Эккаунт плэннинг - А как же диффренцирование?

Только идентичные продукты идентичных брэндов удовлетворяют одинаковые потребности

И продукт и брэнд дифференцирует потребность

Например, - хочу крепкий кофе в зеленой банке, обещающий тепло и уют
против - хочу мягкий кофе в розовой банке, обещающий удовольствие помечтать об экзотических странах

Эккаунт пленнинг

Определить и описать максимально детально и конкретно материальную потребность человека
Определить и описать свойство продукта, удовлетворяющее эту потребность и способ удовлетворения
Определить и описать максимально детально и конкретно нематериальную потребность человека
Определить и описать свойство продукта, удовлетворяющее эту потребность и способ удовлетворения

category tree for every word

http://www.wordreference.com/definition/irritability

Attitude

Consumer Decision Making

Definitions. Consumer decision making comes about as an attempt to solve consumer problems. A problem refers to "a discrepancy between a desired state and an ideal state which is sufficient to arouse and activate a decision process." Thus, problems can be major (e.g., a consumer has been fired and is without a job) or minor (e.g., the consumer lacks an eraser necessary to take an exam the next day), and the broader and more ambiguous a problem is, the more potential solutions are generally available (see class slides for examples).

Consumer Problem Recognition. Consumers often note problems by comparing their current, or actual, situation, explicitly or implicitly, to some desired situation. In terms of the "big picture," what is compared may be the totality of one’s lifestyle. Once a discrepancy is found, a determination is found as to whether this is large enough to warrant action, in which case a search for solutions is initiated.

Problems come in several different types. A problem may be an active one (e.g., you have a headache and would like as quick a solution as possible) or inactive-- you are not aware that your situation is a problem (e.g., a consumer is not aware that he or she could have more energy with a new vitamin). Problems may be acknowledged (e.g., a consumer is aware that his or her car does not accelerate well enough or unacknowledged (e.g., a consumer will not acknowledge that he or she consumes too much alcohol). Finally, needs can be relatively specific (generic), as in the need for enjoyment (which can be satisfied many different ways), or specific, as in the need for professional attire to wear at a new job.

Situational influences

Situational influences. Specific circumstances often influence consumer behavior. For example, consumers in a rush are likely to take the most convenient product available. Consumers whose attention is demanded elsewhere are likely to disregard commercial messages. Consumers shopping for a special occasion (e.g., a wedding) may buy different products.

Lifestyles

Lifestyles. Self-concept often translates into a person’s lifestyle, or the way that he or she lives his or her life. For example, a person may be very materialistic, preferring to wear flashy clothes and drive expensive cars, or prefer instead a simpler life with fewer visible status symbols. Attempts have been made to classify consumers into various segments based on their lifestyles. The Values and Lifestyle (VALS) Project, developed by the Stanford Research Institute (SRI), attempts to classify people based on a combination of values and resources. Thus, for example, both "Achievers" and "Strivers" want public recognition, but only the Achievers have the resources to bring this about. A global analogue is the Global Scan.

The self-concept

The self-concept. The consumer faces several possible selves. The actual self reflects how the individual actually is, although the consumer may not be aware of that reality (e.g., many anorexic consumers who are dangerously thin believe that they are in fact fat). In contrast, the ideal self reflects a self that a person would like to have, but does not in fact have. For example, a couch potato may want to be a World famous athlete, but may have no actual athletic ability. The private self is one that is not intentionally exposed to others. For example, a police officer may like and listen to rap music in private, but project a public self-image of a country music enthusiast, playing country songs at work where police officers are portrayed as heroes. The key here is to keep in mind which kind of self we are trying to reach in promotional messages. If we appeal to the hidden self, for example, we must be careful to make our appeals subtle and hint, if appropriate, on how the individual’s confidentiality and privacy can be enhanced.

Individuals will often seek to augment and enhance their self concepts, and it may be possible to market products that help achieve this goal. For example, a successful attorney may want to wear (in politically correct terms) cowchild boots and a cowchild hat to bring home an image as a ranch enthusiast.

Appeal approaches

Appeal approaches. Several approaches to appeal may be used. The use of affect to induce empathy with advertising characters may increase attraction to a product, but may backfire if consumers believe that people’s feelings are being exploited. Fear appeals appear to work only if (1) an optimal level of fear is evoked--not so much that people tune it out, but enough to scare people into action and (2) a way to avoid the feared stimulus is explicitly indicated--e.g., gingivitis and tooth loss can be avoided by using this mouth wash. Humor appears to be effective in gaining attention, but does not appear to increase persuasion in practice. In addition, a more favorable attitude toward the advertisement may be created by humorous advertising, which may in turn result in increased sales. Comparative advertising, which is illegal in many countries, often increases sales for the sponsoring brand, but may backfire in certain cultures.

