Predicting The Success of Marketing
Predicting marketing success
Predicting Marketing Success. Introduction into the art of how to predict the success of marketing.
The purpose for all messaging and communications is to have influence on the audience and to persuade it to act. That’s why predicting marketing success is so important.
However, getting your message to the proper audience in today’s economic climate is no longer an issue of choosing among the possibilities. Instead, it has become solely an issue of affordability. There is a need for predicting marketing success messages. In retrospect, many experts have looked at the success of past advertising campaigns but hindsight is not valuable.
Companies do what they “need” to do, instead of what they “want” to do. How do you measure effectiveness and ensure that you win?
These questions can be predicted if not measured. We needed a comprehensive model for predicting marketing success so we created these marketing metrics.
For that “need” to be effective, it must be the most meaningful in the market. And, it must resonate considering the current situation. Such as an economic climate that has changed the mindsets of consumers.
There is an unwillingness to address those needs when predicting marketing success and, therefore, many just go with the same tired approach.
Using messaging that’s nearly identical to what was delivered years ago often follows the tired reach-frequency format so many misguided marketers use. They produce a predictable, losing formula.
After all, in changing times, there will still be winners and there will still be losers. The difference between the two is one understands the nature of human beings and the other doesn’t.
If you seek to understand something, it always makes sense to model it.
The science of physics has been modeling natural laws for centuries. Our marketing metrics model for predicting marketing success presented here is a formula. One that takes into account the emotional intensities of the primary human motivators.
All within any changing situation, economic or otherwise, to formulate messages that will resonate most strongly with audiences. As a result, it predicts the success of marketing messages. With this predicting marketing success metrics model, you will learn to recognize the elements. And, if form follows function, you will be able to understand how to influence and change the model. (Read how precepts control behavior.)
The Comprehensive Model of Persuasive Communications for marketing and branding. How predicting marketing success can be achieved. A New Human Model for Persuasive Communications.
Human behavior can be modeled, as you will see, and this predicting marketing success model in particular models the behavioral elements of persuasion. Let’s start by asking ourselves, what do we notice?
How do we decide what is important and what we remember? When we examine the answers to those questions we begin to re-think the waste. The waste inherent in current marketing.
Looking at the elements of human behavior is quite different from modeling a communication process like reach and frequency. For this new predicting marketing success model to be usable, it needs to act as a predictor. A predictor of human behavior that, by definition, explains past communication successes and failures.
Predicting Marketing Success. What Human Beings Notice Most
Human beings are egocentric. We cannot get out of our own way and see almost everything through the filter of self. As a result of this filter, what the receiver considers most when confronted with messages is not so much “what’s in it for me” (which is the traditional model of benefits and features). But rather, “Am I in it”?
Human beings notice ideas and products that, in some way, reflect themselves. They remember products and ideas that help them accomplish their major goal. The goal of simply becoming themselves.
That is why, if a doctor tells you to lose weight because of the onset of diabetes, we notice and pay attention to messages about weight loss. We notice a message we might have ignored the day before.
Another example: Think of how many For Sale signs you saw when you were buying a house. Then think about how, amazingly, they seemed to disappear once you bought the house. This cognitive activity is utilized when predicting marketing success.
The New Marketing Metrics Model. Predicting Marketing Success and Marketing Messages.
Imagine this: You are driving down the highway and you see a billboard featuring your photograph.
There is a communications process that empowers every message to become exactly that effective. It requires an anthropologist’s skill at understanding and modeling human behaviors and motivations.
Once that has been uncovered, you need to include that learning in the message itself. It would be nearly as effective as the billboard with your face on it. And, in a similar way, as effective as starting every message with the customer’s name and image.
Through experience and empirical and scientific research, the predicting marketing success process have been effectively modeled here. And the basic elements are cross-cultural. So personal impression can be noticed and acted upon.
The basic queries in this marketing metrics remain constant regardless of culture or national origin. They are global. Understanding the eight elementary human motivators propels your message to the forefront and ensures it is remembered.
These eight prime motivators are the filters to predicting marketing success through which all messages are received. The more they reflect the “self-settings” of the recipient, the more likely they are to be acted upon.
Listed in order of Power
The motivators for predicting marketing success below are listed in order of intensity. During good times and tough times.
Also, the way in which each motivator is defined changes slightly, depending on overall circumstances.
It is those nuances that often make the difference between a winning message in the context of the times and a losing one. Each motivator has been given an intensity measurement. A ranking on a 10-point scale based on the particular situation. In addition to differing definitions, predicting marketing success also looks at the rate of change for the intensity. Intensity of a human motivators from one situation to another is referred to as Acceleration, and those rates are measured on a 10-point scale.
In good times, the most important human motivator in predicting marketing success is Desire.
It is simply a starting point. A traditional usage and attitudinal study (U&A Study) can discover what people need or want. And, the results are then used to create messaging that fulfills those desires.
However, there is a more powerful means to understand and use this dynamic. One that will make it useful to you as a predictor of success and as a tool to understand past successes or failures in predicting marketing success.
But, in tough times, it is defined as “What I Need.”
Comparing the relative importance of each definition in good or tough times demonstrates why the benefit you offered in relative good times will not resonate as important in tough times.
As a general rule, all intensities are increased in tough times and each of the prime motivators is realized as more important.
In this case, that means your message must be about “need,” not “want.”
Think of it this way: In tough times, you “need” products to simply do their job. In good times, you “want” something more.
In tough times, we simply need coffee. So you accept the one at the grocery store.
