aim for fame

James Norrington: 'You are without doubt the worst pirate I've ever heard of'.

Capt. Jack Sparrow: 'But you have heard of me'.

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how to win at 'chicken'

Two cars head toward each other. 

The first driver to swerve loses the game, along with some stature among his adolescent peers. 

On the other hand, if neither driver bails out, both lose in a bigger way. 

What to do? 

Toss your steering wheel out the window in full view of the other driver. 

Once convinced that you’re irrevocably committed to your course, he will, if rational, do the swerving himself.

From 'The Moral Animal: Why we are the way we are, the new science of Evolutionary Psychology' by Robert Wright

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aberrant salience meets rosser reeves uptown

The term 'salience' - in marketing speak - refers to the likelihood that a particular brand will ‘come to mind’ easily in buying situations. 

In ‘How Brands Grow’, Professor Sharp uses the term to describe the idea of ‘mental availability’.

The easier a brand is to remember, in more buying situations, for more potential buyers, then the higher the overall mental ‘availability’ of the brand, ergo the more likelihood that the most salient brand will be bought.

Salience is also widely used in cognitive science, to describe the attention grabbing quality of things in general.

This is where ad people often get slightly confused.

While a campaign may be salient in the cognitive sense – its content is eye catching or entertaining for example – its effectiveness as a branding vehicle depends of how easily it is for those who view or interact will 'remember' which brand it was at an appropriate buying opportunity.

This requires subconscious (and conscious) brand cues throughout, fuelling the content-addressable memory. Branded neuro-richness, if you prefer.

Therefore ad salience and brand salience are two halves of the job.

Much of the so-called branded content out there seems to fail on these points.

It’s neither ad salient (i.e. brand content that is pitched as ‘comic’ is nowhere near as funny as regular unbranded comedy therefore does not stand-out) nor is it brand salient (assuming one has the mettle to stick it out through five or six minutes of sub standard 'entertainment' the branding itself may fleetingly appear only on the end frame).

Medical conditions such as psychosis and schizophrenia are also now widely believed to involve, at least in part, a problem with the mind’s regulation of salience.

In states of psychosis ordinary or commonplace things appear more important or alarming than they should.

In extreme cases this can take the form of delusions or hallucinations.

More than being mistaken or perhaps mild confusion they can include disturbing states such as believing that your thoughts are being manipulated by aliens, somehow external forces are controlling your actions, or believing that people want to engage in meaningful relationships with brands.

This idea, ‘Psychosis as a state of aberrant salience’ was popularised by the psychiatrist Shitij Kapur.

Kapur’s Aberrant Salience Theory connects delusions and hallucinations to differences in dopamine function.

He argues that dopamine is crucial in highlighting which things are ‘motivationally important’, how they stand out from each other.

Dopamine plays a critical role in the function of the central nervous system, and is also linked with the brain's complex system of motivation and reward.

Dopamine release can be artificially stimulated through the use of drugs like MDMA (Ecstacy), whereas instances where dopamine release would naturally occur include during sex, or when hugging your child, or when a Twitter campaign delivers a 1500% ROI.

Advertising’s adaptation of Aberrant Salience theory is known as the Rosser Reeves Fallacy.

Reeves was one of the most famous ad men of the 50s, and also inventor of the ‘unique selling proposition’.

We can hang him for that one in another post, for this one we want to focus on his equally flawed method for measuring ad effectiveness

In simple terms Reeves method involved taking a sample of your target customer, show them your advertising and see how many of them recognise it.

Compare scores for yay vs nay and there’s your effect.

The Reeves theory is grabbing the wrong end of the stick, the problem is that people are far more likely to notice and remember advertising for the brands they use and like.

And a brand's Facebook fans or social media following tend also to be heavier buyers.

Of course they are, that's why they become fans in the first place.

They become fans of brands that they already know, already like and already use.

As Les Binet and Sarah Carter explain in their Mythbuster series:

‘These new digital incarnations of the Rosser Reeves Fallacy are particularly dangerous. Because they focus on heavy buyers, they lead to a flawed emphasis on loyalty over penetration, targeting over reach, and price promotion over brand building – all strategies proven to be less profitable’.

Just this week the annual Sensis SocialMedia Report asserts:

‘Marketers are failing to give consumers what they want on social media after mistakenly believing the public are keen to have a two-way conversation with their brand.’

All good so far.

84% of marketers are looking to open a conversation, [but] most punters want discounts (45%), give-aways (35%) and coupons (30%).

Exactly, customers don’t want to engage they just want to get the brands and products they already like and use, for cheaper.

Except, the Sensis report seems to indicate that this is what they should be given.

‘[its] important for brands to take a softly, softly approach when first building an audience base before moving to a more sales-driven message. People are engaging with businesses and once they have established a relationship they are absolutely open to…offers and incentives.’

Aberrant Salience Meets Rosser Reeves Uptown.

A problem with the mind’s regulation of salience.

States of psychosis in which the wrong things appear important.

Like the focus on heavy buyers,

The flawed emphasis on loyalty over penetration,

Tight targeting over broad reach,

And price promotion over brand building.

All strategies proven to be less profitable.

And yet still widely practiced and recommended.

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catenaccio, totaalvoetbal, tiki-taka

'That’s the essence of strategy: to outperform rivals, who are trying to do better than us' 

Phil Rosenzweig ‘Left Brain, Right Stuff’ 2015 

On the evening of 31 May 1972 in Rotterdam, Ajax of Amsterdam defeat Internazionale of Milan 2-0 - via two second-half goals from Johan Cruyff - to win the European Champions cup for the second successive year.

