior for the better in various cultures around the world.
So does all this talk about fun and games have a place in the marketing world? According to Todd McGee, CEO of Texas-based CataBoom, a gamification company leveraging behavioral insights to create engaging campaigns, it most certainly does.
“From a psychological point of view, ’fun’ engages us in a way that builds trust for a brand,” says McGee. “When customers win, or anticipate winning a prize, they get a dopamine rush that makes them feel good, and customers transfer that feeling to brands. Good feelings result in trust, repeat visits and referrals. So it’s a total win for customers and brands.
For CataBoom, the increases in customer engagement and sales they’re helping to deliver to their clients is just part of the fun of playing games. For one home industry client, the company created a game on Facebook that gave money away every day. As result, 71 percent of the visitors to their Facebook page engaged twice as long. For another company in the food industry, they created a “Spin the Wheel” game for a chance to win free product. People responding set a new record for site visits as they kept coming back to take their chance at the wheel.
Per McGee, CataBoom has seen brands in all industries, from entertainment groups to insurance and financial institutions, achieve not only better engagement, but monetary rewards, as well. Sales have increased as high as 30 times as a result of adding games to a customer experience.
Lesson learned: When life’s routines become a game, and fun is the anticipated reward, behavior changes. When brands integrate fun and games in their customer experience, results can change too.
Takeaways:
  • Have Fun. Its not only the spice of life, it’s the driver that gets consumer behavior moving, trusting and, in many cases, buying.
  • Use humor, when and as appropriate, and watch your attention levels soar on social channels and traditional ones, as well.
  • Spark curiosity to get noticed and introduce your customers to a fun brand experience, persona and happy result.
Make sure your customer service follows the rules of fun, as well.Evo.com and Moosejaw.com are great examples of companies that add a fun twist to routine sales and purchasing processes online. Their fun responses, language and digital conversations make you want to come back for more.
Now get off of your computer and go have fun!

Tuesday, August 11, 2015


Does Your Brand Have ESP?
By Jeanette McMurtry August 4, 2015

Remember when personalization was the coolest thing in direct marketing, and we couldn’t wait to cash in on the increased ROI from writing customers’ names in the clouds and detailing their transaction history in letters, PURLs and email copy?

And then personalization became commoditized and we all tried to find the next big rush to higher ROI. For many that is retargeting, or monitoring individuals’ Web activities and placing ads about recent interests on random pages.

Even with privacy concerns, behavior tracking seems to be working wonders. We consumers seem okay to see ads on our Facebook page about products we just abandoned in a shopping cart or on a Google search page moments later. Consumers of all ages seem unfazed by such monitoring and retargeting activities that Baby Boomers might call Big Brother and Millennials call Big Data!
Regardless of whether your customers are in the Big Brother or Big Data generation, personalization through retargeting is the most effective way to build sales today. Right? Or maybe not so much?

According to Andrew Shebbeare in an article published on AdExchanger, retargeting is not the end-all answer to incremental sales. In fact, retargeting might be more of a waste than a bonus as most predictive analytics tools recommend products the shopper is likely to buy at some point, anyway. So marketers could be spending big money to get sales they’re poised to get anyway.

Thankfully, we still have transactional data that drives incremental sales by restating specific aspects of a customers’ relationship with our brand in our marketing communications. That’s still working, right? Or could it be traditional data systems based on transactional or browsing histories miss a key driver in consumers’ decision processes?

To me, that missing key driver is ESP, and I’m not talking that sixth sense or psychic ability to detect paranormal behavior. I’m talking about another ESP — emotional selling propositions — or messaging about the emotional vs. functional value of a product, which have helped me achieve anything but “normal” results, including triple-digit increases in revenue and response rates. However, the trick is finding technology that truly gives you that sixth sense about which emotions drive behavior, and then enables you to personalize messages accordingly during the actual purchase process.

Finally, we’ve arrived. New technology can track individuals’ specific interests and emotions while they are shopping, enabling us deliver personalized messages that are relevant to both their conscious and unconscious minds in real-time, while they are shopping — not just thinking about it. This alone is taking ROI to a whole new dimension.

According to Ari Ginsberg, co-founder and CMO of Cognilyze, an e-commerce personalization system, when marketers use data to trigger the likes, wants and needs of the unconscious mind, they can get sales they would not have otherwise. By appealing to psychological thought processes that occur in our subconscious, marketers can create interest in products completely unrelated to those currently being browsed and considered, and thus get true incremental, or unplanned sales.

