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Report on contemporary issue on

Developing Emotions
Connects
With the brands

Submitted to Lovely Professional University

In partial fulfillment of the


Requirements for the award of Degree of
Master of Business Administration

Submitted by:
Mohd Fahad
REG. No.-10809577, ROLL No.-S1803A14

DEPARTMENT OF MANAGEMENT
LOVELY PROFESSIONAL UNIVERSITY
PHAGWARA
(YEAR-2010)

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ACKNOWLEDGMENT

As the professional courses not only require the theoretical knowledge but practical
knowledge too, that is why university started conducting Seminar on the contemporary
issue for the students, so that they can get ample view of current issue and analyze
them and also implement the result in real situation. I am very thankful to Dr. Sanjay
Modi, Dean, Lovely school Business, LPU (Phagwara) who gave an opportunity to
work on this project.

I would like to express my deep sense of gratitude to Mr. Ashwani Panesher, Lecturer,
Lovely school of Business, LPU (Phagwara) who introduced me to the subject and
under whose guidance I am able to complete my project.

I am also very thankful to college librarian who provides me either useful book to
complete the project. I am also very thankful to my friends and family members who
supported me and encouraged me all the time to go through this whole project.

MOHD FAHAD
MASTER IN BUSINESS ADMINISTRATION
4TH SEMESTER (S1803A14)
REG-10809577
LOVELY SCHOOL OF MANAGEMENT
LPU (PHAGWARA)

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INDEX

S. No. Particulars Page No.


1. Acknowledgement 2

2. Executive Summary 4

3 Review of Literature 5-12

4 Developing emotions connected with brands 13-16

Emotion Mining - Capturing, Understanding, and


5 Leveraging the Emotions Underpinning Brand 17-20
Behavior
The Value of Emotion Is the Message -
6 Presentation Transcript 21-23

7 Conclusion 24

8 Refrences 25

EXECUTIVE SUMMARY
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Developing the emotions for making a customer base is primarily used by all the
companies of the world. The main focus of this strategy is to connect the product the
company to the emotional appeal of the customer for the ulterior motive of association
of the brand with the customer requirements.

Every individual in the world has some emotional appeal through which the
characteristics of the individuals are shown. Fear, Humor, Sex, Agony, Pleasant
appeals are the appeals with are basically found in every individual. Every company
who wants to establish itself in the market must have to apply any of the appeals which
suits to the product identity so that the company can associate it with the customer and
creates the customer base.

Review of literature

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1. Brands: The Power of Emotion
Sales & Marketing November 8, 2007, 6:29PM EST

The savviest marketers understand that successful products appeal to the heart,
not the mind
Years ago, when my son signed up for his first YMCA basketball team, I took him to
the mall to buy basketball shoes. I don't know which one of us was more excited. Even
though I had a sense (since confirmed) that he wouldn't be headed to the NBA, there's
still something special about the wide-eyed dreams of a child.

We got to the store and began scanning the huge array


of styles and colors covering the walls. Since he was only 7, I wasn't too concerned
about the quality of the insole. He wasn't going to be practicing for hours on end. I also
wasn't worried about durability; he would grow out of the shoes before they wore out.
And I certainly didn't want to pay too much, figuring my money would be put to better
use earning interest in his college fund. But I wanted him to enjoy the moment, so I
thought I'd let him pick a pair he liked.

What's Driving the Purchase Decision?


You may not remember the Worm, as they used to call Rodman, but he was one of the
NBA's all-time bad boys. Known for his crazy haircuts and awful on-court behavior,
he knew how to get face time on Sports Center. But he was no role model for kids, and
I was not going to allow my son to wear his shoes, even if at his tender age he had no
idea who Dennis Rodman was.

I suddenly found myself keenly interested in which shoes my son would pick next. A
whole new consideration was added to the purchase decision, and my eyes began to
scan the shelves in search of a more appropriate fit. Within seconds, I found a pair of
shoes named for another basketball great, Grant Hill. The shoes weren't as attractive as
the Rodman version, but Hill was a model NBA citizen and that was good enough for
me. I have no idea whether his shoes were better than Rodman's, and they definitely
weren't as cool-looking. But I was operating in an emotional condition that completely
reframed my purchase decision.

