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By Douglas Van Praet

The science of seeing.

Key points

  • Predictive processing explains how the brain anticipates and shapes brand perceptions.
  • Strong brand associations, like Coke’s connection to happiness, can override sensory input.
  • Brands like Starbucks and Apple leverage aspirational identities to transform products experiences.

In my work as a brand strategist revealing the intersection of psychology and marketing, I have found that the most effective marketers have an intuitive grasp that science is now beginning to prove. My book Unconscious Branding exposes how the human brain automatically responds to brands and how perception changes reality. Recent research supporting predictive processing, the brain’s tendency to anticipate and shape our perceptions based on prior knowledge, confirms many of these ideas.

How Does Predictive Processing Work?

The traditional model of perception suggests that sensory experience works kind of like a ladder. For example, our eyes take in information from outside, and as it moves step by step up into our brains the picture grows increasingly detailed. The theory of predictive processing turns this idea on its head, suggesting that our brain is more like a detective, making guesses about reality and then tweaking them based on what it gets wrong.

In other words, our eyes are not like camera lenses and our brains are not passive recorders of the world around us; they are prediction machines. Think of it kind of like auto-correct on your phone, where your brain is predicting what happens next and filling in the details as it goes. Sometimes it gets it right, other times it gets it wrong, and you adjust accordingly in response to these errors.

This highlights a key consumer insight: prediction shapes all our experiences including our brand choices. Our brains are always filtering our perceptions through the lens of our expectations. This means that our experiences with products and more importantly brands are way more subjective than you might think.

Predictive processing is revolutionizing how we perceive reality and intriguingly how we view brands. Whether unboxing the latest Apple iPhone, savouring a cold Coke, or indulging in a hot Mocha Frappuccino at your neighbourhood Starbucks, our perceptions of brands are far from objective.

The Predictive Brain: A Mental Shortcut

Human perception is a balancing act between prediction and sensory input. Rather than waiting to process external information, our minds predict what we detect to save time and energy. These cognitive shortcuts enable us to more efficiently make sense of a cluttered dynamic consumer landscape. But this also makes us prone to consumer bias, especially when it comes to established brands that invest heavily in marketing.

In the famous Pepsi Challenge, research participants in blind taste tests preferred Pepsi over Coke. But, when consumers were aware of the brands, product preferences reversed in favour of Coke. Why? The answer is explained by predictive processing. Coke’s powerful brand associations such as happiness, social connection, and nostalgia primed subjects’ brains to expect a better tasting beverage even though the product remained the same. The consumers’ experience with the Coke brand altered their taste perceptions, making it a more enjoyable experience due to past brand encounters including ad suggestions like “Enjoy Coke”.

Starbucks and the Illusion of Premium Taste

Similarly, Starbucks has built a global business empire by leveraging the power of predictive processing. The Starbucks brand doesn’t just sell coffee. It sells a daily ritual of sophistication, comfort, familiarity, and indulgence. When customers sip their premium-priced lattes, they are tasting more than the Vanilla or pumpkin-spiced flavouring; they are tasting the brand. Neuroscience proves that our perceptions of brand quality are influenced by consumer expectations. A plain old cup of coffee may taste ordinary at your local diner, but a similar coffee served in a Starbucks cup, surrounded by artisanal interiors, friendly baristas and carefully curated playlists, converts it into a better tasting experience.

Apple: The Power of Perceived Benefits

Apple perhaps best exemplifies how brands can reshape markets and reality through the power of perception. The brand’s story of creativity, innovation, and simplicity is so deeply rooted in the cultural consciousness that customers often ascribe magical qualities to its products. Unconsciously, consumers believe that using an Apple device will make them more creative, productive, and stylish. These beliefs reinforce the brand’s positioning as a world-leading lifestyle icon. Apple’s genius lies not only in its innovative technology but in its skill to align its products with our aspirational identities.

Better Choices, Better Brands

Predictive processing shows us that brand building is not about persuasion. It’s about resonance. It’s about revealing how people think, feel, and experience the world deep inside and then aligning your brand with their internal narratives.

For marketers, this means investing in deep emotional bonds and long-term brand equity. For consumers, it means generating awareness and embracing curiosity to better understand the true forces shaping their purchases. By bringing to light the dynamic interplay between expectations and reality, we can all make better-informed choices, whether we’re crafting a brand or just selecting our next cup of coffee.

By Douglas Van Praet

Douglas Van Praet is the author of Unconscious Branding: How Neuroscience Can Empower (and Inspire) Marketing. He applies unconscious behaviourism, neurobiology, and evolutionary psychology to business. Online: WebsiteTwitter

Sourced from Psychology Today

By Aman Gupta

The year 2024 was nothing short of exciting, with several events that may dictate the world’s future, such as the National Democratic Alliance (NDA) government coming to power for the third time in India and the USA choosing its president after an electrifying election. Amid the shifting geopolitical scenario and rise in technology, what are the challenges and opportunities companies face in 2025?

Consumer behaviour has undergone a massive shift, leaving businesses at a critical juncture as technological advancements, shifting expectations and the increasing demand for ethical practices are reshaping the market. In 2025, consumers expect and demand more from their favourite brands, and companies will have to rethink their strategies to align with the former’s expectations to retain loyalty and boost business.

Successful companies will be those that can anticipate these changes and respond with ingenuity and innovation. The following strategies will be pivotal in redefining how businesses grow in the new consumer era.

Hyper personalizing Experiences At Scale

Today’s consumers do not prioritize quality alone when choosing a product. Many also expect an experience tailored to their individual needs and preferences. With the rapid development of tools such as artificial intelligence (AI) and machine learning, companies today have access to a vast tranche of data, allowing them to customize offerings. These digital tools can give brands the power to predict customer needs with accuracy, from product recommendations to customized marketing campaigns.

However, while delivering what the customer wants is important, it is also important to deliver at scale. Companies must be able to analyse consumer data to create meaningful and personalized interactions. This helps in building an emotional bond with customers, fostering loyalty and increasing brand value.

