de Bono's 'Six Thinking Hats'

How to use de Bono's 'Six Thinking Hats'
to improve your thinking skills

The 'Six Thinking Hats' is a quick, simple and powerful technique to improve your thinking. It does this by encouraging you to recognize what type of thinking you are using, and to apply different types of thinking to the subject.

Sounds strange? Take two minutes to expand your thinking skills…

We all use different types of thinking, usually without realizing it. For example, if we are feeling pessimistic about the situation, that is the only type of thinking we apply! This limits our ability to see all the issues.

	The White Hat is cold, neutral, and objective. Take time to look at the facts and figures.
	The Red Hat represents anger (seeing red). Take time to listen to your emotions, your intuition.
	The Black Hat is gloomy and negative. Take time to look at why this will fail.
	The Yellow Hat is sunny and positive. Take time to be hopeful and optimistic.
	The Green Hat is grass, fertile and growing. Take time to be creative and cultivate new ideas.
	The Blue Hat is the color of the sky, high above us all. Take time to look from a higher and wider perspective to see whether you are addressing the right issue.

You can also think of the hats as pairs:

White and Red

Black and Yellow

Green and Blue

Print out this page for reference, and next time you are thinking through an issue, try on de Bono's thinking hats. You'll soon find that they give you a quick, simple, and powerful technique to improve your thinking.

Critical thinking - learning course Theseus

http://www.theseus.biz/theseus_learning_system/index.htm

Brand: Marketing Definition

What is a brand? Too often even marketing professionals don't have an answer, and too many have their 'own' answer. Which makes life very confusing! We've trawled through our resources to find some of the best definitions:

The Dictionary of Business and Management defines a brand as:

"a name, sign or symbol used to identify items or services of the seller(s) and to differentiate them from goods of competitors."

Signs and symbols are part of what a brand is, but to us this is a very incomplete definition.

Walter Landor, one of the greats of the advertising industry, said:

"Simply put, a brand is a promise. By identifying and authenticating a product or service it delivers a pledge of satisfaction and quality."

In his book 'Building Strong Brands' David Aaker suggests the brand is a 'mental box' and defines brand equity as:

"A set of assets (or liabilities) linked to a brand's name and symbol that adds to (or subtracts from) the value provided by a product or service…"

This is an important point: brands are not necessarily positive!

Building from this idea of a 'mental box', a more poetic definition might be:

"A brand is the most valuable real-estate in the world, a corner of the consumer's mind."

These are all great definitions, but we believe the best is this:

"A brand is a collection of perceptions in the mind of the consumer."

Why is it best? Well, first of all it is easy to remember, which is always useful! But it is also best because it works to remind us of some key points:

1. This definition makes it absolutely clear that a brand is very different from a product or service. A brand is intangible and exists in the mind of the consumer.
2. This definition helps us understand the idea of brand loyalty and the 'loyalty ladder'. Different people have different perceptions of a product or service, which places them at different points on the loyalty ladder.
3. This definition makes it clear how to build a brand. A brand is built not only through effective communications or appealing logos. A brand is built through the total experience that it offers.

The 7S McKinsey model

Most of us grew up learning about 'the 4Ps' of the marketing mix: product, price, place, promotion. And this model still works when the focus is on product marketing. However most developed economies have moved on, with an ever-increasing focus on service businesses, and therefore service marketing.

To better represent the challenges of service marketing, McKinsey developed a new framework for analyzing and improving organizational effectiveness, the 7S model:

The 3Ss across the top of the model are described as 'Hard Ss':

• Strategy: The direction and scope of the company over the long term. • Structure: The basic organization of the company, its departments, reporting lines, areas of expertise, and responsibility (and how they inter-relate). • Systems: Formal and informal procedures that govern everyday activity, covering everything from management information systems, through to the systems at the point of contact with the customer (retail systems, call centre systems, online systems, etc).

The 4Ss across the bottom of the model are less tangible, more cultural in nature, and were termed 'Soft Ss' by McKinsey:

• Skills: The capabilities and competencies that exist within the company. What it does best. • Shared values: The values and beliefs of the company. Ultimately they guide employees towards 'valued' behavior. • Staff: The company's people resources and how they are developed, trained, and motivated. • Style: The leadership approach of top management and the company's overall operating approach.

In combination they provide another effective framework for analyzing the organization and its activities. In a marketing-led company they can be used to explore the extent to which the company is working coherently towards a distinctive and motivating place in the mind of consumer.