More Sophisticated, but Still Emotional


McDonald's (MCD) was one of the first advertisers to really understand this. Decades
ago, when their competitors were boasting about the size of their burgers or the
thickness of their shakes, McDonald's was busy crafting emotional portraits of families
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enjoying moments of togetherness around a fast-food lunch. Consumers could easily
accept or reject the rational claims being made by competitors, but the poignant
appeals pioneered by McDonald's changed the playing field. Instead of a binary "true
or false" equation, these emotional slices of life were hard to argue against and easy to
embrace.

Sure, the commercials I've just described seem quaint today, and the tactics of
emotional branding have evolved over time as consumers have become more
sophisticated, but the underlying principle remains true. By the time I had a son of my
own, I almost felt it was my duty to take him to McDonald's. That's what dads and
sons are supposed to do after a little league game.

2. Character counts: Brand icons get story lines, emotions


Originally published Thursday, November 2, 2006 at 12:00 AM
By William Weir
The Hartford Courant
Does the Jolly Green Giant ever ponder his place in the General Mills marketing
machine?

Probably not. His is an iconic role, which places him firmly in the tradition of brand
characters. Perhaps the most self-aware of the brand characters, the Gecko speaks
openly of his celebrity role and plainly acknowledges that his job is to get people to
buy Geico insurance. While Mr. Clean would likely balk at identifying himself as a
pitchman, the Gecko is happy to. "It just seems that this self-awareness helps lower
people's barriers to your message," says Steve Bassett of the Martin Agency, which
created the Gecko. "When advertisers have respect for the viewer, they'll say, 'this is an
ad, and we know you know it's an ad. Let's drop the pretense.' "

Expect to see more savvy brand characters, says David Altschul of Character, a
Portland-based company that specializes in developing and reviving such icons. A new
breed of brand character is necessary to keep up with an audience hyper-aware of
marketing. Other signs we are in a new age of brand characters have shown up on TV
Travelocity’s Roaming Gnome and the mute king of Burger King Commercials. Both
seem to exist only to mock the idea of brand characters and the earnestness of such
company icons as the Pillsbury Doughboy. You might even call them "meta-brand-
characters. "The irony-laden makeover is the latest development in the long evolution

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of spokes-characters, who started out as illustrations on a product's packaging. The
advent of television didn't do much to flesh them out. TV was such a huge
phenomenon that a character just had to show up on it to get the word out. All of that is
over," Altschul says. "The media is fragmented. The audience is grown up, much more
skeptical and less willing to believe whatever you tell them. "Today's characters have
story lines. Indeed, "story" and "conflict" are among the most oft-repeated words for
the folks at Character. Altschul's partner, Jim Hardison, writes in License magazine
that "inner conflict is key" to a brand character. "The inner struggle — that is key to
emotionally engaging characters."

The Hamburger Helper's Helping Hand isn't Shakespeare. But at Character, such
differences are arbitrary. A successful story, marketers say, is one that speaks to a
fundamental truth about the human condition. It's no longer enough for Sonny the bird
to tell us he's cuckoo for Cocoa Puffs; we need to understand the inner demons that
drive the poor bird close to insanity.

"I think the trick is always to make sure that the flaws are authentic ones that the
audience can identify with; then you're in pretty good territory," Altschul says.

"What every character needs now is a deeper sense of story and clear connection with
the authentic story of the brand."

Such issues are worked out in "Character camp," a three-day off-site retreat Altschul
and company do with a new client to work out a character's story lines and
motivations.

The philosophy seems to be working. Character has helped modernize such revered
brand icons as Snap, Crackle & Pop, the Lucky Charms leprechaun and the Trix rabbit.

Modernizing a character can be tricky. When Seven-Up/Dr Pepper hired Character to


revive Punchy, the brand character for Hawaiian Punch, they ran into a conundrum.

"How's about a nice Hawaiian Punch?" the smart-alecky islander would ask, then
punch whoever was there.

Figuring that violence wouldn't go over as smoothly as it once did, Altschul needed to
find a way to soften Punchy's image without taking away his one identifying trait.

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Solution: Graphically represent the punch as a metaphor for Punchy's enthusiasm for
Hawaiian Punch.

"So he's still not much different," Altschul says. "He still has the same underlying
conflict. He still has that controlled violence in him."