Seamlessly Integrating Omnichannel Experiences

By the end of 2025, omnichannels will become a mainstay of the consumer experience, evolving into a thriving and integrated ecosystem. As consumers increasingly interact with brands through a multitude of platforms, from mobile apps and social media to brick-and-mortar stores and voice assistants, they will come to expect a cohesive and smooth journey.

As they shift between different touchpoints, whether making purchases online, visiting a store or interacting with a brand via social media, they will expect their experience to be consistently exceptional at every point. Technologies such as augmented reality (AR), virtual reality (VR) and smart devices will likely be a part of this change. Brands will need to consider investing in technology that ensures a smooth flow of information across all channels to increase customer satisfaction and brand loyalty.

Creating Purpose-Driven Business Models

Consumers increasingly engage with brands that align with values such as sustainability, corporate social responsibility (CSR) and transparency when they purchase products. It is no longer just a passing trend but a matter of survival for brands to focus on these principles. Brands that reinforce their commitment to environmental sustainability, social equity and fair labour practices, as a few examples, are likely to experience stronger consumer loyalty.

For instance, consumers increasingly want to know the origins of the products they use, from sourcing of raw materials to manufacturing. Companies should consider making their products traceable so that consumers can track and monitor the product’s journey from raw materials to end users. Consumer trust in many sectors will hinge on maintaining transparency about supply chains, product origins and labour practices. As the demand for ethical business practices grows, organizations that fail to adapt face the risk of becoming irrelevant in an increasingly competitive marketplace.

Leveraging AI To Reshape Consumer Experiences

AI has played and will continue to play a pivotal role in reshaping the consumer experience in 2025. From predictive models to automation, AI can better enable businesses to understand consumer behaviour with remarkable accuracy and streamline operations to enhance productivity and efficiency.

Companies will increasingly rely on AI tools to disseminate vast amounts of data, uncover trends and forecast future demands to usher growth. Moreover, AI-based automation will streamline customer service and other operational functions, ensuring faster response times and effective service delivery.

For instance, AI-powered chatbots can provide 24/7 support, answering some customer inquiries instantly and resolving other issues with minimal human intervention. In the future, these systems will become more sophisticated, creating experiences that are more personal and more human-like.

In 2025, consumer experiences will be filled with opportunities and challenges. At this point, companies must formulate strategies that prioritize personalization, seamless integration, ethical practices and the innovative use of technology. Consumers today expect nothing less than tailored, smooth and ethically responsible experiences.

Businesses that succeed in aligning their growth strategies with these expectations will not only drive customer satisfaction but also better secure a competitive advantage in an increasingly complex and digitalized marketplace. The next five years will be marked by an evolution in consumer expectations, and companies ready to lead this transformation will shape the future of consumer engagement for decades to come.

Feature Image Credit: Getty

By Aman Gupta

Follow me on Twitter or LinkedIn. Check out my website.

Aman Gupta, Managing Partner, Health Practice Asia Lead at SPAG FINN Partners, a leading global Integrated Marketing & Communications agency. Read Aman Gupta’s full executive profile here.

Sourced from Forbes

By Hunter Thurman

This is the tenth instalment in a series that unpacks the decision-making factors behind shopper and consumer behaviour. A series that focuses on the four drivers of behaviour and five barriers that hinder decision making—all factors based on a wealth of knowledge from the worlds of psychology and behavioural science.

Together, these foundational WHYs provide a framework with which to reliably assess what’s driving your business, what’s hindering your results, and what you can do to dramatically influence people’s real-world behaviour.

This instalment unpacks one of the almost cliché words used daily in marketing circles the world over: emotion. And while brand advocates everywhere nod in agreement as to the importance of understanding consumer emotions in decision making, the word is often used to describe the vague notion of “feelings”.

But the concept of emotion—and more specifically, emotional barriers—is much more tangible than many recognize.

“Marketers really underestimate the ‘mental work’ consumers have to complete in making decisions… There’s real power in reducing this mental friction to enable effortless decision making.” – T. Sigi Hale, PhD

There’s a scientific foundation dedicated to not only understanding what drives consumer decision making, but also what prevents a given decision from being made. The academic discipline is called Cognitive Ergonomics which, in layman terms, means reducing the perceived barriers to making decisions. But you can also call it “sludges”, the inverse of the celebrated concept of so-called “nudges”.

We’ve delved into others via previous articles, but this fifth barrier (the emotional one) is what we’re focusing on here. And it relates to both shopping and consumption considerations. Think of them as the emotional consequences weighed during a purchase decision.

There are essentially two forms of the dreaded emotional “sludge” that can slow or derail consumer behaviour:

  • Mental effort—Brand use hindered by the sustained attention or thought that it demands
  • Fear of disappointment—Brand use hindered by the fear of being disappointed by the product, service, or overall experience.

First emotional barrier to brand use: Mental effort

Each day comes with a constant barrage of attention-demanding stimuli from our environments and screens. And while most people recognize this overwhelmed feeling, nowhere is it more pronounced than in the context of something as mundane as grocery shopping.

Many retailers have ramped up their eCommerce programs, ostensibly to make shopping easier—faster, more convenient, and so on. However, many category experts have concluded that shoppers concerned with these “convenience” factors actually prefer bricks over clicks. They perceive walking through the physical store as being easier.

Why?

Imagine you’re grocery shopping on Walmart’s website, for example. You type “snacks” into the search bar or navigate to the dropdown, and you end up seeing something like this:

For better or worse, the page proceeds to scroll indefinitely, bringing you snack after snack after snack to browse. The assortment is impressive, sure, and it seems every snack in every packaging imaginable is available.

Even if you know exactly what you’re looking for, choice overload ensues. Take Oreo cookies, for example. Type that into the search bar, and voilà! Oreos aplenty.

