Guest lecture 2017 - There is no 'I' in Marketing
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Transcript of Guest lecture 2017 - There is no 'I' in Marketing
There is no ‘I’ in Marketing
1. The ‘I’ illusion: irrational biases in individual decision-making.
2. The ‘we’ species: a super social ape.
3. Understanding social behaviour
= understanding consumer behaviour.
4. What does this mean for marketing?– Start with WHY
– Join the conversation
– Co-creation
ECONS
Individual = ‘Homo Economicus’
Human decisions =purely rational choices.
(expected utility theory)
Based onStatistics & Mathemetics
HUMANS
Irrational biases in individual decision-making.
System 1 and System 2.
(prospect theory)
Based onPsychology
Views on decision-making
Daniel KahnemanIrrational biases in individual decision-making
• Psychologist
• Nobel prize in economics (2002)
• System 1 and system 2
• Irrational biases
Daniel KahnemanProspect Theory
Prospect theory is a behavioral economic theory that
describes the way people choose
between probabilistic alternatives that involve risk,
where the probabilities of outcomes are known.
The theory states that people make decisions based
on the potential value of losses and gains rather than
the final outcome, and that people evaluate these
losses and gains using certain heuristics (mentalshortcuts). (Wikipedia)
Daniel KahnemanProspect Theory
A. If heads, then you gain €100, if tails then you gain nothing.
B. You immediately get €46.
Daniel KahnemanProspect Theory Loss aversion
If heads, then you gain €150, iftails you lose €100.
Would you take the bet?
Daniel KahnemanLoss Aversion
In economics and decision theory, loss aversionrefers to people's tendency to strongly prefer
avoiding losses to acquiring gains.
System 1 System 2
Well-considered & Slow
Reason-based
The lazy controller
Limited processing capacity(which explains the blind spots)
The more experience you have in the field, the less energy it takes.
Automatic & Fast
Emotion-based
Associations
Simple calculations
95% of our mental processing.
Unconsciously.
Daniel KahnemanIrrational biases in individual decision-making
“The pupils reflect the extent of mental effort in an incredibly precise way”
Daniel Kahneman
System 1 System 2
Quick!
A bat and a ball cost
$1.10 in total.
The bat costs $1 more
than the ball. How
much does the ball
cost?
Most common answer:
• Bat = $1.00
• Ball = $0.10
Right answer:
• Bat = $1.05
• Ball = $0.05
A bat and a ball cost
$1.10 in total.
The bat costs $1 more
than the ball. How
much does the ball
cost?
Irrational biases in individual decision-making
• Loss aversionWe irrationally try to minimalise our losses.
• AnchoringOur answer on a question is heavily biased by the first piece of information offered (the anchor).
• Paradox of choiceToo much choice makes us uncertain.
• ConformityWe adapt our own conviction in order to conform.
Daniel KahnemanAnchoring
Anchoring is a cognitive bias that describes the common human tendency to rely
too heavily on the first piece of information offered (the "anchor") when making decisions.
• Is the height of the tallest redwood more or less than 365 meter? Best guess?
• Is the height of the tallest redwood more or less than 55 meter? Best guess?
Avg. = 257m
Daniel KahnemanAnchoring
Avg. = 86m
• Is the height of the tallest redwood more or less than 365 meter? Best guess?
• Is the height of the tallest redwood more or less than 55 meter? Best guess?
Avg. = 257m
Daniel KahnemanAnchoring
Avg. = 86m
Anchoring index=
(257-86) /(365-55)
=55%
Irrational biases in individual decision-making
• Loss aversionWe irrationally try to minimalise our losses.
• AnchoringOur answer on a question is heavily biased by the first piece of information offered (the anchor).
• Paradox of choiceToo much choice makes us uncertain.
• ConformityWe adapt our own conviction in order to conform.
Barry SchwartzThe Paradox of Choice
• Psychologist
• Too much choicemakes peopleunhappy.
• The Jam Experiment
Barry SchwartzThe Paradox of Choice
6 varietiesavailable for tasting
All 24 varietiesavailable for tasting
Stopped at table
40%Stopped at table
60%
Bought
30%Bought
3%
Barry SchwartzThe Paradox of Choice
The negative effects of toomuch choice:
1. Decision paralysis2. Uncertainty (have I made
the right choice?)