It should be no surprise this much thought is being put into animated salespeople and
talking rabbits. If you need further evidence that brand characters have taken hold of
our imaginations, talk to the people at Planters.

More than 100,000 weighed in on Mr. Peanut's new look. Voting at, people could elect
to give Mr. Peanut either a pocket watch, a bow tie, cufflinks or to keep him just the
way he is. Results will be revealed today. A good brand character can be a company's
success or failure. You might not think much of soapsuds with sunglasses. But
Droppy, a jaunty advice-giving bubble, has been credited as lifting Joy dishwashing
soap out of years of stagnancy.

The folks at Martin Agency are well aware of the power of a good character. That's
why they've put so much work into retooling the Geico Gecko into a recognizably
human reptile. That means reshaping his mouth to make it more expressive and
shoulders so that he can shrug. The Martin Agency is unusual in its openness about its
character. Generally, companies are very guarded about their brand characters.

Planters was relatively stingy with information about the inner conflict that drives Mr.
Peanut's (though they did tell us that his first name is Percy — who knew?). And the
Jolly Green Giant? Is he a mutation or from another planet? Several calls to General
Mills did little to satisfy curiosity. The company generally doesn't talk about its
characters. Even at the Martin Agency, they're careful to keep some of the Gecko's
mystery. People have suggested that the Gecko's family enter the picture, but Bassett is
doubtful.

"I don't think he needs any of those trappings," he says. "And we don't want to give
him a name. He's just 'The Gecko.' The power of Sony. The oh so good indulgence of
Starbucks. The find-it-fast search capabilities of Google. These names evoke strong
emotions of dominance, warmth, satisfaction and confidence. All are very effective

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names because once a consumer's emotions are engaged, the strength of a brand is
realized.

Emotional reaction equals strong investment, and it is very


hard to neglect or forget an investment of any sort. Brands are highly aware of the
cerebral yet instinctual connection an emotional reaction elicits. This chemical
evocation is utilized to the maximum benefit when brands plan a promotional
campaign for their product. Companies spend millions to ensure that their audience
more than gets the message they want to send by incorporating music, sounds, images,
vivid color and celebrities to trigger huge sensory responses towards their product,
company or innovation. An emotional response towards a name is the human to brand
connection that is sought after like the Holy Grail. If customers feel drawn to
something, loyalty through preference is sure to follow.

A strong name acts as the prompting mechanism to


encourage a skeptical generation and a savvy nation to give a product a try. If a name
can evoke the security sensation of that phrase "satisfaction guaranteed", then you've
got a winner. If that promise is vaguely implied upon hearing a brand name, then
maybe people might be interested in studying the label of your product looking for that
feeling to inspire them to test trial. If people lose interest before the last syllable of
your brand name can be uttered, your brand is sure to be ignored. A strong name is
irresistible and charms people with its charisma. A strong name pleases consumers
because it feels good just to say it. The brand name is verbal short hand for the brand
promise itself.

The first and most important quality of anything is a solid name.


If you miss on the name, the link between brand and emotion will be weak or
nonexistent. This can spell the downfall of any trademark, ensuring the brand's identity
will be second best or grouped with all the rest and easily forgotten. Worse still, it
could too easily be dismissed

3. Loving A Brand?

Tales From The Marketing Wars


Jack Trout 06.19.06, 6:00 AM ET

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There was a recent story about Procter & Gamble's attempt to "stake out the
emotional high ground" for their Tide detergent. Trying to establish an emotional
connection with customers is showing up more and more in agency presentations. An
agency CEO even wrote a book on the subject, entitled Lovemarks: The Future
Beyond Brands.

I don't want to throw cold water on all this emotion and love, but I have some
questions about this kind of activity. First, who gets emotional about detergent,
toothpaste or, for that matter, most of the products out there? If you look at the success
of Wal-Mart Stores (nyse: WMT - news - people ), you can safely conclude that the
only thing people really get emotional about is price.

Second, can emotion be a differentiating idea? And what's to prevent a competitor


from trying to be just as emotional as you are? Consider the credit card wars. Visa
built its brand around the concept of "Everywhere you want to be." They took
ownership of the "everywhere" or acceptance attribute. This is the number-one
attribute of credit cards.