This might seem like a shopper’s dream, but anyone that’s tried it knows that it’s actually A LOT of work. In fact, trying to navigate this shopping experience for every product on your list would take all day. And it’s exhausting because, while the human brain comprises only about 2-3% of our body mass, it uses roughly 20% of our energy. It’s an extremely inefficient organ, so thinking actually makes us tired.

So, while having all the snacks in the world at our fingertips might sound like a good idea to retailers, it actually requires the kind of mental effort that can stop purchasing decisions in their tracks.

Resolving this emotional cost is not only an opportunity for online customer experiences, it applies to in-store experiences, as well. It’s a barrier both manufacturers and retailers are wise to recognize and work to minimize in their strategies and activations.

Second emotional barrier to brand use: Fear of disappointment

Will I get rejected for the job? The date? The loan application?

Will my food be cold? My order wrong? Not as good as I remember it?

Doubts like these are known to creep into life’s big decisions (be it career, finance, or relationships), but they’re just as potent in dictating behavior during everyday situations, such as purchasing a consumable. While purchasing fast-moving goods like snacks and drinks isn’t as tolling as purchasing from a more durable category (what if I don’t like this car???), both decisions can be hindered by emotional hesitancy all the same.

Looking at the psychology behind purchase decisions, there’s much more at stake than just a product’s mere utility. If you think about the average grocery store, for example, the reality is that shoppers don’t NEED the majority of products sold in them. They simply WANT the products.

After all, what does a human need to survive when it comes to food and beverage? Water and basic nutrition. It’s pretty spartan when you think about it, and yet, grocery stores in developed countries are filled with desirable options ranging from cookies and chips to coffee, soda, you name it. All things people WANT.

And when we’re let down by something we desire, it has strong emotional consequences.

Imagine the last time you were served cold pizza.
Or your coffee order wasn’t just right.
Or your laundry detergent didn’t get that stain out.

All relatively minor issues in the grand scheme of life, but you remember them because they created outsized disappointment. They’re life experiences that seep into your subconscious and prevent future purchase decisions, particularly for newer brands or innovative products.

And so, with all the products available today and an infinite combination of shopper preferences, how do we mitigate the fear of disappointment?

ALDI in the USA has probably the best remedy for this that I’ve seen in modern marketing. They call it the “Double Guarantee”. The gist? If the shopper isn’t 100% satisfied with their ALDI product, the store manager will not only replace the product, but also refund their money.This is obviously a very solid approach—an “unbeatable” one, according to ALDI—and, at first glance, it strongly reassures the customer that there’s no reason to fear any kind of disappointment.

But there’s deeper cognition at work here, as well. Three established psychological principles explain exactly WHY a guarantee like this is so attractive and effective when making purchase decisions.

  • Loss aversion—We know people are highly risk-averse because the pain of a loss (being disappointed) is worse than the pleasure of a gain (trying something new and having it taste OK).
  • Free overvaluation—We are irrationally drawn to “free” things. Just think of all the things you’ve happily taken over the years (e.g., swag at a conference, complimentary products), even though you had no use for them and really didn’t value them at all. You attributed oversized value to them simply because they were free.
  • Zero risk bias—We tend to opt for situations where we can completely eliminate risk (e.g., the ALDI Double Guarantee) over alternatives that may actually offer greater risk reduction (e.g., choosing a brand you’ve used before).

Understood and harnessed properly, emotional barriers can be recognized and addressed. The brands that embrace this psychological reality will enjoy significant advantages, both on store shelves and between shoppers’ ears.

Cover source: Rytis

By Hunter Thurman

Hunter Thurman is CEO of research firm Alpha-Diver, and founder of the Psych-PulseTM database which continually measures consumer psychology at a large scale since 2018. He and his team of PhD decision scientists and strategists share findings from the database in the Bev50, Snack50, Quick50, and Tipsy50 reports, and work with leading brands, retailers, and the Wall Street analyst community to explain, measure, predict, and drive consumer behaviour.

Sourced from Brandingmag

By 

Welcome to the latest edition of The Gen Zer. This week, we take a look at how brands are creating unique experiences to appeal to younger demographics. Plus, TikTok hosts a Trump inauguration party for influencers and new studies suggest Gen Z are burnt out at work.

As any digital content manager is likely to tell you, successfully marketing your products to Gen Z can be an uphill battle.

Thanks to the rise of social media, they are digitally-savvy consumers with little incentive for brand loyalty and are a hard demographic to resonate with. They’ve entered an extremely competitive workforce amidst pandemics and an ongoing cost-of-living crisis that is affecting everything from housing to grocery shopping. To put it bluntly, living isn’t cheap; especially when you’re only just beginning to find your footing as an adult.

So, how do brands cut through the noise of an increasingly cluttered advertising market and leave a lasting impression?

A recent campaign by Glossier called the ‘Black Cherry’ has seemingly struck gold, having sold out twice over of its latest family of ‘cherry’ products, which include a free padlock alongside a collection of beauty items. The company is also launching a pop-up photo booth experience called ‘DotWorld’ in Bloomington at the Mall Of America this coming weekend. This campaign will include plenty of opportunities for social media snaps, countless free samples and customisable charms.

 

The success of this launch makes clear that experiences and personalisation are key pillars of successful Gen Z marketing. If brands want to genuinely compel younger customers to take note, then they need to demonstrate a thorough understanding of their consumers and offer them exactly what they want. It isn’t enough to run a few targeted adverts across Facebook, Instagram and Snapchat – companies must offer pop-ups, shows, and tangible reasons to talk about their products.

Research from SAP Emarsys in 2024 found that almost half of Gen Z customers have abandoned a brand because they grew ‘bored’ of them. The study also mentioned that 28% of Gen Z seek out companies that aim to provide ‘memorable experiences’, which is an 11% increase over older generations. The numbers are clear; brands must innovate, entertain, and distinguish themselves from others in the market.