“By taking a very different approach to big data and sales, we can show consumers products they did not even know they wanted or needed, and generate sales retailers would have otherwise have missed out on,” says Ginsberg. “We do this by assigning an emotional value to a product, not a person.”
Huh? Emotional attributes for products? Instead of showing products like socks to buy with new running shoes which has become expected, Cognilyze’s system analyzes the emotional values of the products a given shopper is browsing. It then quickly identifies products with like values that have been assigned by Cognilyze’s research team, and shows the shopper these products, as well. It could be as counterintuitive as showing a consumer shopping for a couch a car seat for a baby. Not at all related in terms of function or style, but very much related to the emotional values of creating a safe and comfortable setting for a family. As Ginsberg says, this approach is so effective at generating valid incremental sales it could be disruptive to the entire big data industry.

Cognilyze tested its approach to assigning emotions to products vs. shoppers among a group of Sears’ "Shop Your Way" customers. They gave participants a list of recommended products across a category. The top 10 recommended products were then matched to the online shoppers’ responses about products they liked, needed, and already had. Many of the top 10 recommendations triggered by Cognilyze’s emotional/psychological model ended up in shoppers’ list of desired products.
Explains Ginsberg, “When you consider we were blind to any statistical correlation or categorical affiliation, its pretty telling just how powerful it is to tap the unconscious values associated with purchases than just the conscious ones obvious from past transactions.”

Another group that is disrupting the way marketers use data to understand and influence behavior is BehaviorMatrix, creators of real-time marketing software that monitors consumers’ attitudes and feelings through another form of ESPs – their patented Emotional Signal Processing technology and a contextual Natural Language Processing Engine. By monitoring conversations on social media channels, they can determine consumers’ emotions about an issue, brand or product, on a minute-by-minute basis. Marketers can then deliver content and offers that are relevant to a consumer’s current state of emotions, not just their shopping interest at a given moment.

BehaviorMatrix goes one step further to assure accurate interpretation of the data collected. Instead of just monitoring social conversations on various public channels, they monitor the context of the stimulus, or how it was presented in a specific situation. In other words, they can filter out sarcasm, and identify anomalies in attitudes that might not reflect a consumers’ true attitude. I'm not sure you can get a much more precise look inside the minds of your consumers to see what is moving them at any given moment.
Imagine the implications. Your customers are feeling euphoric about a new technology that you happen to offer, and you deliver a message to them with an offer at the very moment of heightened interest. Or you discover many of your customers are engaged in social media conversations about environmental issues that are associated with your brand, and they support the opposing viewpoints. Time for an educational campaign you didn’t know you needed to execute.

Take ESP to the second power — emotional selling propositions with emotional signal processors, and the results can be out of this world.

According to Bill Thompson, co-founder, chairman and CEO of BehaviorMatrix, emotional-tracking technology is not just game-changing for brands, its disruptive to the entire direct marketing industry. With 90 percent of our thoughts driven by our emotions, per many neuromarketing studies, he could be on to something really revolutionary.

“Transactional data models deliver standard results for direct marketers, which are typically around 1 to 3 percent response rates,” says Thompson. “Our technology has consistently delivered double-digit open rates and conversions, giving marketers a much higher ROI.”

Its just not the ability to communicate emotionally in real time that drives sales in today’s digital markets, it's also a brand’s ability to tap who and what influences consumers’ behavior. This is what puts BehaviorMatrix at the forefront of what could be the next revolutionary change in direct marketing. And this vision actually came to Thompson when he was having his own kind of “blue ocean” experience.

“When scuba diving, I was intrigued to find that groups of fish reacted to my presence differently, yet they were all fish,” recalls Thompson. “I concluded that, of course, we as consumers are like animals. Groups of consumers may look alike, but could be programmed to interpret stimuli and act very differently.”

Thompson asked his team of mathematicians to create algorithms that can technologically observe human behavior and identify reactive patterns into which most people fall, and to find ways to identify the influencers for each of those groups.

“We discovered four crowd types in which most people fall,” continues Thompson. “When we can identify the influencers of those crowds and their emotional values, we can predict behavior within groups with a very high-level of precision and that, in turn, enables organizations of all kinds to influence behavior and achieve ROIs not reachable before.”

Again, think of the implications of being able to influence your customers’ influencers in real-time and with high emotional relevance? This kind of personalization and ROI was unthinkable just a few years ago.

Wayin, a social media intelligence firm, recently surveyed 200 marketing executives engaged in real-time marketing. Of respondents, 98 percent claim they are achieving a positive ROI and 89 percent say they can fully tie real-time marketing results to measureable business goals. Results like this validate that real-time personalization is mission-critical for just about any business today.

Takeaway:

  • Marketers in all industries need to build their brand’s ESP powers:
  • Utilize emotional sensory processers to monitor consumers’ actual emotions about your category and brand.
  • Define your brands ESP messaging, or emotional selling proposition, that presents the hidden emotional fulfillment of your products or services.
  • Assign corresponding emotional attributes to your products so you can personalize recommendations that make sense to unconscious and conscious drivers.
  • The results are something any of us can get emotional about!