| Making advertising effective is more
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| | your competitors understand your
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| difficult today than ever before. To get
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| | customer. You must learn to ask and find
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| TV viewers to give a precious second of
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| | answers to these questions: What do they
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| their attention to a commercial message
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| | believe to be true about themselves? What
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| is beyond daunting - it's nearly
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| | do they believe to be true about the
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| impossible. A commercial that fails to
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| | world in general?Consider laundry soap.
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| entertain, therefore, has very little
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| | We live in an efficient, competitive
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| chance of tearing a viewer away from a
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| | epoch of commodity products where a soap
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| myriad of other distractions.Remote
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| | powder that has made it into the
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| controls have made it too easy to surf
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| | marketplace is assumed to be effective.
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| around commercials. And the new TiVo
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| | If it is for sale, "it works." The
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| technology, which enables viewers to
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| | problem is that there is a Grand Canyon
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| record favorite programs with commercials
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| | between a customer's favored product
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| automatically edited out, presents a
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| | choice and all the others in a category,
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| truly frightening prospect for our
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| | and this attachment to a particular
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| advertising industry. The question we
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| | product has nothing to do with
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| must ask of advertising is: How do we
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| | effectiveness. The products that become
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| craft marketing strategies and creative
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| | part of a consumer's life do so because
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| brand messages that prompt viewers to
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| | the consumer feels an emotional pull
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| voluntarily surrender their attention to
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| | towards those products.Why has Tide
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| watching a commercial? We might also put
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| | remained the market leader? Does everyone
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| it this way: How do we get customers to
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| | who uses Cheer wear only color clothes
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| care?The importance of that question
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| | (Cheer has positioned itself as color
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| cannot be understated. It is vastly
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| | safe), and do Tide users wear only white
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| different and quite superior to the
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| | shirts to take advantage of the bleach in
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| question: "What do we tell the customer?"
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| | Tide? If the effectiveness of advertising
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| It brings about a more effective answer
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| | were truly based on specific advantages
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| because "caring" is an emotional
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| | of products, then all of us would keep at
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| response. A consumer simply hearing some
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| | least two brands of laundry soap on the
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| facts (if we can even get them to listen
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| | shelf: Tide for white clothes, Cheer for
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| to those facts) is not as engaged. Great
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| | color clothes. Soap brand managers must
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| advertising must prompt people to care
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| | believe Tide users don't care whether
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| rather than simply understand a list of
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| | color clothes fade. Uh-huh.Tide has
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| product attributes. Yet a great deal of
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| | remained on top of the laundry heap
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| advertising today is merely factual.For
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| | because there is an emotional connection
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| the most part, marketing departments have
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| | to the brand message that extends way
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| believed that they need a quantifiable
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| | back to its emergence as part of the
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| product advantage in order to convince a
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| | American cultural landscape. Even
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| potential customer to switch brands. They
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| | consumers born in the eighties find
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| ask themselves why the customer should
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| | comfort in the familiarity of the brand,
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| care, and yet they answer this emotional
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| | and it's not about heritage and habit as
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| question with a rational benefit.
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| | much as it is about family and family
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| Hmmm.Most of us have no understanding of
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| | values. How much are consumers willing to
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| the reasons behind our brand selections -
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| | pay for this feeling of connection? Check
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| as a matter of fact, we don't need
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| | out the price points next time you are in
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| reasons. Oh, sure, when somebody asks us
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| | the supermarket. Consumers don't pay this
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| why we choose what we choose, we can and
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| | premium because of effectiveness or a
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| do come up with some rational reasons. We
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| | brand promise of quality. They pay it
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| do it because we think we need a rational
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| | because they desire a closer connection
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| basis for our purchasing behavior. But
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| | to their own lives.Those that steal share
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| really, we don't. Our actions in the
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| | make closer connections. Their brands
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| marketplace are almost always intuitive
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| | align themselves with the target
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| and emotional.Consider beer purchases.
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| | audience's precepts and "mean
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| Does anyone believe that Budweiser is the
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| | something."Tom Dougherty
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| runaway market leader because beer
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| | CEO, Senior Strategist at Stealing
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| consumers are big fans of Beechwood and
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| | Share, Inc. ( Tom began his strategic
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| Budweiser is "Beechwood Aged?" In other
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| | marketing and branding career in Saudi
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| words, do they buy it because of taste?
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| | Arabia working for the internationally
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| They may say they do, but in blind
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| | acclaimed Saatchi & Saatchi. His brand
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| tasting only the savviest two or three
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| | manager at the time referred to Tom
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| percent of beer drinkers can distinguish
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| | as a "marketing genius," and Tom
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| any difference between beer brands. If
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| | demonstrated his talents to clients such
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| they can taste a difference, they are
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| | as
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| hard-pressed to name the brand. Beer
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| | Ariel detergent, Pampers and many other
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| brand choices are obviously not about
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| | brands throughout the Middle East
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| taste and rarely about benefit or
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| | and Northern Africa. After his time
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| attributes.If you want a customer to
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| | overseas, Tom returned to the US where
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| change brands, you must make them care.
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| | he worked for brand agencies in New
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| You must know what they care about, and
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| | York, Philadelphia, and Washington, DC.
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| it is no surprise that the thing people
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| | He continued to prove himself as a
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| care about most is themselves - their
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| | unique and strategic brand builder for
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| beliefs, attitudes, convictions.
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| | global companies. Tom has led efforts
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| Therefore, you should develop a strategy
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| | for brands such as Procter & Gamble,
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| and execution that speaks to them in an
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| | Kimberly Clark, Fairmont Hotels,
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| emotional way that connects your brand
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| | Coldwell Banker, Homewood Suites (of
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| with their beliefs. This means that you
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| | Hilton), Tetley Tea, Lexus, Sovereign
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| must understand your customer better than
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| | Bank, and McCormick to name a few.
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