Wednesday, March 19, 2014

The Law of Reciprocity and How It Builds Sales


The Law of Reciprocity

Chances are, you've thought that the chocolate or mint your waiter brings with your bill, along with a friendly smile, was a kind gesture, right?  Wrong—at least in many cases. The Journal of Applied Social Psychology summarized numerous studies showing that this mannerly move is actually a tactic used to get higher tips. How? By tapping into a driving force of human behavior: reciprocity
Various studies show that when someone does us a favor—stranger or friend—we feel compelled to repay them. When we indulge in free samples at the grocery store, we tend to feel guilty if we don't buy something. And using a gas station bathroom on a road trip without buying a thing has some of us scurrying quickly out the door. Perhaps it's part of our survival instinct to “hold our own” or a nurturing instinct to support others on a joint quest to thrive under the same societal rules. 
Regardless of what drives our need to reciprocate, it's a very real and key component of psychology-based marketing: strategies and campaigns founded on psychological principles and behaviors. Decades of research shows that we're more inclined to do favors for friends who once did something nice for us. When we return the favor, the value of our “payback” is often greater than the original good deed that initiated the act. 
Think about your own patterns. Or consider this example: You dog-sat your neighbors' poodle for 10 days in return for them watching your Shih Tzu for only two days. Somehow you called it even, despite the fact that you got a hyper, yapping dog that's smart enough to get even by leaving you daily messes for much longer than your neighbor watched your exercise-adverse Shih Tzu. Somehow, I suspect many of you can relate.
The same thing applies in business. When a salesperson offers to throw in a perk upon purchase, like free floor mats with the purchase of a $45,000 car, we're more likely to buy. Silly, given the $100 value of the free gift compared to the debt of the five-year loan; yet, we do it all the time. Similarly, when a company gives us something nice “just because,” we buy more.
In marketing, the rule of reciprocity rules when it comes to one of the most affordable things a business can do to achieve sales, and secure loyalty. Even a small token that costs you next to nothing can pay huge dividends. In fact, I've often wondered why gas stations and convenience stores don't give away their coffee free with purchase all day, every day to compete with the station across the street. For a free coffee that about a $1.50 value, which costs the station about $0.10, customers are more likely to come in for gas. Plus when they leave, they're likely to buy something else to “reciprocate.” 
There are many things thriving brands do today to trigger reciprocal purchases besides free coffee. Here are some examples:
  • Beaver Creek, a ski resort near my home, hands out free hot chocolate when you get off the lift in the cold winter mornings and free, warm chocolate-chip cookies when you come off the mountain at the end of the day. It's no surprise that guests are loyal to this small but nice resort and return often, despite the fact that there are many other resorts at which they could ski.
  • Gluten-free energy bar provider Larabar gives out free Larabars to community groups wanting to offer health fair or educational event attendants goodie bags or free snacks.  While I can't quantify the number of sales associated with this giving program, I can safely state that Larabar is one of the most popular snack-bar brands in the U.S. and beyond.
Reciprocity also works in the “pay-it-forward” context. Research by Cone Communications shows that consumers not only want to know that a brand engages in social responsibility programs, but they also want to know the actual impact of those programs on the intended beneficiaries. One report shows that more than 80% of consumers are more likely to purchase from brands that communicate the direct impacts of these programs than ones that don't. 
As you go about creating new customer engagement programs and direct marketing packages for your brand, look for opportunities to give rather than to get.  Whoever makes the first kind gesture, as studies show, tends to gain the most. 
Jeanette McMurtry, principal of e4marketing, is an authority on psychology-based marketing, speaking at business events worldwide. She is a Back by Popular Demand trainer, speaker, and course instructor for the DMA.

Tuesday, March 4, 2014

Enjoy some insights from my latest column for DM News at www.dmnews.com.

Making Ads Add Up for More than a Day

Making Ads Add Up for More than a Day
Making Ads Add Up for More than a Day
Remember Doberwawa? Oh, and that great Muppet ride, and that vignette on love versus war? Most important, do you remember what brands or products were behind these Super Bowl ads?
You're not alone if you answered no. Neither do at least 65% of Super Bowl viewers each year, according to advertising research firm Communicus. Beyond not recalling the products promoted in ads—which cost brands about $4 million for 30 seconds—44% of us can't even recall the ads shortly after. (As a Broncos season ticket holder, I'm trying not to recall the game either).
Super Bowl games give NFL coaches and commentators plenty to analyze game day and beyond. They also provide just as much fodder for advertising pundits to chew on, savor, and spit out, as the ad industry crowns its own champion at the end of the fourth quarter with the U.S. Ad Meter and other coveted honors. Beyond USA Today's "Most Liked Ads," researchers have been analyzing whether the industry's most expensive and creative endeavors pay off. The findings? Pretty much an epic thud by traditional marketing success standards—you know, the old fashioned metrics, like response rates, sales conversion, and ROI. Budweiser topped the likeability list this year and last with “Brotherhood” for 2013 and “Puppy Love” for 2014. However, “Puppy Love” may have helped sell more Labrador puppies than beer. The same Communicus study concludes that 80% of Super Bowl ads don't help sales. 
Yet every year, big brands return for more. Companies now compete for likeability, tweets, YouTube views, and other honors that really don't mean anything if you care about revenue gain and ROI. In addition, new Super Bowl success metrics have emerged in recent years, including the emotional reaction score. The emotional reaction score, calculated by Innerscope, looks for physiological reactions of ad viewers to determine which ads generated the most emotions like joy, excitement, and frustration.
Contrary to what many marketers may think, an ad's level of emotional impact doesn't always result in strong revenue impact, especially if these ads appeal to our "conscious" emotions versus our unconscious ones or those associated with key behavior drivers like loss aversion. 
Only one metric matters when it comes to Super Bowl ads, or any other ad for that matter, and it's purchase intent. What tugs at our heartstrings or moves us to giggle doesn't always move us to purchase, which is the ultimate test for all things marketing.  
This year's winner for purchase intent is yet to be announced; however, we have much to learn from past ads scoring high for this metric. For example, “Got Milk” was one of the leaders for 2013. The ad featured Dwayne Johnson, who put his job of saving the world on hold to get milk for his daughter. This ad hit deep into the psyche of parents by tapping their fear of failing their children. In addition, one of the highest purchase intent ads from 2012 was Chevrolet's “Apocalypse,” which depicted the reunion of fellow Chevy truck drivers experiencing the end of the world. This too scored highly because it tapped into our "unconscious" survival instinct and need to feel prepared for disasters.
Ads that are clever don't always sell. They entertain. Ads that are emotionally charged don't always sell either. But ads that appeal to our unconscious and instinctive emotions, like survival and security, tend to inspire behavior and influence purchase. When developing your brand's messaging platform for ads, social media, and all communications efforts, start with the following three mission-critical tasks:
1. Define the core emotion associated with your product. Is it fear of loss, frustration, fear of failing others, or uncertainty about the future? Or is it anticipation of security through social status improvement? Enhancing joy or acceptance from others? 
2. Determine how your product calms the associated fear or fulfills the anticipated joy. For example, if you're selling insurance, you're really selling assurance for quality of life.
3. Test different copy approaches for communicating the above emotional values. Once you nail the right one, keep it fresh by periodically testing new variations and offers.
Jeanette McMurtry, principal of e4marketing, is an authority on psychology-based marketing, speaking at business events worldwide. She is a Back by Popular Demand trainer, speaker, and course instructor for the DMA.