Short descriptions of philosophies

Anomalous: Unrelated product advertising to make an emotional contact (e.g.,jeans and romance);

4% Argument: Rational arguments (e.g., "most fuel-efficient mini-van");

3% Brand identity: Identifying a brand with posi five social values (e.g., cola company and youth);

3% Brand image: Distinctiveness based on social symbols (e.g., cosmetics and international glamour);

8% Positioning. (eg., "brand X is #2 and tries hardee%

3% Preemptive strategy: Being first to claim a competitive benefit;

13% Problem-solution: A customer problem that the brand solves;

Resonance: Present situations that touch experiences, real or imagined (e.g., beer company and cowboys); and

22% Unique selling proposition: A meaningful, distinctive consumer benefit (e.g., guaranteed delivery by 10:30 Am the next day).

Creative risk definition

Creative risk was defined in the questionnaire as "the degree of uncertainty as to the results of the words, images or symbols used in an advertisement. E.g., changing a celebrity, emphasizing new uses for a brand, changing a target market or the use of nudity."

Clients and creative risks

Most clients tend to accept evolutionary creative work more easily than they do the challenging because it is easier to relate to unoriginal advertising. However, there are several drivers that push clients toward accepting creative risks.

Prospect theory (Kahneman and Tversky 1979) states that most people and companies (Fiegenbaum and Thomas 1988) are risk seeking when they are below their targeted aspiration levels. Clients that perceive that they are underachieving or failing to hit their targets are likely to be more willing to take a creative risk than are clients that feel they are succeeding. Furthermore, risk taking is known to be sensitive to the perceptions of those whose resources are being risked, that is, the "stakeholder perspective" (Berle and Means 1932). Agency theory is useful here, as it examines risk relationships between agents (managers) who have different perspectives than principals (owners) (Spake et al. 1999). According to agency theory, most managers do what is safest for themselves, not always what is optimum or best for their organizations (Murray 1991). Owners generally diversify their shareholdings across several firms, so their diversified portfolio enables them to take risks. By contrast, managers are risk averse, because if they take a risk, it may go wrong and risks can directly jeopardize their incomes (Chatterjee and Lubatkin 1990).

Advertising agency personnel empathize with their clients (Michell 1986) but will be more risk seeking. The reason is simple-the client has the final say and controls the level of compensation (La Bahn 1996). This removes agents one stage from the direct consequences of the decision. An advertising campaign's outcome rarely threatens an employee's livelihood, especially for senior executives, except when a major client may be lost to an agency and/or a team has been allocated solely to one big client. As a rule, agencies diversify their client base across multiple firms and are rarely dependent on a sole advertiser for their prosperity; therefore, they can act like agents rather than principals. Agents are able to take more risk-seeking positions because clients have the final say in the decision. Indeed, risk taking is an important part of any creative enterprise. Writers, directors and even creative directors often are hired, in part, for their ability to define and negotiate risk in the communication moment. According to a survey by Advertising Age (1992), creatives often try to convince their clients to take risks by emphasizing that safe advertising is a big risk in itself because it is unlikely to break through the clutter and by involving clients in the campaign process from the early development stage so that they take some ownership.

Most clients do not have sufficient knowledge of the advertising business to understand whether agents have acted professionally on their behalf. This is common to all professions. Thus, the most effective sanction on risk-taking behavior among agency staff is peer review and comparison of work (Sharma 1997). Just because advertisers have difficulty verifying the actions and activities of agency personnel, it does not mean that agencies and agents are uncontrollable. Agencies as a whole that take unwarranted risks likely will damage their reputations. Consequently, they will find it increasingly difficult to obtain new business. For example, Wills (1992) found the main factors in winning accounts were positive recommendations by satisfied clients and personal contacts with top management. At a micro level, unwarranted risk takers who disregard their clients' interests may damage their personal reputation with peers at their agency and find themselves out of ajob and in trouble finding a new one. Furthermore, experienced managers provide an additional layer of control by imposing professional codes and norms in risk taking (Sitkin and Pablo 1992). Such controls on risky behavior may be particularly important and effective. Within this general risk architecture, an agency's philosophy forms the foundation of its staff belief structure of how advertising works and is inextricably linked to risk taking.