MasterCard (nyse: MA - news - people ) stumbled


around until it landed on the emotional strategy of "For everything else, there's
MasterCard." Not bad, but not great. In my estimation, they should have become
"Main Street's credit card." Give Visa the globe, but take home base. At least
"everything else" plays in that direction.

The best thing this program accomplished is that it encouraged Visa to leave its
brilliant strategy and get emotional. Their new strategy is "Life takes Visa," which is
good news MasterCard. What's funny is that everyone is getting into "life. But let's get
back to Tide and the attempt by those folks to get emotional. My question here is,
Why? They have a 42% share of their category. They are producing America's No. 1
detergent and can easily use leadership as a potential strategy (see: " Leadership: A
Powerful Differentiator"). They should employ this as their differentiator. P&G is
almost single-handedly "Keeping America in clean clothes." The reason for this is that
Tide knows fabric best. The proof of this claim is their 42% market share. (That's a
number that would make any product manager truly emotional.)

Finally, is there a role for emotion in developing a strategy?

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Cosmetics are sold on the emotion of magic in a bottle that will fight aging or attract
the opposite sex. Whole Foods (nasdaq: WFMI - news - people ) plays on the emotion
of "health" with all its natural foods and additives. Quiksilver (nyse: ZQK - news -
people ) clothing is sold on the emotion of being cool like the bronzed surfers that
hang out in Hawaii. But in all these cases, there is a different kind of product story.
Interestingly, I asked a psychologist in the communications field about all this, and she
had a compelling observation: "Emotion without substance is like infatuation that
disappoints in the light of day. Without a real difference, an ongoing relationship with
the consumer is lost."

Pushing all this emotion has become the solution for


advertising agencies that are having problems coming up with reasons to buy.
According to WPP's (nasdaq: WPPGY - news - people ) CEO Sir Martin Sorrell,
"Difference between products and services are becoming less. Therefore,
psychological differentiation and lifestyle differentiation are more important."

In regard to that statement, all I can do is quote Pogo: "We have met the enemy, and it
is us."

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4. Shoppers' Brains under Brand-Name Control
By SIRI NILSSON
ABC NEWS Medical Unit
Nov. 28, 2006

Your brain may figure out what you'll snatch up for this season's holiday gifts even
before you check your lists, according to new research presented today. Well-known
commercial brands have now been proven to get a positive emotional reaction from the
human brain, according to research presented at the annual meeting of the Radiological
Society of North America in Chicago. Scientists found that your brain might make
purchase decisions for you -- based just on a product's brand name.

To understand how different product brands affect the human


brain, a team of German researchers used a functional MRI machine, or fMRI, to test
20 adult men and women. The volunteers were shown logos of well-known car
manufacturers and insurance companies followed by other, lesser-known logos. The
resulting fMRI images showed that well-known brands activated an area of the brain
involved in positive emotions -- such as emotions associated with a reward. The lesser-
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known brands elicited brain activity reflective of a negative emotional response
Surprisingly, the brain's reactions had nothing to do with what product or service the
logo was selling. The response depended on how strong -- or familiar -- the brand was.

Related

That observation is consistent with what marketing executives see in real life. "It's not
necessarily the brand identity that resonates with people, but the meaning within that
matters," said Tom Burchard, vice president of brand experience at Design Continuum
in Boston. "Brands … communicate meaning that elevates the status of that brand,"
Burchard said.

5. Brain Research Provides Important Market Data


The brain had an easier time processing images of strong brands, according to today's
research. Lesser-known brands demanded more action from parts of the brain
responsible for memory and negative emotion.

This kind of research is called "brain branding."

It's a special approach to studying how the brain perceives and processes commercial
brands "to determine whether companies have a 'direct hit' with their target audience,"
Burchard said. Researchers may use the technique to study neuroeconomics -- which is
basically the study of why people decide to buy what they buy. It's a hot and
developing area of market and economic research. The vision of this research is to
better understand the needs of people and to create markets that are more oriented
towards satisfaction of those needs," said study author Christine Born, a radiologist at
University Hospital in Munich, Germany, in a news release.

Study authors hope this research will shed light on the power of brand names and will
help create markets that better fit people's needs -- and wallets.