The Elaboration Likelihood Model (ELM) and Celebrity Endorsements

The Elaboration Likelihood Model (ELM) and Celebrity Endorsements. The ELM suggests that consumers will scrutinize claims more in important situations than in unimportant ones. For example, we found that in the study of people trying to get ahead of others in a line to use photo copiers, the compliance rate was about fifty percent when people just asked to get ahead. However, when the justification "... because I have to make copies" was added, compliance increased to 80%. Since the reason offered really did not add substantive information, we conclude that it was not extensively analyzed--in the jargon of the theory, "elaboration" was low.

The ELM suggests that for "unimportant" products, elaboration will be low, and thus Bill Cosby is able to endorse Coke and Jell-O without having any special credentials to do so. However, for products which are either expensive or important for some other reason (e.g., a pain reliever given to a child that could be harmed by using dangerous substances), elaboration is likely to be more extensive, and the endorser is expected to be "congruent," or compatible, with the product. For example, a basket ball player is likely to be effective in endorsing athletic shoes, but not in endorsing automobiles. On the other hand, a nationally syndicated auto columnist would be successful in endorsing cars, but not athletic shoes. All of them, however, could endorse fast food restaurants effectively.

One-sided vs. two-sided appeals

One-sided vs. two-sided appeals. Attitude research has shown that consumers often tend to react more favorably to advertisements which either (1) admit something negative about the sponsoring brand (e.g., the Volvo is a clumsy car, but very safe) or (2) admits something positive about a competing brand (e.g., a competing supermarket has slightly lower prices, but offers less service and selection). Two-sided appeals must, contain overriding arguments why the sponsoring brand is ultimately superior--that is, in the above examples, the "but" part must be emphasized.

Changing beliefs

Changing beliefs. Although attempting to change beliefs is the obvious way to attempt attitude change, particularly when consumers hold unfavorable or inaccurate ones, this is often difficult to achieve because consumers tend to resist. Several approaches to belief change exist:

• Change currently held beliefs. It is generally very difficult to attempt to change beliefs that people hold, particularly those that are strongly held, even if they are inaccurate. For example, the petroleum industry advertised for a long time that its profits were lower than were commonly believed, and provided extensive factual evidence in its advertising to support this reality. Consumers were suspicious and rejected this information, however.
• Change the importance of beliefs. Although the sugar manufacturers would undoubtedly like to decrease the importance of healthy teeth, it is usually not feasible to make beliefs less important--consumers are likely to reason, why, then, would you bother bringing them up in the first place? However, it may be possible to strengthen beliefs that favor us--e.g., a vitamin supplement manufacturer may advertise that it is extremely important for women to replace iron lost through menstruation. Most consumers already agree with this, but the belief can be made stronger.
• Add beliefs. Consumers are less likely to resist the addition of beliefs so long as they do not conflict with existing beliefs. Thus, the beef industry has added beliefs that beef (1) is convenient and (2) can be used to make a number of creative dishes. Vitamin manufacturers attempt to add the belief that stress causes vitamin depletion, which sounds quite plausible to most people.
• Change ideal. It usually difficult, and very risky, to attempt to change ideals, and only few firms succeed. For example, Hard Candy may have attempted to change the ideal away from traditional beauty toward more unique self expression.

Changing behavior

Changing behavior. People like to believe that their behavior is rational; thus, once they use our products, chances are that they will continue unless someone is able to get them to switch. One way to get people to switch to our brand is to use temporary price discounts and coupons; however, when consumers buy a product on deal, they may justify the purchase based on that deal (i.e., the low price) and may then switch to other brands on deal later. A better way to get people to switch to our brand is to at least temporarily obtain better shelf space so that the product is more convenient. Consumers are less likely to use this availability as a rationale for their purchase and may continue to buy the product even when the product is less conveniently located. (Notice, by the way, that this represents a case of shaping).

Attitude Change Strategies

Attitude Change Strategies. Changing attitudes is generally very difficult, particularly when consumers suspect that the marketer has a self-serving agenda in bringing about this change (e.g., to get the consumer to buy more or to switch brands).