Nowhere is this more obvious than on TikTok. Many companies have dropped any pretence of professionalism across these channels, instead adopting a playful, authentic and socially-savvy approach that is primarily designed to stir conversation and increase brand awareness. Think companies like Ryanair, Duolingo and KFC. All of these brands have let their Gen Z social media managers run amok, posting nonsensical memes and content that is neither traditional nor corporate. The result? Engagement. Tons of it.

 

All these different campaigns share a single key similarity. They’re attempting to be personable and specific, reflecting the attitudes and experiences of their target demographics by dropping the traditional ‘professionalism’ of yesteryear. This content is not about direct sales, but rather brand recognition. In the age of busy advertising and constant information, becoming a memorable name is invaluable, regardless of how you get there.

This approach can even be felt across the political spectrum. Trump’s recent re-election can be partly attributed to a similar mentality of noise and recognition. When attention is the most valuable form of currency it needs to be obtained in any way possible. In 2025, being the loudest in the room is to be the most heard, the most thought about, and ultimately the most likely to retain the support of your audience. Information is constant and overwhelming. Gen Z are swimming in it – and many voted Trump.

Now, we’re not saying that brands need to be as abrasive as the Trump administration to be heard. What we are saying is that marketers should be paying attention to how Gen Z perceive content, both online and in person. Personability and a unique brand voice that speaks to consumers in authentic ways is the most effective approach to retaining their much sought-after interest. Keep them watching, chatting, and engaging with your brand by any means necessary.

And if Glossier’s success proves anything, it’s that you can never go wrong with a freebie.

Feature Image Credit: Thred

By 

I’m Charlie (He/Him), a Remote Writer at Thred. I was previously the Editor at Thred before moving to Bristol in 2024. As a music and gaming enthusiast, I’m a nerd for pop culture. You can find me curating playlists, designing article headline images, and sipping cider on a Thursday. Follow me on TwitterLinkedIn and drop me some ideas/feedback via email.

Sourced from thred.

By Howard Enders Edited by Micah Zimmerman

Exploring “Blue Ocean” opportunities involves navigating uncharted territory where few understand the problem, offering both excitement and risk.

Key Takeaways

  • Listen to feedback and refine solutions to meet customer needs.
  • Educate customers to uncover hidden challenges and create meaningful value.

When you set out to solve a problem that only a few people fully understand — let alone know they have — you step into a space where the rules are still being written. That’s both the thrill and the risk of a “Blue Ocean” opportunity. For me, this meant entering a market segment that traditional players had either ignored or addressed in fragmented, incomplete ways.

Early on, I found myself questioning whether I was navigating a promising new frontier or sailing straight into a void. The uncertainty was tangible. Without an established reference point, it would have been easy to misjudge what people truly needed or to get lost in my own assumptions.

Yet, I discovered that success in these uncharted waters doesn’t rely on guesswork or just being the first to claim the space. It depends on how closely you listen, how effectively you educate, and how holistically you solve the problems at hand. Over time, three core strategies fuelled my drive and largely contributed to my guiding principles.

Whether your venture revolves around reimagining estate-related tasks, developing eco-friendly supply chains, or creating tools for emerging healthcare needs, these personal takeaways can help you gain a foothold in territories with no playbook — only potential.

1. Listen to your customers and integrate data

When you operate in a Blue Ocean, you can’t rely on established norms or competitor benchmarks to shape your roadmap. At the outset of my journey, I assumed I understood the logical steps people would want in a complex process, like planning for financial or administrative responsibilities at the end of life. It seemed straightforward: show them what to do, give them easy forms or digital tools, and they’ll follow along. But reality proved more nuanced.

The initial rollout surfaced hurdles I never saw coming. People were uncertain about the process; they were emotionally guarded and hesitant to face the underlying issues. They would drop off at specific touchpoints or ignore essential steps. I didn’t have a clear “why,” so I operated in the dark. That’s where feedback — both qualitative and quantitative — became my lifeline.

I began incorporating user interviews over time to understand the emotional triggers and subtle points of confusion. Surveys revealed that some terms I considered self-explanatory were actually alienating or unclear. Heatmaps and navigation data showed customers lingering on certain pages, possibly re-reading content or hesitating before making decisions. Marrying these insights with direct customer stories helped me identify patterns.

Armed with that feedback, my team and I refined our offerings iteratively. We changed the language, broke down complex actions into smaller, less intimidating steps, and introduced contextual guidance at the moments when people tended to falter. We also experimented with different messaging and content formats, testing each variation and learning which adjustments nudged customers past their uncertainties.

Over time, this improved our products and gave customers a sense that their voices were shaping the evolution of our solutions. In a Blue Ocean environment, that sense of partnership and responsiveness transforms tentative users into engaged allies.

2. Leave your potential customers with an “aha” moment

One of the biggest surprises in tackling a neglected market segment is realizing that your future customers might not even know they need you. They may sense a vague discomfort or carry a subconscious worry, but they haven’t articulated the problem in a way that translates into action. In my field, most people didn’t fully appreciate how complex certain end-of-life tasks could become — until they found themselves in the middle of a crisis they never prepared for.

Simply presenting a solution and hoping people will connect the dots doesn’t work when the underlying problem is hidden or poorly understood. Education became my most potent tool. I learned early on that explaining the “why” behind the product was just as important as showing the “how.” Rather than bombarding potential customers with a laundry list of features, I started by shedding light on common but often overlooked scenarios, like long administrative processes that leave families waiting for answers or emotional burdens that accumulate when key steps are delayed.

As the market became more informed, conversations shifted. Potential customers started asking smarter questions and demanding more nuanced support. We moved from a one-way broadcast of information to a genuine dialogue. This led to a more engaged and receptive audience.

3. Don’t ride the bandwagon

In undeveloped markets, it’s tempting to focus on one narrow problem and claim victory over that sliver of territory. You might think, “If I just solve this tiny piece better than anyone else, I’ll stand out.” Yet, I found the opposite to be true. Addressing a small fragment of a larger, intertwined challenge can limit your impact. It leaves your customers patching together multiple solutions on their own—if they bother at all.