Developing Emotions connected with the brands

Introduction

As the world of marketing becomes more complex and demanding, marketers are
focusing more on emotional branding to distinguish their product/brand. Emotional

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connections are vitally important in creating brand loyalty. The critical challenge for
today’s marketers is twofold: how to make your brand come alive with more specific,
meaningful emotions; and how to test the emotional appeal of your brand and key
marketing initiatives.

Why Emotional Connections are So Important for Branding

During the past 25 years, social psychologists in neuroscience have researched the
emotional foundation of human behavior, concluding that brand decisions are related
primarily to our senses and emotions, which are much more important than rational
thinking or the appeal of functional benefits. According to Damasio, a leader in the
neuroscience field, “over 85% of thought, emotions and learning occur in the
unconscious mind…to put it simply, our reasoning strategies are defective”. Another
neuroscientist, Calne, stated that “the essential difference between emotion and reason
is that emotion leads to action, while reason leads to conclusions.”

The discipline of branding, the heart and soul of


marketing, is undergoing a fundamental transformation by seeking new ways to better
articulate the emotional profile of brands, and then to test these emotional benefits with
consumers. We at Latin Pulse see a big opportunity for marketers to focus more on the
emotional appeal of their brands as a powerful way to capitalize on relevant insights,
differentiate from competition and address new, emerging consumer needs in the
dynamic Hispanic market.

Our society is rapidly moving from a service economy to an experience economy. As a


result, today's more sophisticated consumers not only demand services and products
that are of the highest quality; they also want positive, emotionally sensitive, and
memorable experiences. The organizations that learn how to add emotional value to
their customers' experiences will leapfrog their competitors. Emotional value is the
economic value or monetary worth of feelings when customers positively experience
products and services. Emotional value, as much as quality or any other dimension of
an organization's worth, can make or break a business. It is as concrete as that!

The authors, with over forty years experience in the service industry, offer five
practices for adding emotional value not only to customers' experiences, but also to
staff experiences. They include:
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 Building an emotion-friendly service culture

 Choosing emotional competence as your organization's service model

 Maximizing customer experiences with empathy

 Viewing complaints as emotional opportunities

 Using emotional connections to increase customer loyalty

This contemporary issue regarding the ‘Emotions developed for making the Brand
Equity’ gives some highlighting points. They include-

 Navigates customer service managers and supervisors through dozens of ideas,


options, and examples of organizations that have already begun to
systematically add emotional value to their customers' experiences.

 Walks you through the maze of thought and research on customer emotions.

 Will inspire us as we lead our organization into the Experience Economy.

Making Your Brand Come Alive - Emotionally


Branding is essentially a strategic tool, best used to provide clear direction for the
development and monitoring of all marketing initiatives. A common dilemma for
marketers is to describe the positioning and brand personality in a truly distinctive and
meaningful way. All too often, the benefit statement in a positioning lacks sufficient
differentiation, at least a perceived point of difference, and does not include an
emotional dimension. Examples of successful brands that articulate both a functional
and emotional benefit include:

 Gatorade: functional benefit - liquid replenishment; emotional benefit –


capturing a winning spirit
 Pantene: functional benefit – healthy and beautiful hair; emotional benefit –
being proud of your look.
 MasterCard: functional benefit – usage across all levels of purchases;
emotional benefit – helping you enjoy those lifetime (“priceless”) moments
 Viagra: functional benefit – being able to perform sexually; emotional benefit
– getting your loving relationship back
Another shortcoming is that the emotional benefit and brand personality are too
generic and one-dimensional. Using common adjectives like “trustworthy,” “peace-of-
mind”, “empowerment” and “dependable” is a good start, but marketers must dig

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deeper to find more specific and engaging emotions that could more effectively
distinguish their brand and form this emotional bond with consumers.

Innovative Consumer Research for Building Stronger Brands


The customer is the lifeblood of any business. Simply satisfying your customer is not
enough. One must delight and captivate him/her emotionally. Brands should represent
a constellation of meaningful values, associations and emotions in order to build a
special relationship with its customer and strengthen brand equity. And developing a
powerful DNA for a brand starts with smart, reliable market research.