Irrational biases in individual decision-making
• Loss aversionWe irrationally try to minimalise our losses.
• AnchoringOur answer on a question is heavily biased by the first piece of information offered (the anchor).
• Paradox of choiceToo much choice makes us uncertain.
• ConformityWe adapt our own conviction in order to conform.
Solomon AschConformity experiments
On average32%
At least once74%
12 critical trials
Never26%
Fear of being ridiculed or thought "peculiar".
A few of them said that they really did believe the group's answers were correct.
Conform %
Irrational biases in individual decision-making
• Loss aversionWe irrationally try to minimalise our losses.
• AnchoringOur answer on a question is heavily biased by the first piece of information offered (the anchor).
• Paradox of choiceToo much choice makes us uncertain.
• ConformityWe adapt our own conviction in order to conform.
Irrational biases in individual decision-makingConclusion
• The human brain’s processing capacity is scarce.
• Our human brain was not developed to process everythingthoroughly. That would take too much energy.
• The human brain was developed to process certaininformation thoroughly, and rely on hints and others for allother information.
• The human brain was developed to work together …
Marilynn Brewer (2004)Social Psychologist
“… all of the building blocks of human psychology – cognition, emotion, motivation – have been shaped by the demands of social interdependence.”
A ‘WE’ SpeciesThe Super Social Ape
The Super Social Ape
• Why? The advantages of a social species.
• The ‘generalized other’ determines our self.
• Social pain and self-esteem as regulators.
• We’re not suited forsurvival as loneindividuals.
• We developed as super social apes.
• Social is our core evolutionary strategy.
A ‘WE’ SpeciesThe Super Social Ape
Groups > Individuals• Protection and shelter.
• More mating partners.
• Better organization for hunting larger animals.
• Take and defend a larger territory against predators / other tribes.
• Develop collective knowledge needed for– tool making
– hunting tactics
– omnivourness
– …
A ‘WE’ SpeciesThe Super Social Ape
Human beingsare designed for group living.
We developed brains and speech to work together.
A ‘WE’ SpeciesThe Super Social Ape
Freud (1856 – 1939)
‘Ich’ is set at birth and never changes.
The individual is in control.
Mead (1863 – 1931)
The self emerges from social interactions = the social self.
The ‘generalized other’ has a major influence on our self.
‘Me’ and ‘I’.• ‘Me’ is how we believe the
generalized other sees us.
• ‘I’ is how we choose to react.
Social BehaviorismGeorge Herbert Mead
If the ‘generalized other’ is so important in determining our self …
… how do we control our inclusionary status with our significant others?
A ‘WE’ SpeciesThe Super Social Ape
Sociometer TheoryMark Leary
Self-esteem as a sociometer
Monitor inclusionary status
Activatie social painRestore
inclusionary status
Sociometer TheoryMark Leary
Self-esteem as a sociometer
A system that continuouly monitors the inclusionary status of the individual. The system monitors cues that connotedisapproval, rejection or exclusion.
Sociometer TheoryMark Leary
Self-esteem as a sociometer
Monitor inclusionary status
Activate social painRestore
inclusionary status
Sociometer TheoryMark Leary
Self-esteem as a sociometer
Monitor inclusionary status
Activate social painRestore
inclusionary status
“… all of the building blocks of human psychology – cognition, emotion, motivation – have been shaped by the demands of social interdependence.”
There is no ‘I’ in Marketing
1. The ‘I’ illusion: irrational biases in individual decision-making.
2. The ‘we’ species: a super social ape.
There is no ‘I’ in Marketing
1. The ‘I’ illusion: irrational biases in individual decision-making.
2. The ‘we’ species: a super social ape.
Diffusion of Innovations ModelEverett Rogers
‘Diffusion = the process by which an innovation is
communicated through certain channels over time among the
members of a social system.’Rogers and Shoemaker, 1971
Chasm
‘Innovativeness is …
… the degree to which an
individual or other unit of
adoption is relatively earlier in
adopting new ideas than other
members of a system’
Rogers and Shoemaker, 1971
… the degree to which an
individual makes innovation
decisions independently of the
communicated experience of
others’
Midgley, 1977
We got ourselves a movement !