I observed that people truly needed a more comprehensive framework. Their struggles weren’t confined to a single administrative form or financial transaction; those were just puzzle pieces in a bigger, emotionally charged landscape. Tasks that seem unrelated at first glance often form a chain. For example, dealing with a single inheritance document also involves clarifying one’s estate plans, managing lingering financial accounts, and facilitating smoother communication within a family. Each step affects the others, creating a ripple effect.

When I framed the market as an interconnected ecosystem rather than a series of isolated pain points, I began building solutions that tackled multiple aspects simultaneously. This holistic strategy became a defining differentiator for our business. Instead of comparing individual features, potential customers compared their overall experience. This made it harder for newcomers to replicate what I’d accomplished without embracing a similar breadth of vision.

Thriving without a roadmap

Building momentum in a market with no clear precedent means learning to paddle in still waters. I needed to constantly fine-tune the product based on authentic customer feedback, invest the time and effort to educate potential users so they could recognize the value of what I was offering, and craft a holistic experience that viewed their challenges from multiple angles.

These three strategies became the bedrock of my approach to Blue Ocean markets. They guided me through moments of confusion, led me to breakthroughs I never could have scripted on my own, and ultimately allowed me to transform an unknown frontier into a space where customers felt seen, supported, and ready to move forward.

When something isn’t laid out for you, courage is just a small fraction of the equation. There’s a lot more you will “unintentionally” learn along the way that will make your journey a story of success.

By Howard Enders

COO of The Estate Registry. Howard Enders is the Chief Operating Officer of the Estate Registry, where he leverages his extensive expertise in operations and management to drive growth and innovation.

Edited by Micah Zimmerman

Sourced from Entrepreneur

Sourced from Forbes

There’s no time like the start of a new year to refresh your goals or put a new spin on an old strategy. This is especially true in the world of marketing and communications, where customer preferences and interests are constantly changing, and leaders need to be ready to switch things up whenever necessary.

After a year of trailing new methods and experimenting with fresh ideas, marketing and communications pros are ready to reflect on what worked, what didn’t and what they plan to do differently next year. Below, 14 members of Forbes Communications Council each discuss the marketing or communications goal their company is setting for 2025 and why they think other companies may want to set a similar goal come January.

1. Creating Unique Content To Stand Out In AI-Driven Search

AI is taking over how we search online and what content shows up in summarizations and top results. We’re focusing on creating unique content to stand out and boost our site visibility in AI-driven search by focusing on expert opinions, user stories, proprietary research and human connection. We’re also continuing to spread the love across channels and leveraging the power of video content. – Sherri Schwartz, OvationCXM

2. Unifying Global Communications And Culture

Our 2025 goal is to unify global communications and culture at Anteriad. With four acquisitions and a larger multinational team, we’re focusing on consistent messaging that connects everyone. Through our new Life@Anteriad Instagram page, we’ll share cultural moments and personal highlights across regions, fostering a sense of unity beyond business updates—something valuable for any expanding company. – Dee Blohm, Anteriad

3. Becoming Indispensable To Customers

One key marketing (and companywide) goal for 2025 is to make ourselves indispensable to our customers. That means that our product is a “must have,” not a “nice to have.” It means that our customer service is top of the line and solving every challenge our customers might have. That also means that our pricing and packaging represent the value that our customers expect. I want our customers to love us. – Kelly Hopping, Demandbase

4. Improving Personalized Marketing

One goal we’re setting for 2025 is improving personalized marketing through AI and data-driven insights. This allows for highly targeted, customized customer experiences that meet individual needs. As the digital landscape becomes more competitive, many companies will prioritize this level of personalization to enhance customer loyalty and increase ROI. – John Schneider, Betterworks

5. Fostering More Employee Engagement

We plan to place more emphasis on fostering employee engagement through transparent leadership to strengthen our teams and enhance overall communication. Employees who feel more connected to leadership are often more engaged, motivated and productive. By openly sharing company goals and challenges, we can build trust and create a stronger team that presents a unified message. – Meredith Rosenberg, Chartwells Higher Education

6. Making Sure Customers Understand The Value We Bring

The breadth of partnerships, tools and services we offer is so extensive that our big goal is to make all our customers aware of the value we can provide them. The key will be to provide timely, relevant and personalized communication. We’ll tailor our messages to their specific needs and preferences, ensuring they receive the right information at the right time. – Lisa Maynard, Awin

7. Building Community Through Internal Collaboration And Training

Building community through internal collaboration and training is one of Old Dominion University’s 2025 goals for University Communications. By bringing internal stakeholders into the marketing and communications fold with training on mar-comms tools, we develop brand ambassadors who are empowered to act. This is the old concept of “one message, many voices” through collaboration and training. – Kimberly Osborne, Old Dominion University

8. Gaining A Competitive Advantage

Our goal in 2025 is to gain a competitive advantage. We study data closely to analyse ROI on existing channels, as some naturally become less effective and are replaced by faster, smarter access for our candidates. We identify opportunities to leverage the innovation and enhancements of our marketing automation partners to refine and reinvent. We sample AI enhancements and new business intelligence to break through. – Lauren Pasquale Bartlett, Ingenovis Health

9. Increasing Engagement With Underserved Communities

In 2025, CAN Community Health will focus on increasing engagement with underserved communities to expand access to wellness and healthcare resources. Similar goals could benefit other organizations by fostering trust, broadening reach and demonstrating a commitment to equity—key elements in building lasting community relationships. – Kal Gajraj, Ph.D., CAN Community Health

10. Engaging Employees As Brand Advocates

We’re going to be doing more to engage and empower our employees to be advocates of the brand as part of our marketing and communications framework. Employee-generated and -shared content creates reach and engagement on social media that’s superior to the official brand account. Known as employee advocacy, it is a cost-effective way to build brand awareness and generate new business in both the B2B and B2C space. – Kerry-Ann Betton Stimpson, JMMB Group

11. Building Trust Through Authentic, Personal Interactions

Our 2025 goal is to be more relational in our interactions with leads and customers. Authentic and personal interactions that focus on the individual are key—not simply offering a solution to a problem. Build trust and relational equity through simple handwritten notes or gifts celebrating milestones and achievements coupled with marketing automation for a more holistic approach. – Clay Tuten, KeyMark Inc.