The biggest challenge is to identify and measure those emotions that will become the
foundation for your new “lovemark” brand. This will require a fresh perspective,
creativity, and smart, in-depth consumer research. Neuroscientists agree that emotional
reactions function as the gatekeeper for human behavior and decision making, and
have tried to measure these emotional reactions by experimenting with three different
research methodologies:

1. Verbal Self-Report – consumers are asked to express their emotions from open-
ended questions or to rate their emotions by using a prepared scale, such as the widely
recognized one developed by Robert Plutchik, his “Emotional Profile Index”. This
methodology identifies eight basic emotions as the foundation for all human emotions,
plus six sub-emotions that reflect varying intensity for each. (Plutchik’s research is the
basis for AcuPOLL/Latin Pulse’s E-Factor model, which uses both open-ended
questions and scales to quantitatively measure emotional responses to marketing
initiatives.)

2. Visual Self-Report – this also measures subjective feelings, but is based on cartoon-
like figures representing different emotional states.

3. Moment-to-Moment Ratings – this technique tries to measure the magnitude of an


emotional reaction to advertising stimuli in real time, and tests “autonomic” measures
or bodily reactions (e.g. facial expressions, sweating, heart rate, skin conductance,
etc.).

Implications for Marketing to Consumers


The growing diversity of the U.S. society requires the brand-savvy marketer to
recognize how every pertinent ethnic group of consumers thinks, feels and behaves.
The emotional profile for each culture will have subtle nuances, and brand managers

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and market researchers must find imaginative ways to better understand their
emotional “DNA” and then describe those new brand emotions that will create a loyal
bond with them.

For example, The Hispanic consumer market in the U.S. today represents
extraordinary potential not just for its growing economic importance, but also because
of the opportunity to start developing a strong emotional relationship with them. By
nature, Hispanics tend to be more emotional, and most have yet to establish a firm
loyalty to U.S. brands. The key is to recognize the importance of constructing a
relevant emotional profile for this emerging segment, thoroughly researching their
emotional needs/desires, and working with professional marketers to innovate and
build strong, emotional brands.

Emotion Mining - Capturing, Understanding, and


Leveraging the Emotions Underpinning Brand Behavior

Deep Diving into Emotions

Wouldn't it be great if you could really understand your customers? Reach deep down
into their psyche and latch onto the right emotional buttons to trigger their buying
decisions? Better yet, reach down there and test their reactions to the brand you are
putting on the table, your latest promotion, your customer service, or even the new
layout of your store. It's not as far-fetched as it sounds.

They described their methodology at a ZIBS Forum, sponsored by Zyman Institution


of Brand Sciences at the Goizueta Business School at Emory University.

Fahey, an adjunct professor of Strategic Management at Babson College, is Executive


Director of Emotion Mining Company. He previously taught at Northwestern and
Boston universities. Dr. Snyder, the founder of the company, is a psychiatrist and
neuroscientist with MD and PhD degrees from Stanford University. He invented
"Emotion Mining" to measure emotions and prioritize the "(subconscious) heart of the
matter" in work with his therapeutic clients.

Brands Stimulate Emotions and Emotions Stimulate Brand Behavior

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In 1989, when it became evident to Snyder that his methodology could reliably
identify how to motivate and inspire new interest and new behavior based on
uncovering unappreciated but recognizable feelings and thoughts, he began to consult
with major corporations. The results, especially those derived from understanding both
customers and employees, provide critical input in determining marketing strategies,
advertising programs, and sales approaches.

Fahey joined Snyder to develop a web-based implementation of the methodology to


capture emotional responses. The Result? "Emotion Mining" - a versatile research,
communication and decision-making system that can be employed to capture and
analyze emotional responses to any facet of a brand, including name, icon, attribute,
functionality, experience, service, quality, ideal, etc.

Going Beyond the Focus Group

Focus groups have traditionally been used in marketing to explore consumer attitudes.
However, focus groups have limitations. Typically people cannot tell you the nuances
of the emotions they are feeling, either due to inhibitions in an open setting or simply
their inability to adequately describe things or even know what they truly feel.

Emotion Mining uses a different approach; it uncovers hidden - unappreciated but


recognizable - subconscious emotions and motivations. Remember Freud's iceberg
from Psychology 101? Our most intense feelings are buried deep beneath the surface.
With simple training, subjects can identify and explain these feelings through a set of
self-expression steps on their computer screen. The data gathering method only
requires the subject to relax and play, and draw and type in a freeform manner.