Emotional philosophies

David Ogilvy's (1963) "brand image" has become commensurate to the USP in fame. Ogilvy's philosophy of brand image suggests that, rather than telling about the product's singular benefits, moods and images should be evoked, such as stylish and sophisticated (see http://ogilvy.com).

Music, colors, scenery and so on became more significant in such advertising than the words heard or read.

More recent philosophies have built on Ogilvy's feeling-oriented assumptions of motivation, of which brand identity, or associating the brand with pleasurable social norms, is the best example.

Brand identity often draws on a shared cultural experience and is particularly common among brand leaders

Lindsey, Stone & Briggs Advertising, Inc. of Madison, Wisc., has determined the competitive point of difference for its clients and attempted to integrate that experiential and emotional differentiator with the client, the brand and the product or service

The strong use of emotion, or using advertising to modify feeling about brands without focusing on brand benefits or images, has evolved during the 1970s and 1980s (Frazer 1983). Schwartz (1973) called this the "resonance strategy" of presenting circumstances, situations, or emotions that find counterparts in the realm of imagined experiences.

Similarly, Frazer (1983) identified "anomalous strategies" in which advertisers use messages and images that have no rational basis simply to make emotional contact with buyers. Anomalous strategies include the use of such themes as fantasy, drama and humor without any cognitive link to the product. A good example would be the wellknown "Welcome to Miller Time" advertisements. The 1990s showed this strategy to have few followers, as most brand-focused agencies aim to develop clear cognitive brand linkages with specific target segments (Duncan and Moriarty 1999).

Rational philosophies

Argument approach - "advertising is "salesmanship in print"" - to communicate performance benefits over the competition
Problem-solution or "product-is-hero" approach
Unique-selling proposition (USP) - The USP school argues that advertisers must offer strong, unique and relevant benefits to be successful
Preemptive approach - in which an advertiser extols a benefit common to others in its class (Frazer 1983), such as P&G's claims about the power of Head & Shoulders shampoo to fight dandruff. The key element is being first in the claim, so rivals then are forced to make "metoo" claims or find other benefits to extol. Its most widespread use is among advertisers of homogeneous goods and services.
The positioning philosophy gives a clear and concise idea of where the advertiser lies relative to rivals in the mind of buyers (Ries and Trout 1981). The relationship to competition is the most important defining characteristic (Frazer 1983). Classic examples have been Avis, with its being #2 and "trying harder" campaign and Pepsi's taste challenge to Coke. The approach is particularly valuable for new entrants in a market or for those with market shares that closely follow market leaders. However, it also helps if the market is relatively sophisticated in terms of market orientation. The strength of the positioning philosophy is that it limits the retaliatory options of the named or implied rival, because the rival appears petty and defensive if it responds.

Two predominant forms of agency philosophy

There are two predominant forms of agency philosophy, rational and emotional, as well as combinations thereof.

Rational creative philosophies are based on linear-sequential hierarchical approaches to how advertising works (Ambler 2000; Belch and Belch 1998; Lannon 1986; Palda 1964; Vakratsas and Ambler 1999). The essence of these philosophies is a belief that communications work in a hierarchy of effects moving along a continuum based on the awareness-comprehension effect on attitudes and action (Vakratsas and Ambler 1999). Well-known examples of these philosophies are "argument," "problem-solution," "preemptive," the "USP," and "positioning."

Emotional models, in contrast, pander to more impulsive, irrational and sensual models of buyer behavior. They postulate that buyers are less rational in their purchase decisions and so moods, colors and feelings about products may be just as important as functional information (Ogilvy 1983). Well-known, primarily emotional philosophies include brand image and identity, resonance and anomaly.

Definition of advertising

Current:

• Advertising is a paid nonpersonal communication from an identified sponsor, using mass media to persuade or influence an audience

New (proposed in article "Oracles on "advertising": Searching for a definition"

• Advertising is a paid, mediated form of communication from an identifiable source, designed to persuade the receiver to take some action, now or in the future.
• "Mediated" communication is that which is conveyed to an audience through print, electronics, or any method other than direct person-to-person contact

Words

workday attitudes of diligence, can-doism, detail-orientation and, above all, procrastination

Trend - decentralized approach after consolidation time

The splintering of duties previously handled by a single agency comes after years of steady creative consolidation. Between 2001 and 2004, Adweek reported more than $3 billion in such moves involving some 25 clients. The trend continues on the media side, where a dozen clients consolidated some $5 billion in billings last year.