12. Working With Podcast And Newsletter Creators

The media landscape is changing drastically, and these channels are emerging as places where consumers are spending significant time engaging with long-form content—both the written word for newsletters and the spoken word for podcasts. If you are not experimenting here, it’s something you should be testing in 2025. – Keith Bendes, Linqia

13. Focusing On Organic Advocacy Over Paid Influencer Strategies

We aim to build an authentic, engaged community by focusing on organic advocacy rather than paid influencer strategies. By staying clear in our messaging, we’re hoping to foster genuine connections that reflect our values. Other companies should consider this approach to build trust, long-term loyalty and impactful relationships that resonate beyond transactional and disingenuous interactions. – Mallory Walsh, Teal Health

14. Revisiting Our Value Prop And Larger Brand Experience

Branding is never over. As organizations work to respond, remain fresh and stay true to who they are, it’s imperative to set goals that provide space for evaluating their brand portfolios. In 2025, we’re revisiting our value proposition and larger brand experience, with plans to examine changes we’ve made previously to ensure we’re still focused on solving the right challenges. – John Jorgenson, Cambium Learning Group

Check out my website.

Feature Image Credit: Getty

Sourced from Forbes

By Paul Bailey

I’ve been going to meetings, with both B2C and B2B clients, for over 25 years now. Many things have changed over this time, from how we present (no more spray mounting physical work) to where we present (video calls are my new best friend). But one thing hasn’t changed, and that is the seemingly impossible task of getting people to focus on who really matters to their brand – the people that are buying it and buying into it. (Note; this isn’t all clients, just some clients)

Whether my meetings are with CMOs or Heads of Marketing, CEOs or Heads of Brand, I’m constantly amazed by their inability to decide on or define who their audience really is. I find this astounding, because these are the people who really matter to the brand (I know of course your internal audience, your partners, your shareholders, among many others are important)These are the people who are going to pay you to deliver them something. Whether that is a product or a service, it is their financial contribution that is going to keep your business going (hopefully).

Who Is Your Brand For?

Before you start to work on anything you are trying to ‘sell’ to your audience – be that the brand proposition, your organization’s offering, or your business’ actual product or service – you must, must, must define who you are hoping will buy it.

Always define your target audience first. Always.

Don’t Go Too Wide Or Too Narrow.

Now, defining your audience can be quite difficult (but it can actually be quite simple). If you set your net to reach as many people as possible, then there is a degree of ‘wastage’. You will be speaking to a good deal of people who will never convert to a sale, nor will they have any interest in your brand. But, if you go too narrow then if you’re not careful then you may miss out on people who could convert to a sale, or who could be brand evangelists.

Reach too many people and you’re wasting money. Reach too few people and you’re wasting opportunities.

Every business or organization is different, and so every one needs a bespoke analysis of their audience. But there are approaches you might take in order to define your audience.

Maybe, Define Who Your Audience Isn’t.

One approach is to actually define who your audience isn’t rather than who your audience is. I’ve written about this approach previously, but put simply this method defines your outsiders, and anyone else becomes your target audience.

Depending on your industry or offering, these people might be outsiders because they simply can’t afford what you offer, or they have a preference that’s opposite to your offering (eg meat producers and vegetarians), or even that them being associated with your brand would be detrimental to your brand (see Burberry and UK football hooligans). There are many valid reasons people might be ‘outsiders’ for your brand, both practical and emotional.

This is just one approach and will only be right for selected businesses or organizations.

S And T Before The P.

What holds true, whatever approach you take, is the fact that you need to do some targeting of your audience. There is a reason the old marketing structure of STP still holds true today. Because it is still right.

Audience-First. Always.

If you are in charge of a business or an organization. If you are responsible for taking that business or organization to the market. Please do some work on defining your audience first:

  • What are their attitudes?
  • What are their behaviours in your category?
  • Are there specific demographics that are important?
  • What media do they consume?
  • Might you have one or multiple audiences?
  • What are their key characteristics?
  • What is their mindset and worldview and situation?
  • What information do they typically need to make decisions on purchase or involvement?
  • What factors might they compare when considering you and the competition?
  • What are they worried about (that your brand/product/service can fix)?
  • How might they like to be recognized?
  • How can they see that you understand them (that so many others don’t)?

One thing you don’t need to worry about is what they are called. If your audience identification is someone in your marketing department writing a lengthy bit of prose about your ‘audience profiles’ or ‘audience personas’, and then giving them catchy names or titles, please do stop.

Paul Bailey is Brand Strategy Director at Halo – a brand-first agency in the UK, who with bold strategy and commercial creativity improve audience experience and business performance through brand.

At The Blake Project, we help clients worldwide, in all stages of development, define or redefine and articulate what makes them competitive at critical moments of change. Please email us to learn how we can help you compete differently.

Branding Strategy Insider is a service of The Blake Project: A strategic brand consultancy specializing in Brand Research, Brand Strategy, Brand Growth and Brand Education

By Paul Bailey

Sourced from Brand Strategy Insider

By Jonathan Goodman

Creating content is an overrated way to build a business. Here’s a better way.

For every 18-year-old on social media who thinks they need a big following just to make a few sales, there are 100 silent business owners quietly earning more.

“The information economy,” according to journalist Oliver Burkeman, “is essentially a giant machine for persuading you to make the wrong choices about what to do.”

Creating content is an overrated way to build a business. So what’s better?

Treat your profile like a sales page.

To understand what that means, first consider this:

Snoop Dogg and Solo Stove once teamed up on a viral marketing campaign that earned 19.5 billion global media impressions. In it, Snoop said he was “Giving up smoke.” The smokeless firepit company gained 60,000 new social media followers. AdAge ranked it the eighteenth best advertisement of 2023.