"All of us know that brands go to the heart of building value for the customer," says
Fahey. "Think of all the major issues concerning brands. The question of emotions
always comes into play. What has been needed is a sensitive, rigorous and reliable
discipline to plumb emotions."

"What happens if we don't understand the emotional context of a brand? What


investments might be in peril?" asks Fahey. "We find that companies are largely
unaware of the depth and strength of the emotions customers feel about brands - both
positive and negative. Do you think this gets the attention of the management team?"

"Surveys, in-depth interviews, and focus groups only take us so far," says Snyder.
"These methods are suitable until we run into something like 'I think it, but I won't say

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it' or 'I sense it, but I can't articulate it'. Emotion Mining overcomes these limitations
by providing a way around interpersonal and personality biases, and thus is able to
obtain the "heart of the matter".

Emotion Mining
Amassing Customer Perceptions Above and Below the Surface

Emotion Mining uses a specially designed "sonargram" to plot the breadth and depth
of conscious and subconscious feelings towards a brand or concept. On the right side
of the diagram, positive emotions are plotted; the left side plots negative emotions.
Externally focused emotions are on the top half, and internally focused are on the
bottom. Once all emotional results are plotted on the diagram, the result is a profile of
the customer's emotional feelings about a brand or concept - in fact, why and how to
motivate and inspire new interest and new behavior. This information can be used to
build emotional "bridges" between customer needs and experiences, and the products
developed by a company with its own definable image.

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Emotion Mining Sonar gram: High Level View

Whole Emotional Understanding: The Golden Fleece Through Emotion Mining, a


marketer not only gains the ability to better understand brands, but also the ability to
(1) discern unmet customer needs through deconstructing the customer experience; (2)
explain product/service failures, deficiencies, and vulnerabilities - as well as successes,
strengths, and advantages - in customer language; and (3) prioritize the emotional,
rational, and social aspects of a brand to guide external and internal marketing
investments. Sensitive emotion benchmarks can be established to continually improve
and inspire brand positioning, product enhancement, and service delivery.

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The Business Framework

For example, Emotion Mining can aid the sales process by showing what specific
emotions are "in play" on both sides of the table. Customers and employees experience
different emotions. When employees exhibit a stronger emotional competency in
dealing with clients, they greatly improve their productivity. Snyder and Fahey believe
that organizations have much to gain in developing an integrated understanding of
customer and employee emotions. Interrelated outcomes can be expected on many
fronts, including: dramatically improved customer experience, increased sales,
enhanced employee job satisfaction, reduced employee turnover, and lowered
employee training and development costs.

It is no small feat to uncover and unravel the


complexity of emotions that a single customer experiences during a brand experience.
Through use of such clarified emotional reference points, brand managers can focus on
the gaps in the delivery of brand experience, and use these insights to create new
customer value and enhanced financial returns.

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The Value of Emotion Is the Message - Presentation Transcript

People don’t want to do business with you. They want to do business because of you.
Work the message value. - Inspired from the Twitter stream, authors reveal you. But first
you need to identify what to say. Then you can discover how to say it. What to say and
how to say it well, becomes the magnet. It attracts what works for everyone. This gets to
the magic of the because Prospects learn about you. If you attract them, great. If not,
maybe it’s better. It’s all good. But first, let’s be practical. This is about credibility.

 What Opportunity. What value will your prospects get from you. It’s about
their opportunity. Not yours.

 What Process. How do you deliver the goods? Without a plan, there’s no value.

 What Culture. Is there a style fit with the prospect? Without chemistry, there’s
no fusion.

 How Emotion. Lead with passion. Prospects want what gets you out of bed in
the morning. This is the first attraction.

 How Qualify. Close on the heels of emotion is what drives it. This is tight
execution of emotion and qualifying content.

 How Pay Off. Only the prospect can decide this. But you offer a compelling
setup of emotion and qualifying it.

 So how do you capture all this what and how?

 You map it.

 Map sheet: Opportunity Value Attribute [Client] is… [Client] is not… 1 2 3 4 5


Where you can grow and prosper A learning organization. Where you “opt
out” after a few years. Where you can grow and prosper A learning
organization.