The Innovator
• Authentic = true to their values
OR low susceptability to normative influence
OR low self-monitoring (not conforming)
• Functional risk-taking. What if my investments (in time, resources, health, …) result in a unwanted result.
• R&D centers of a tribe / social context.
– Domain specialisation.
– Look for specialized information.
The Opinion Leader
• Pragmatic = linking opportunities to needs.High susceptability to normative influence
• Social risk-taking: what if the introduction would proof to beirrelevant for the social followers.
• Central nervous system of a tribe / social context– Less domain specialisation.– Look for socially valuable information.– Fully aware of the environment of the group.– Fully aware of relevant trends.
We got ourselves a movement !
The innovator
The opinion leader
The early/late majority
The laggards
The tipping point
‘The leader embraces him as an equal. It’s not about the leader anymore, it’s now about them’
The Imaginative Innovator
Motivation: follow their gut feeling
‘The first follower is what turns a lone nut into a leader’
The opinion leader adds social relevance.
‘This is the tipping point. Now we have a movement.’
‘The tipping point is that magic moment when an idea, trend, or social behavior crosses a threshold, tips, and spreads like wildfire.
Malcolm Gladwell
The Tipping Point
‘Eventually they will be ridiculed for not joining in’
The laggard has to join in, in order to avoidsocial disapproval.
The social group provided a buffer between the individualorganism and the exigencies of the physical environment
The social group provided a buffer between the individualorganism and the exigencies of the physical environment
ECONSRATIONAL DECISION-MAKING
‘I’ IS IN CONTROL
DIFFUSION OF INNOVATIONS
HUMANSIRRATIONAL BIASES
GENERALIZED OTHER
SOCIAL ADOPTION MECHANISM
Part 4What does this mean for marketing?
1.Your brandStart with WHY
1. Start with why
1. Start with why
Starting with why makes youconsistent and authentic.
Authenticity is like a quality label for the opinion leader.
‘Why’ triggers the emotion-based System 1.
Create a world where everyone gets to mingle, and connect with people of various cultures and backgrounds.
Rent rooms.
Create a world where everyone gets to mingle, and
connect with people of various cultures and
backgrounds.
Traditional Advertising:Stimulate individual behavior
Join the Conversation:Stimulate social behavior
Join the ConversationJoseph Jaffe
Join the ConversationThe power of word-of-mouth
Nielsen Survey: Global Trust in Advertising and Brand Messages (2012)
Ads on TV:47%
Ads in magazines:47%
Traditional Advertising:Stimulate individual behavior
Join the Conversation:Stimulate social behavior
Join the ConversationJoseph Jaffe
How to stimulate social interaction about your brand?
1. Authentic and meaningful2. The power of opinion leaders3. Curiosity / Scarcity4. Unexpected5. Storytelling6. Easy to share
Join the ConversationThe power of a crowd
Join the ConversationAuthentic and meaningful
Join the ConversationThe power of opinion leaders
"We used to record demos and then just burn them onto CDs and give them away at gigs … So the fans just used to send them to each other, which didn't bother us because we never made those demos to make money or anything … And it made the gigs better, because people knew the words and came and sang along. We can't complain about it."
Make your message easy to share for early
adopters.
How to stimulate social interaction about your brand?
1. Authentic and meaningful2. The power of opinion leaders3. Curiosity / Scarcity4. Unexpected5. Storytelling6. Easy to share
Join the ConversationThe power of a crowd
INSIGHT SHOP
CO-CREATION PROCESS
2 3 4
Ideation Concept
finetuning
Concept
workshop
1
Scope
5
Voorstelling
eindresultaat
ECONSRATIONAL DECISION-MAKING
‘I’ IS IN CONTROL
DIFFUSION OF INNOVATIONS
HUMANSIRRATIONAL BIASES
GENERALIZED OTHER
SOCIAL ADOPTION MECHANISM
START WITH ‘WHY’JOIN THE CONVERSATION
CO-CREATE