Two months later, Solo Stove’s CEO resigned with this statement: “While our unique marketing campaigns raised brand awareness of Solo Stove to an expanded and new audience of consumers, it did not lead to the sales lift that we had planned.”

The lesson: A share doesn’t help business if nobody cares about the business

Stop obsessing over likes and shares

Think of your online platform as a savings account. Make investments when you have extra time and money. Improved brand awareness can be beneficial long-term so long as you don’t rely on it for your short-term success

Social media’s best thought of as a lagging, not leading, indicator of impact. It amplifies what’s already there. It’s the fuel, not the fire.

To appreciate how that works, imagine you’re at a parade. There are 30,000 people lining the streets. It’s packed; nobody can see. Then one person stands on his tip-toes, and has a good view for a few seconds… until everyone else stands on their tiptoes too.

Warren Buffett said it best: “Your view doesn’t improve, but your legs begin to hurt.”

Every time tech presents a new way to share information, collect data, advertise, create content, or market in any way, it seems like that tool is an immediate winner. By standard measures, the tool often appears better than whatever you were doing before: It seems like a more scalable way to reach people, an easier way to entertain, a new filter to be more attractive, or a better algorithm. The list goes on.

The problem isn’t that it doesn’t work. The problem is that it works equally well for everybody.

Viewed individually, the trendy thing right now often makes sense to use. But when everyone starts to use it, the impact neutralizes everybody else’s successes.

The more people playing the same game, the harder it is for anybody to win. What initially looks like an advantage unfortunately results in us all working more, benefiting less, and burning out in an endless cycle of one-upmanship.

It’s true that social media is an incredible way for you to reach people. It’s true for me, too.

It’s also true that technology allows you to precisely target potential customers with advertisements; me, too.

And, yes, it’s true that artificial intelligence is a fantastic way for you to create huge amounts of content; me, too.

For the earliest adopters and the most skilled, the rewards are huge. However, democratization of technology results in what can only be compared to a developing country’s economy: A few super-rich elites, no middle class, and the majority of the population working hard, yet poor, hungry, and hopeless.

The problem looks like this:

Image credit: The Obvious Choice by Jonathan Goodman

There’s currently 254 million posts with the hashtag #photographer on Instagram. Unsurprisingly, the solution to getting bookings is not to somehow outdo them all when you produce #photographer post 254,000,001.

We all start at the same parade. The solution isn’t to try to stand a bit taller. It’s to find your own parade. Or, simply make friends with somebody who has already found a good seat.

A Better Way to Use Social

Here’s a case study of how to do it right.

Jeff Steinberg runs an online community for parents. Once someone joins, he has no trouble converting them tino being clients for his paid Fit Parent Project offering. But he had a problem: Although he was creating content on social media, not enough people were joining his community.

This shouldn’t be a surprise. You don’t compete with other business owners when you create content. You compete for attention with full-time influencers.

Feeding the machine is exhausting. On top of running a business, it’s often too much. If you enjoy content creation, then, obviously, keep going. But most do not enjoy it. Most people tell me it’s a constant source of anxiety, frustration, and burnout, but they don’t know a better way.

Eventually, Jeff stopped trying to find customers by producing social media content. He instead did a search for mompreneurs with at least 10,000 followers. These women were already selling healthy products at premium prices to Jeff’s target market. And people who buy premium health products, buy lots.

One of those mompreneurs is Rhowena, who owns and operates Healing Mama Co. She makes pre- and postpartum kits for expectant mothers. Her Instagram page had 20,000 followers.

At the time, an Ultimate Labour & Postpartum Hospital Bag from Healing Mama Co. cost $288.88. Jeff bought one and did a collaborative giveaway with Rhowena on Instagram. To enter, people had to join Jeff’s Fit Parent Project online community (which is where the winner was announced). More than 100 people joined.

Most people view social media as a tool for generating attention. And it is. But you’ve got to be all-in on content creation — a game most business owners I speak to don’t want to play.

That’s why I wrote above: It’s better to build your account like it’s a sales page — with updates, case studies, and testimonials. Its job isn’t to attract attention; its job is to convert attention that was attracted elsewhere.

Jeff’s minimum coaching package costs $2,000. He could run seven promotions with Rhowena and get one client to break even.

Within six months of shifting his focus away from the content hamster wheel, his business grew to the point where his wife quit her unfulfilling job and joined him in the business. And Rhowena was happy too: She made a sale — without having to make more content.

This essay is a slightly modified excerpt from The Obvious Choice: Timeless Lessons on Success, Profit, and Finding Your Way (HarperCollins Leadership).

By Jonathan Goodman

Founder of the Personal Trainer Development Center. Jonathan Goodman is author of The Obvious Choice: Timeless Lessons on Success, Profit, and Finding Your Way. Over 200,000 coaches and small business owners in more than 120 countries have purchased business development materials from him. Originally from Toronto, Jon spends his winters exploring the World with his wife and two young sons.

Sourced from Entrepreneur

By Robert Wheatley

Imagine for a minute the experience consumers encounter when grocery shopping. As they enter a store or navigate online, in any given category, people will contend with similar product stories and formulations or ingredient claims alongside similar product packaging. Given the continued proliferation of brands, flavours, and forms, it can be a bit of a blur, perhaps bordering on confusing.

Most of the brand messaging they see will be analytical and based on assertions of “better-ness” in the form of ingredient comparisons, quality assertions, or claims of formulation and taste superiority. What’s missing is the type of beneficial distinctiveness that sets a brand far enough apart that such comparisons become moot.

Moreover, we know that consumer actions and decisions to buy are governed by the brain’s Limbic System, a part of our physiology that is influenced through emotion and not rational messages. Humans are not hard-wired to function as fact-based decision-making machines. It’s always heart-over-head. Surprising to be sure because we all like to think of ourselves as rationally informed beings. In reality, preferences are influenced by how people feel in the presence of your brand.