Among the factors contributing to the swing toward expanding agency rosters is the rise of global chief marketing officers who, in the past, consolidated business at one shop to make it easier to manage and to ensure brand consistency, and now are focused on creativity, said Arthur Anderson of Morgan Anderson Consulting in New York. And while some marketers used several shops before the era of consolidation, it was mainly a function of regional marketing chiefs working with different agencies; now, the divide-and-conquer approach increasingly is driven globally from the top, Anderson said. "Now the CMO has his arms around the world and needs to manage marketing operations," he said. "More and more, the mantra is, 'Follow the creative. Look around for it and find it.' The con is, can you do this with multiple resources and keep the brand positioning constant and current?"

Ad Comparator - free software

http://www.adcomparator.com/

Total Quality Communication Model

Decision-making

Decision-making is the process of selecting between two or more possible courses of action in response to a single stimulus

One way to think about decision-making is that it is information processing comprised of five stages.

• Exposure
• Attention
• Comprehension
• Acceptance
• Retention

means:

• Exposure alludes to the customer having proximity to a message so that one or more of the person's senses is activated.
• Attention refers to the requirement that the person allocate information processing capacity to the experienced stimulus.
  Comprehension means the message must be acquired, interpreted, and meaning attached to it.
• Acceptance means that once meaning for the message is established, it must be filed into the belief system of the individual.
• Finally, Retention occurs when the meaning interpretation is passed into long-term memory.

This defines the challenge when communicating to any customer: a person must successfully traverse all five stages for the decision to be made by the person to integrate the information into the long-term belief system that guides the individual's behavior.

Adaptaton vs Development

Problem Solving Process

The Eight Step Process of Group Norm Development

Cantril's Laws of Public Opinion

Cantril suggested fifteen observations of the dynamics of public opinion and one describing the dimensions of opinion.

1. Opinion is highly sensitive to important events.
2. Events of unusual magnitude are likely to swing public opinion from one extreme to another. Opinion does not become stabilized until the implications of events are seen with some perspective.
3. Opinion is generally determined more by events than by words--unless the words themselves are interpreted as an "event."
4. Verbal statements and outlines of courses of action have maximum importance when opinion is unstructured, when people are suggestible and seek interpretation from a reliable source.
5. By and large, public opinion does not anticipate emergencies--it only reacts to them.
6. Psychologically, opinion is basically determined by self-interest. Events, words, or any similar stimuli affect opinion only insofar as their relationship to self-interest is apparent.
7. Opinion does not remain aroused for any length of time unless people feel their self-interests are acutely involved or unless opinion--aroused by words--is sustained by events.
8. Once self-interest is involved, opinion is not easily changed.
9. When self-interest is involved, public opinion in a democracy is likely to be ahead of official policy.
10. When an opinion is held by a slight majority or when opinion is not solidly structured, an accomplished fact tends to shift opinion in the direction of acceptance.
11. At critical times, people become more sensitive to the adequacy of their leadership--if they have confidence in it, they are willing to assign more than usual responsibility to it; if they lack confidence in it, they are less tolerant than usual.
12. People are less reluctant to have critical decisions made by their leaders if they feel that somehow, they, the people, are taking some part in the decision.
13. People have more opinions and are able to form opinions more easily about goals than they are to methods necessary to reach goals.
14. Public opinion, like individual opinion is colored by desire (emotion), and when opinion is based chiefly on desire rather than on information, it is likely to show especially sharp shifts with events.
15. The important psychological dimensions of opinion are direction, intensity, breadth, and depth.

Adoption follows awareness

Adoption distribution

Adoption process

Sources

http://www.wizardacademy.com/

Advertising made simple

List of marketing journals

Media Multiplier

Print can:

1. Lead people to see the TV commercial in new ways, and look for details
2. Encourage more response to the commercial
3. Add extra information or messages
4. Re-inforce the TV message
5. Expand the TV message
6. Help understanding of the TV message
7. Strengthen brand identification
8. Make the product more accessible
9. Focus more on product-oriented messages
10. Create a more positive feeling towards the product

There are two other important considerations:

11. The beneficial effects can be heightened by building creative links
12. The benefit is a two-way affair

The six roles for print advertising

In more detail, the six roles are:

Call to action: getting the consumer to do (or not do) something – usually short term but can be long term.
Depth of information: providing new and additional information about a brand, or to show new sides to the brand.
Brand values: bringing the consumer closer to the brand through associations with which they identify.
(Re)appraisal: creating a stir and forcing appraisal or reappraisal of a brand by presenting it in a surprising or shocking way.
Extension: reminding consumers about a brand by repeating or developing established messages seen in other media.
Public agenda: raising the profile of an issue/cause by provoking reaction and thought and by creating ‘talkability’.