 Opportunity Map sheet: Tier 1: Emotion 1 2 3 4 5 Where you can grow and
prosper A learning organization. Expect more!

 Opportunity Map sheet: Tier 2: Qualify 1 2 3 4 5 Where you can grow and
prosper A learning organization. A learning organization where your personal
development grows through continuous training.

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 Opportunity Map sheet: Tier 3: Pay Off 1 2 3 4 5 Where you can grow and
prosper A learning organization. Your career path will be set in a direction
that’s fulfilling and rewarding.

 Map sheet: Process Value Attribute [Client] is… [Client] is not… 1 2 3 4 5


You get to see the Impact of your work. Results implemented within the
organization Where you get isolated In a vertical role You get to see the
Impact of your work. Results implemented within the organization

 Process Map sheet: Tier 1: Emotion 1 2 3 4 5 You get to see the impact of your
work. Results implemented within the organization You Accelerate!

 Process Mapsheet: Tier 2: Qualify 1 2 3 4 5 You get to see the Impact of your
work. Results implemented within the organization Team oriented,
collaborative work environment.

 Process Mapsheet: Tier 3: Pay Off 1 2 3 4 5 You get to see the Impact of your
work. Results implemented within the organization You learn collectively
from others to accelerate your skills and experience equity.

 Mapsheet: Culture Value Attribute [Client] is… [Client] is not… 1 2 3 4 5 You


exceed your personal benchmarks. You’re engaged with a group of smart,
driven people. Where you can glide on autopilot. You exceed your personal
benchmarks. You’re engaged with a group of smart, driven people.

 Culture Mapsheet: Tier 1: Emotion 1 2 3 4 5 You exceed your personal


benchmarks. You’re engaged with a group of smart, driven people. Go
beyond.

 Culture Mapsheet: Tier 2: Qualify 1 2 3 4 5 You exceed your personal


benchmarks. You’re engaged with a group of smart, driven people. Individual
achievement is a collective goal.

 Culture Mapsheet: Tier 3: Pay Off 1 2 3 4 5 You exceed your personal


benchmarks. You’re engaged with a group of smart, driven people. Your
career advancement will accelerate much faster.

 Opportunity Messaging Matrix 1 2 3 4 Emotion Qualify Pay Off Where you


can grow and prosper A learning organization. Executional Tiering Expect
more! A learning organization where your personal development grows

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through continuous training. Your career path will be set in a direction that’s
fulfilling and rewarding.

 Process Messaging Matrix 1 2 3 4 Emotion Qualify Pay Off Executional


Tiering You get to see the impact of your work. Results implemented within
the organization Team oriented, collaborative work environment. You
Accelerate! You learn collectively from others to accelerate your skills and
experience equity.

 Culture Messaging Matrix 1 2 3 4 Emotion Qualify Pay Off Where you can
grow and prosper A learning organization. Executional Tiering Go beyond.
Individual achievement is a collective goal. Your career advancement will
accelerate much faster.

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CONCLUSION

As through the report , we can understand that in today’s world nobody is able to
survive in global market without touching the emotions of the customers. All the
leading companies of the world are not only known for the products and services but
also for their customer welfare and that comes only after knowing the desires of the
customer so that it can be converted into a fulfillment.

Archie’s, Coca-Cola, Wal-Mart, HDFC, are some of the examples who established
through the promotional stratify based upon the emotions of the consumer so that the
consumer feel that the company it thinking for their sake.

All I can say through the study that emotions play a vital role in creating a consumer
base. the coming era would be uncertain to define but only we can say that emotional
appeal is base through which we can predict the future of a company.

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REFRENCES

 http://www.hispanicmpr.com/resources/articles/the-ultimate-%E2%80%93-
adding-emotions-to-your-brand/

 http://www.tmius.com/eval3.htm

 http://www.zibs.com/emotionalmining.shtml

 http://www.accessmylibrary.com/coms2/summary_0286-26762280_ITM

 http://www.thehindubusinessline.com/catalyst/2005/03/31/stories/2005033100
140300.htm

 http://abcnews.go.com/Health/story?id=2682341

 http://www.brighternaming.com/brands_of_emotion.html

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