  • The battle for market share, sales velocity, and sustainable business results resides in the six inches of grey matter between both ears of your brand’s core and prospective customer base. Your real marketplace challenge is how to secure and maintain mental real estate.

However, many brands are preoccupied with trumpeting their product features and benefits. Ultimately, your business success will be proportional to how greatly (or not) your brand matters to its intended audience. Mattering is an outcome of occupying a unique and positive frame inside your consumers’ minds. When your brand is distinctively positioned with users in a relevant way, you can secure a place in the brain that continuously emerges to reinforce brand preference and purchase.

Take the best-positioned brand in the beer industry. Much to the chagrin of all other large beer manufacturers, Corona is in a class by itself, having honed and invested in its association with beach, surf, sun, and vacation-in-a-bottle vibes. Even the lime ritual helps fortify the mental associations of wanting to relax in that sunny beach locale while enjoying a cold bottle of Corona. Notice the brand never talks about its liquid, brewing credentials, or quality of ingredients. It’s an emotional proposition and distinctively owned by Corona as a desirable lifestyle image association. This is positioning at its finest in a business where brands routinely fly over this important work by running a clever ad campaign featuring a catchy slogan.

Nike doesn’t sell running shoes. It’s an emotional and aspirational brand. One that inspires passion and commitment to athletic endeavour and achievement. ‘Just Do It’ is a more than memorable call to action. It’s a state of mind and purpose. It works to plant a positive association in the consumer’s mind by surfacing their quest for self-improvement. The predominant voice of Nike’s brand is decidedly not about running shoe design and engineering, advanced materials, or other product feature details. Nike owns the emotional context around a powerful desire for personal achievement.

  • Do you see where this is going when you rise above self-promoting product features and focus on the consumer and their lives and how you can operate as an enabler of their hopes and dreams. Suddenly, you find yourself in rarified territory, exploring a path to uniquely position your brand in a more powerful way – creating a meaningful correlation that can take root in the consumer’s brain.

Far too many brands don’t labour at this. Instead, they focus squarely on themselves — through a circular story about product bona fides and feature advantages. It’s important to consider that consumers no longer buy products. A purchase is now a flag and symbol of what they believe in, their values, and who they are. Want to have a deeper relationship with your core users? Then, imbue your brand with deeper meaning. Give them something larger than themselves to embrace and advocate for.

Just be careful not to conflate a strong brand position with an advertising campaign. Creating emotional context around your brand and its “why” is a more demanding exercise. We refer to it as curating your Brand Stand — a decisive view about why your brand exists and its human-relevant purpose. It will serve as an anchor for every business decision coming after it, the value you create and how you do what you do.

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We won’t devote space here to examining all the prescriptive details around brand positioning discovery. Perhaps the most important guidance we can offer is embracing uniqueness and differentiation—especially important in business categories where sameness (most of them) is a systemic problem.

A Good Place To Start…

Positioning Is Most Effective When Trust Breaks Out

Trust is essential to unlocking the business value of a unique brand positioning. Trusted brands retain loyalty, motivate repeat purchases, and deliver a receptive audience for the trial of innovations. That said, trust can only be earned. Here’s a six-point checklist to help you think about trust:

  1. Values and beliefs – a higher purpose brand that has a belief system beyond transactional considerations is immediately trustworthy
  2. Consistency – when the experience with your brand across all points of contact is reinforced through repeat performances, you earn trust
  3. Keeping promises (walking the walk) – when earning trust, efforts to demonstrate dependability through actions and behaviours are more powerful than words
  4. Social proof – validation and verification of your competence through the testimonials of real people is powerful affirmation of trustworthiness
  5. Transparency – another form of validation is taking consumers behind the corporate curtain for an unfiltered look at what you do and how you do it. Showing extraordinary openness is  characteristic of a trusted brand
  6. Help rather than hype – If you truly care about your customer’s well-being and success, you will operate unselfishly as an enabler of their lifestyle goals and wishes, earning their trust along the way

A uniquely positioned and trusted brand is your organization’s most powerful business-building asset. Your devotion and energy to creating emotional connectivity and trustworthiness are the formula for rising above the competition and driving sustainable, profitable growth. Positioning creates a memorable place in the brain, while trust seals the deal. Together, they deliver a formidable and powerful business-building platform.

Contributed to Branding Strategy Insider by Robert Wheatley, CEO of Chicago-based Emergent, The Healthy Living Agency.

At The Blake Project, we help clients worldwide, in all stages of development, define and articulate what makes them competitive and valuable. Please email us to learn how we can help you compete differently.

Branding Strategy Insider is a service of The Blake Project: A strategic brand consultancy specializing in Brand Research, Brand Strategy, Brand Growth and Brand Education

By Robert Wheatley

Sourced from Branding Strategy Insider

BY HENNA PRYOR,

Your customers don’t think the way you think they do. These counterintuitive marketing tactics can help you connect.

Most of us think great marketing is all about closing the deal, but what if telling people they don’t have to buy is the real secret?

Maybe you’ve experienced this too, that moment when someone shares an idea that feels so against your instincts, you want to reject it outright. That’s what happened when my friend, behavioural scientist Nancy Harhut, introduced me to her counterintuitive marketing strategies last year at SXSW. Her suggestions initially felt weirdly unnatural—like wearing shoes on the wrong feet. But after digging into the research in her book, Using Behavioral Science in Marketing, I immediately knew these ideas could be the key to unlocking real results for modern business owners.

Here’s the thing: Sticking with the way we’ve always done marketing feels comfortable, safe even. But as Harhut pointed out during our conversation, it’s often those uncomfortable and unexpected moves that set you apart and create success.

Here are three of my favourite unconventional ideas from her behavioural science playbook that can transform your marketing strategy.

Feature Image Credit: Getty Images

BY HENNA PRYOR

WORKPLACE PERFORMANCE EXPERT, 2X TEDX AND GLOBAL KEYNOTE SPEAKER, AUTHOR

Sourced from INC.