Role of magazines in media mix

http://www.fipp.com/Media+Strategy+Q%26A

Рост конкуренции среди брэндов, которым доверяют

7000 опрошенных немцев назвали 4500 марок, как достойных доверия для себя или членов семьи

Критерии отнесения к брэндам, которым доверяют

Опрос 25 тыс. человек в рамках проекта Reader's Digest Trusted Brands
Критерии отнесения Criteria
HIGH importance LOW importance
High quality 73% 8%
Personal experience 71% 11%
Understand customer needs 64% 11%
Responsible to the environment 63% 13%
Value for money 60% 14%
High ethical standards 56% 14%
Brand has a long heritage 53% 18%
High engagement with public 48% 19%
Strong image 46% 23%
Top managers have a good reputation 43% 26%
Well known 42% 25%
Brand is prominent in ads 30% 38%

Most trustworthy brands

Reader's Digest most trusted brands by category by country in Europe (by year)

http://www.rdtrustedbrands.com/results/person.shtml

Two-step flow model of communication

Source -> Message -> Mass Media -> Opinion Leaders -> General Public

Model from functional theory (Katz, Lazarsfeld)

Sixteen Partial Views of Human Nature That Have Served as Guiding-Idea Theories for the Dynamic Aspects of Attitude Change

	Action Initiation
	Needs for Stability		Need for Growth
Action Termination	Active Instigation	Reactive Instigation	Active Instigation	Reactive Instigation
Cognitive state
Internal relationship	1. Consistency	2. Categorization	5. Stimulation	6. Utilitarian
External relationship	4. Hermeneutic	3. Inductional	8. Autonomy	7. Template
Affective state
Internal relationship	13 Tension reduction	14. Ego defense	9. Attraction	10. Identity
External relationship	16. Expression	15. Repetition	12. Assertion	11. Contagion

Source variables

Source credibility variables include:

• Source competence determinants and effects: perceived source credibility and therefore persuasive impact increase with general knowledgeability cues such as high level of education, intelligence, social status, etc.
• Forewarning effects on the subsequent communication's impact: The most interesting trustworthiness manipulation is forewarning of source's intent to persuade, which diminishes persuasive impact via some mediators and enhances it via others.
• Anticipatory attitude change effects of forewarnings: Most interesting of the forewarning effects is "anticipatory change" such that the warning itself, before any attack arrives, produces anticipatory attitude change.

Source attractiveness variables include: familiarity, likeability, and similarity.

Source power variables: Persuasion occurs through the compliance process when the receiver wants to get a reward or avoid punishment from a powerful source. Compliance-eliciting power may derive from many cues including: the source's perceived control over the receiver's rewards and punishments, concern about the receiver's complying, and ability to observe whether compliance occurs.

An input/output analysis of persuasive communication

Components of the model

Input communications variables: There are five broad categories, each of which can be subdivided. These are: source, message, channel, receiver, and target.

There is a twelve-step output analysis that McGuire uses that "consists of successive response steps that the receivers must be induced to take if the communication is to have its intended persuasive impact (p. 258)." These steps are:

Tuning in that produces exposure to the communication.

Attending to it.

Liking, interest in it.

Comprehending its content (learning what)

Generating related cognitions.

Acquiring relevant skills (learning how).

Agreeing with the communication position (attitude change).

Storing the change in memory.

Retrieving the relevant material from memory.

Decision making on the basis of the retrieved material.

Acting in accord with the decision made.

Post-action consolidating of the new pattern.