In good times, you want Starbucks. And thus, you have a predictor of what Starbucks is currently going through unless they adapt their communications to the particular nuance.
All communicators understand how important familiarity is to any idea, product, or service. Because if someone is unfamiliar with that product or service they are less likely to adopt it as a new behavior.
Familiarity is also linked to top-of-mind awareness in the predicting marketing success metrics. But even that is misunderstood. It is not so much about the familiarity of the brand or product, but what is it about that brand or product that makes it feels familiar and at ease.
In good times, the fulfillment of familiarity is defined as “What is Easy.” But, in tough times, it is defined as “What is Safest.”
That is, in good times, consumers are looking to what makes things easy for them. Even if its outcome may have risks. In tough times, risk is less accepted.
Safe feels familiar to audiences now because it offers a refuge that may herald back to nostalgia.
For example, when you are thirsty in good times, you might choose what is “easy.”
That is, we might grab what is most available. In tough times, we seek “safest,” meaning we might inconvenience ourselves. And go somewhere else for something that is healthier or cheaper.
When we think about leadership as a human motivator for predicting marketing success in the marketing metrics. We are not talking about taking the lead on something as we might in geopolitical terms.
But, we are talking about leadership in terms of responsibility. Meaning, “Who takes the responsibility for this action?”
It is an internal question asked by everyone before they take any action.
In good times, from the point of view of the target audience in predicting marketing success, the fulfillment of Leadership is defined as “My Responsibility.”
It’s about the consumer. And in tough times it is defined as “Your Responsibility” (the brand).
In good times, audiences are more than happy to assume the responsibility because the risks are fewer. Once the element of risk has become more threatening, however, audiences want the responsibility to reside in the experts or communicator of the message.
As strange at it may sound, according to the predicting marketing success metrics, we listen to experts more in tough times.
Even if they were the ones who let us down in good times. That’s because the responsibility has shifted. Choice, as we will examine more closely in Scope, becomes less of a motivator.
One of the ways human beings seek meaning is by looking for affirmation in their choices. Consumers wish to make sure that all of their actions are somehow affirmed as “being correct.”
It is a primary human motivator regardless of culture, product and category. And, everyone that your brand or marketing message contacts are seeking this sense of affirmation and certainty.
Without this value in the predicting marketing success metrics, target audiences gravitate towards inaction. A refusal to make a choice or fall back into a habit of what “I have always done.”
This is a surefire way to assure continued market dominance by the category leader. It means that if we do not provide our audiences with a sense of affirmation. Little or no change will take place in the marketplace and the market leader will continue to benefit from this inaction.
In good times, the fulfillment of Affirmation for predicting marketing success is defined as making the Best Choice. And in tough times it is defined as making the Right Choice.
For example, in good times, we will look for the best choice in automobiles. Maybe something that is top of the line or sporty fits us best.
In tough times, we look for those things that are right, such as a hybrid or something more economical.
The world, in a way, has determined that it’s right. Talking about the choices consumers make in terms of affirming they have made the right choice makes your messages more meaningful. At least in a difficult economic climate.
When we consider Scope, we see it in terms of how large audiences want their considered set to be.
This is related to the other motivators in predicting marketing success, such as leadership. Or, the transfer of the responsibility of the decision to others. What we seek to understand in looking at scope is what gives the customer or prospect permission to include the scope. The scope of either your product or category into their consideration.
In good times, audiences seek a wide scope, with lots of choices. In tough times, we are looking for “right.”
But, in tough times, more focus is needed.
Our considered set is smaller and we often give expert advice more weight. This, for example, is why Borders (which is all about choice) found it difficult to survive in a difficult economic climate.
According to the marketing metrics for predicting marketing success, in good times, Comfort is simply accepted as the norm.
In tough times, it is actively sought.
In tough times, however, comfort is no longer a given. Therefore, we seek it and a comfort promise. Instead of achieving, which has risks resonates.
Note the differences in intensities with this motivator within the two situations. It is only a 2.0 on a 10-point scale in good times.
In tough times, it’s a 9.0 with one of the highest rates of acceleration among all the motivators.
In good times, the resistance to Change is simply uncomfortable. And, in tough times it is outright feared. Therefore, in tough times, change messages should be softened, otherwise they will feel to audiences like a loss of control.
It represents the wish of all human beings to be part of an affirmed group. Very few people are capable of acting as completely independent individuals. Therefore, for the vast majority of people we wish to influence, we must understand the importance of community and the acceptance that community offers.
In tough times, there is too much at risk in going it alone, so you seek safety in a community or being a part of a group.
Companies and their brands have reached the point in which their communications must change. They must change in order to survive in such a changing market.
If nobody adapts to the current context, the default choice will always be the market leader.
But the situation actually presents an opportunity for those chasing the market leader. As well as for the market leaders themselves. Opportunity that reaches target audiences so deeply it causes action. How the primary human motivators are addressed will become the difference between who survives and who doesn’t.
Definitions COMPREHENSIVE MODEL FOR PERSUASIVE HUMAN COMMUNICATIONS: A mathematical model that measures the impact changing conditions have on emotional intensities of primary human motivators. The model can be used to predict and formulate messages for brands that will resonate most strongly with target audiences.
INTENSITIES: The relative strength of human motivators expressed as a ranking on a 10-point scale based on the particular attributes examined by the model.
ACCELERATION: The rate of change for the intensity of a human motivator from one state to another, measured on a 10-point scale.
VALUE OF MESSAGE CHANGE: A mathematical representation using intensity and acceleration to predict the value in terms of its overall impact on each motivator.