Attitude-Behavior Consistency

Attitude-Behavior Consistency. Consumers often do not behave consistently with their attitudes for several reasons:

• Ability. He or she may be unable to do so. Although junior high school student likes pick-up trucks and would like to buy one, she may lack a driver’s license.
• Competing demands for resources. Although the above student would like to buy a pickup truck on her sixteenth birthday, she would rather have a computer, and has money for only one of the two.
• Social influence. A student thinks that smoking is really cool, but since his friends think it’s disgusting, he does not smoke.
• Measurement problems. Measuring attitudes is difficult. In many situations, consumers do not consciously set out to enumerate how positively or negatively they feel about mopeds, and when a market researcher asks them about their beliefs about mopeds, how important these beliefs are, and their evaluation of the performance of mopeds with respect to these beliefs, consumers often do not give very reliable answers. Thus, the consumers may act consistently with their true attitudes, which were never uncovered because an erroneous measurement was made.

Behavioral intention

Behavioral intention. The behavioral intention is what the consumer plans to do with respect to the object (e.g., buy or not buy the brand). As with affect, this is sometimes a logical consequence of beliefs (or affect), but may sometimes reflect other circumstances--e.g., although a consumer does not really like a restaurant, he or she will go there because it is a hangout for his or her friends.

Affect

Affect. Consumers also hold certain feelings toward brands or other objects. Sometimes these feelings are based on the beliefs (e.g., a person feels nauseated when thinking about a hamburger because of the tremendous amount of fat it contains), but there may also be feelings which are relatively independent of beliefs. For example, an extreme environmentalist may believe that cutting down trees is morally wrong, but may have positive affect toward Christmas trees because he or she unconsciously associates these trees with the experience that he or she had at Christmas as a child.

Beliefs

Beliefs. The first component is beliefs. A consumer may hold both positive beliefs toward an object (e.g., coffee tastes good) as well as negative beliefs (e.g., coffee is easily spilled and stains papers). In addition, some beliefs may be neutral (coffee is black), and some may be differ in valance depending on the person or the situation (e.g., coffee is hot and stimulates--good on a cold morning, but not good on a hot summer evening when one wants to sleep). Note also that the beliefs that consumers hold need not be accurate (e.g., that pork contains little fat), and some beliefs may, upon closer examination, be contradictory (e.g., that a historical figure was a good person but also owned slaves).

Since a consumer holds many beliefs, it may often be difficult to get down to a "bottom line" overall belief about whether an object such as McDonald’s is overall good or bad. The Multiattribute (also sometimes known as the Fishbein) Model attempts to summarize overall attitudes into one score using the equation:

That is, for each belief, we take the weight, or importance (W_i) of that belief and mutiply it with its evaluation (X_ib). For example, a consumer believes that the taste of a beverage is moderately important, or a 4 on a scale from 1 to 7. He or she believes that coffee tastes very good, or a 6 on a scale from 1 to 7. Thus, the product here is 4(6)=24. On the other hand, he or she believes that the potential of a drink to stain is extremely important (7), and coffee fares moderately badly, at a score -4, on this attribute (since this is a negative belief, we now take negative numbers from -1 to -7, with -7 being worst). Thus, we now have 7(-4)=-28. Had these two beliefs been the only beliefs the consumer held, his or her total, or aggregated, attitude would have been 24+(-28)=-4. In practice, of course, consumers tend to have many more beliefs that must each be added to obtain an accurate measurement.

Attitudes

Definition. Consumer attitudes are a composite of a consumer’s (1) beliefs about, (2) feelings about, (3) and behavioral intentions toward some object--within the context of marketing, usually a brand or retail store. These components are viewed together since they are highly interdependent and together represent forces that influence how the consumer will react to the object.

Emotion

Emotion. Emotion impacts marketing efforts in several ways. One purpose is to get attention to a stimulus (since emotionally charged individuals tend to be less predictable than calmer ones, there has been an evolutionary advantage in paying attention to emotion). Secondly, emotion influences information processing. In general, happy people tend to scrutinize arguments given (e.g., purported benefits of using a product) somewhat less, since they do not want to lose their happy moods by doing too much thinking. In general, happy ads are somewhat better liked, and may be better remembered. Empathy may also increase liking for the ad and the sponsoring product.

The Means-End chain

The Means-End chain. Consumers often buy products not because of their attributes per se but rather because of the ultimate benefits that these attributes provide, in turn leading to the satisfaction of ultimate values. For example, a consumer may not be particularly interested in the chemistry of plastic roses, but might reason as follows:

Highly reliable synthetic content of roses --->

Roses will stay in original condition for a long time --->

Significant other will appreciate the roses longer --->

Significant other will continue to love one ---> Self esteem.