Evaluation of the Communication/Persuasion Matrix

Attitude change

Unlike personality, attitudes are expected to change as a function of experience, and there are numerous theories of attitude formation and attitude change, including:

• Dissonance-reduction theory, associated with Leon Festinger
• Self-perception theory, associated with Daryl Bem
• Meta programs, associated with NLP
• Persuasion
• Elaboration Likelihood Model associated with Richard E. Petty
• Social judgment theory
• Balance theory
• Abundance theory

Source (from comm. model) variables

Credibility

Expertise – degree of experience and knowledge the source has for the specific topic

Trustworthiness – likelihood that the source is providing a non-biased message

Attractiveness

Liking

Similarity

Physical attractiveness

Four forms of communication

	Advertising	Broadcasting	Interpersonal communication	Journalism
Source (characteristics)	Trustworthiness	Physical attractiveness / liking	Similarity	Expertise
Message (appeals)	Pathos and logos	Pathos	Ethos	Logos
Message (forms/styles)	Repetition and explicit conclusion			Order
Media	Coordinated	Not coordinated	Not coordinated	Not coordinated
Receiver	Influenced by individual characteristics	Influenced by individual characteristics	Influenced by individual characteristics	Influenced by individual characteristics
Feedback	Moderate	Moderate	High	Low
Noise	High	Moderate	Low	Low

Structure and functions of communication act

Lasswell (1948) suggested that communication could be described as the study of Who, Says What, In Which Channel, To Whom and With What Effect

Structural components:

Source (who)

Message (says what)

Media (channel)

Receiver (to whom)

Noise

Feedback

Functions:

Surveillance of environment

Correlation of the parts of society in responding to the environment

The transmission of social heritage
Entertainment

Seven Universal Marketing Drivers

1. Brand Awareness: keeping the brand name on people's minds
2. Emotional Bond: forging a connection with people's hearts
3. Product News: creating new relevance through news and innovation
4. Activation: encouraging immediate usage or purchase
5. Loyalty: developing customer relationships and retention
6. Product Experience: enabling prospects to get to try, mentally rehearse or use a product
7. Buzz: building credibility through third-party sources industry, goverment, word of mouth

Creating_Demand_Universal_Marketing_Drivers.pdf

Эффективность маркетинговой коммуникации

Динамика изменения силы брэнда является метрикой эффективности маркетинговой коммуникации

Учет затрат позволяет ввести еще одну метрику

Метрика коммерческой силы брэнда

Если для каждой группы определить функцию зависимости объема продаж от силы брэнда в группе, получим метрику коммерческой силы брэнда

Метрика силы брэнда

Если брэнд это конечный набор желаемых связей (Si) и по каждой связи мы замерили долю группы (Di) и определили важность этой связи (Wi), то

текущая сила брэнда есть сумма по i термов Si*Di*Wi

Метрики связей

Индивидуальная метрика - "есть/нет"
Наличие связи определяется различными методиками.
Самая простая - вопрос. Например, "знаете ли Вы, как называется столица Великобритании?" Ответ "Знаю. Лондон" означает наличие связи между понятиями "Лондон", "столица", "Великобритания"

Групповая метрика - "доля или норма"
Для групп замеряется доля членов группы, у которых связь наличиствует. Т.е. в группе школьников 90% называют Лондон столицей Великобритании

Контакт как основа планирования

Главный атом всей маркетинговой структуры - контакт. Цель контакта - создать или разрушить связь между нейронами в мозгу потребителя
Цель может быть достигнута полностью либо частично. Частично означает ослабление связи но не разрушение ее, либо создание связи не недостаточно сильной, чтобы она изменила поведение потребителя в желаемом направлении

Продвижение это полезная работа за период времени

Бюджет на продвижение это потенциальная энергия

Когда его начинают тратить возникают бесполезные затраты и полезная работа
Основные бесполезные затраты возникают при
превышении емкости канала восприятия
преодолении трения канала воздействия

Изменение распределения затрат по выбору каналов и по скорости продвижения в канале позволяют сократить или увеличить КПД

Следовательно, сравнивать надо не просто бюджет против бюджета, а бюджет откорректированный на КПД

Важность различения

Следует различать элементы маркетинговой структуры
Например, брэнд это что с чем должно быть связано
А активность брэнда это как часто и энергично брэнд продвигается, т.е. контактирует с потребителем
Фраза слабый брэнд может означать непривлекательную структуру, а может означать недостаточную активность продвижения

Комбинация нейронов в мозгу

Фундамент - нейрофизиология мозга
Создание и поддержание устойчивых и непротиворечивых кластеров в мозгу потребителей есть задача маркетинга

Elements

product
pack
name
visual outlook
design
price
place
consumption
smell
texture
sound
symbol
image
history
experience
memory
attitude
consumer
need
desire
reason
style
...
to be added

Goal

marketing communications structure identification