The important thing in a means-end chain is to start with an attribute, a concrete characteristic of the product, and then logically progress to a series of consequences (which tend to become progressively more abstract) that end with a value being satisfied. Thus, each chain must start with an attribute and end with a value.

An important implication of means-end chains is that it is usually most effective in advertising to focus on higher level items. For example, in the flower example above, an individual giving the flowers to the significant other might better be portrayed than the flowers alone.

Conflicts of motivations

Three main types of conflict exists:

• Approach-avoidance. One alternative has both positive consequences (that one wishes to seek out) and negative consequences (that one wants to avoid). For example, eating a large banana split is an enjoyable experience ("approach"), but is contains a lot of calories ("avoidance") and may make one feel ill later (another avoidance).
• Approach-approach. A consumer wants to do two incompatible things at the same time. A classic example is "Rainman’s" desire both to stay with his brother and stay at the institution. Another example is a consumer who only has one week’s vacation but wants equally to go to Hawaii and Greenland, but has time and money only for one of the two.
• Avoidance-avoidance. A consumer does not want to go for either of two alternatives, but must choose the lesser of two evils. For example, the consumer does not want to pay for car insurance, but does not want to get into an accident or get caught by the police without it. A "work ethic disadvantaged" student does not want to study, but does not want to fail his or her courses, either.

Properties of motivation

Motivation is described through several properties:

• Motivation is composed of energy and direction. A person may or may not have enough motivation to engage in a given activity. For example, a person may be motivated enough to go and shop for food, but not enough to engage in a comprehensive exercise program.
• Motives may be overt, hidden, and multiple. Some motivations are publicly expressed (e.g., the desire to buy an energy efficient house), while others (e.g., the desire to look wealthy by buying a fancy car) are not. Individuals may also hold multiple motivations (e.g., buy a car and save money for retirement) which may conflict.
• Many motivations are driven by the desire for tension reduction (e.g., eliminate thirst or hunger).
• Motivations can be driven by both internal and external factors. That is, a person may want a painting either because he or she likes it (internal motivation) or because this will give her status among the artistic elite (external).
• Motivations may have either a positive or negative valence--people may either be motivated to achieve something (e.g., get a promotion at work) or avoid something (e.g., being hospitalized without having adequate insurance).
• Consumers are motivated to achieve goals. Achieving these goals may require sustained activity over time (e.g., exercising every day for months or years) as opposed to just taking some action once.
• Consumers maintain a balance between the desires for stability and variety. Most consumers want some variety (e.g., they do not want to eat the same meal every day), but also want a certain stability (they do not want to try an entirely new food every day).
• Motivation reflects individual differences. Different consumers are motivated to achieve different things, and it may be difficult to infer motivations from looking at actual behavior without understanding these differences in desired outcomes.

Conversion model from TNS

http://www.conversionmodel.com/

WHAT THE NEW PARADIGM IMPLIES FOR ADVERTISING AND RESEARCH

1. The emotional and rational are not two conflicting things in the brain, but work together towards the survival of the organism:

• emotions direct attention, so that the organism recognises things it should avoid or approach.

• emotions set the soma against which observation is rationally interpreted.

2. Emotion is a physiological reaction that occurs autonomously in the limbic system as part of the interpretation of observations, prior to the interpreted observation being used in the rational frontal lobes.

3. An emotion has three dimensions.

• Direction towards or away from what is observed.

• Intensity.

• Urgency do it quickly, or take your time, or not important.

In consumer language this is reflected by a scale ranging from hate, fear to dislike, irritate, antipathy to like to love. This scale combines direction and urgency.

5. While positive emotions in advertising are not a pre-requisite for effective advertising, indications from both the SPOT study in Holland (TV) and Sanoma magazines' STOP/WATCH study in Belgium (print) are that emotions account for more than 40% of the effectiveness of advertisements.

6. The best surrogate measure for the autonomic emotional reaction appears to be ad liking.

7. Emotions attract attention to the ad (which enhances memory laydown), and this is reflected in awareness measures like recall. Recall measures favour emotional advertising, rather than penalise it as Krugman hypothesised. Esther Thorsen was the first to show this empirically.

8. Positive emotions create a positive 'soma' against which the ad is experienced, created by, among other things:

• humour

• aspirations

• new information, relevant to the viewer, about the brand

• reminders of positive experiences with the brand.

9. Negative emotions still attract attention, but create a negative soma, caused by anything in the ad that irritates people.

10. People will not give attention to ads that are deemed familiar (just another ad), or that they find confusing.

11. There is a general belief among UK advertisers that US advertising attempts to be brash and intrusive in an effort to grab attention. UK advertising agencies ascribe this to US advertisers being enamoured of recall measures in the 1970s. The LeDoux-Damasio paradigm argues that to achieve attention it is a good idea to use positive emotions in advertising, rather than shout or irritate to grab attention. Brash advertising leads to a negative soma, and will undo the benefits to creative advertising of using emotions in a positive way.

The new paradigm favours UK-type creativity over US-type creativity.

12. The new paradigm about the role of emotions does not require new metrics to measure advertising, but leads to better understanding of the output from existing metrics.

13. Most large-scale industry-sponsored studies, like the ARF's CRVP study, the Dutch SPOT study, the Millward Brown ADTRACK database, the Belgian STOP/WATCH print study, all provide empirical evidence that supports the new paradigm.

14. Most of what humans do is at a low- attentive level. Nature protects us from being highly attentive, or emotional, or highly aroused all the time, because this would lead to the human system burning out.

Advertising will seldom be consumed in a high-attentive level. However, views that advertising works in low-attentive ways and therefore requires recognition measures to be measured are Krugmanian and part of old-spectacles thinking.

The function of emotion in advertising is merely to shift the attention given to an ad slightly up the scale.

15. Recall and recognition are complementary measures.

• Recognition approximates campaign reach and is time insensitive.

• Recall measures awareness and brand linkage.

• The difference between the two (recognition minus recall) measures attention and also brand linkage. It is an important (and dynamic) metric affecting the media planning for an ad campaign.

• Using recognition alone will mostly lead to an under-spending media plan, penalising frequency – to the extent that even an effective advertisement might be made non-effective.

16. Understanding emotions in an ad campaign is largely an issue of developmental work and input into the creative process, probably involving more qualitative than quantitative research. Pre-testing should be mainly concerned with whether the desired emotions are created and could be enhanced. Post-tracking only needs to verify that the emotional component of the advertisement is not wearing out.

17. It is important for multi-national advertising to recognise that all cultures experience the same emotions, but what gives rise to those emotions can be different. Some executions that create great positive emotions in one culture may create no emotional reaction, or even a negative reaction, in another.

'It seems logical that if advertisers use positive emotions in their ads to attract attention, people will generally like advertising and be less inclined to opt for devices to avoid it'

Paradigm change

From: (1600s) Descartes postulated that we are rational beings (Cogito ergo sum – I think therefore I am) and that emotions are affections that make us non-rational and should be separated from the way we study how people think. Emotions create irrationality.

To: Damasio's book, Descartes' Error:
emotions create a 'soma' for the developing perception, which sets the background against which logical interpretation of the perception (cognition, or rational thinking) happens. (By soma he means the memory of how the body felt previously when it experienced what is being observed.)

'Far from interfering with rationality, the absence of emotion and feeling can break down rationality and make wise decision-making almost impossible.'

In essence, the new paradigm explains why emotions are vital to our survival, why emotions exist in organisms much older than us on the Darwinian scale and why evolution favours emotions.

Model of organizational buying behavior

Model of consumer behavior

Strategy

http://strategy-u.blogspot.com/

archetypes

http://wanna-be-adult.blogspot.com/

Marketing Measurement issues

Pat LaPointe of Marketing Measurement Today shares his top 7 strategic organizational obstacles to marketing measurement. They are:

1. Setting performance metrics beyond the span of control
2. Letting the metrics become the objectives
3. Impeding the flow of bad news
4. Delegating measurement strategy
5. Allowing IT to control the agenda
6. Neglecting to give researchers and analysts respect
7. Forgetting about training in measurement

8. Neglecting analyst education in the intangibles - In order to accurately and quickly provide senior management with actionable analysis, analysts need to understand the full picture not just the data.
9. Information control issues - Information is the lifeblood of many businesses and thus senior management sometimes has issues sharing confidential company secrets with analysts.

Blogs about TV

http://www.bcbeat.com/

Blogs about ad. industry

http://www.frederiksamuel.com/blog/2006/01/mccann-erickson.html

http://62.97.114.150/fstraducirpagina.aspx?slyidioma=es_en&url=http://www.infoamerica.org/teoria/krugman1.htm