The Times reported ‘Ajax proved that creative attack is the real lifeblood of the game; that blanket defence can be outwitted and outmanoeuvred, and by doing so they made the outlines of the night a little sharper and the shadows a little brighter.’

This game is often said to be totaalvoetbal’s finest moment.

The Dutch press trumpeted ‘The Inter system undermined. Defensive football is destroyed.’ 

The Inter system, or catenaccio was a tactical system in football with a strong emphasis on defence.

The system had been employed most notably and successfully by Helenio Herrera, coach for the great Internazionale team - known as Grande Inter - in the latter half of the1960s.

Inter dominated domestic Italian football during this period and when they won three Scudetti, two European Champions Cups and two Intercontinental Cups.

Herrera adapted the traditional Italian 5–3–2 formation known as the verrou (door bolt) - a parking-the-bus approach focused on preventing opponents goal-scoring opportunities - to include the new idea of the swift counter-attack.

Counter-attacking being a rapid back-to-the-front tactic typically beginning with long passes from the defence catching opponents out of position while they are focused on attacking manuevers.

Key to the catenaccio system – and rapid counter-attacking - was the introduction of the role of a libero or sweeper. The libero is a free creative defender who operates behind a line of three defenders, ‘sweeping up’ loose balls, double-marking and setting up counter-attacks from behind the defence.

The Grande Inter team were captained by libero Armando Picchi.
Though perhaps the most famous sweeper of all is the German, Franz Beckenbauer.
The irony of this fact shall become apparent.

Herrera was also notable introducing motivational psych tactics and was good for a few one-liners.

‘Class + Preparation + Intelligence + Athleticism = Championships’ 

But while Inter and catenaccio were dominating European football a new development began to emerge in the Netherlands.

Totaalvoetbal, (total football) pioneered by Ajax of Amsterdam, under the guidance of coach Rinus Michels emerged from around 1965, flourished between 1970 and 1974, and that one night in May 1972 appeared to have effectively killed Herrera's catenaccio stone dead.

To observers at the time totaalvoetbal, seemed to be the antithesis of catenaccio.

For a start, totaalvoetbal is an attack-oriented strategy.

A pro-active approach. There is no counter-attacking, total football works by constant positional interchange among the players, pressing hard to gain and keep possession while preventing the opposition from having the ball.

The genius of total football was its agile approach.
NO player is fixed in his role; anyone can assume the role of an attacker, a midfielder or a defender, depending on the nature of the play.

In the 1970-73 era Ajax dominated the domestic Dutch league and won three successive European Cups. In 1972, after Ajax defeated Inter 2–0 in that European Cup final the experts confidently announced the victory as the ‘destruction of catenaccio’ .

The final nail in the catenaccio coffin was the following year as Ajax destroyed Milan 6–0 to lift the European Super Cup.

While seemingly polar opposites in approach - catenaccio being defence oriented, totaalvoetbal attack based – there are commonalities.

The Dutch striker Johan Cruyff, for example, was totaalvoetbal’s poster child.

Cruyff was officially a centre forward, however he played all over the pitch, starting attacks from wherever he could collect a pass.

Cruyff's teammates had to adapt themselves flexibly around his movements, regularly switching positions so that the team kept its shape, although the positions were filled by anyone.

In a sense the Cruyff role was the attacking free role version of the defensive libero of the Grande Inter era.

Cruyff summed up his (total football) philosophy:
"Simple football is the most beautiful. But playing simple football is the hardest thing." 

The 1970/71 Ajax coach Michels was later appointed Dutch national team coach for the 1974 FIFA World Cup in Germany.

Unsurprisingly, most of the 1974 squad were players from Ajax and rivals Feyenoord (who also played a style similar to the Ajax totaalvoetbal).

The Dutch cruised through their first and second round matches, defeating Argentina 4–0, East Germany 2–0, and holders Brazil 2–0 to set up a final with hosts West Germany, which they were expected to win.

So, when Johan Neeskens scored from the penalty spot to give the Netherlands a 1–0 lead within 80 seconds of play (and before a German player had even touched the ball) totaalvoetbal’s moment on the global stage seemed to be imminent.

However, the German defenders Beri Vogts and – in a throwback to the Inter catenaccio system – libero Franz Beckenbauer, were able to snuff out Cruyff's influence, dominate midfield, and went on to win 2-1.

Using the same strategy, the Dutch reached the 1978 World Cup final only to fall once more at the final hurdle, this time to Argentina.

Perhaps totaalvoetbal could be countered?
Perhaps defensive football was not destroyed?

Though neither the ’74 German side, nor the ’78 Argentina team would be described as defensive, in the catenaccio sense.

Even Beckenbauer, in his sweeper role, often played further up the pitch into midfield.

While both the park-the-bus and counter-attack of catenaccio, and the all-out-attack of totaalvoetbal, had each delivered success in the short term it turns out that neither strategy was enough on its own .

Just like how ‘performance’ based direct digital marketing that seeks to capture intent and convert will not deliver long term effects on its own, without the presence of brand building work, conducted consistently over time to create demand.

Just this week, Amsterdam’s own Martin Weigel addressed this very issue, in a long piece - that is worth taking the time to digest in its entirety – a section of which is quoted below..

‘Under pressure to account for our activities and to show that they are having an effect (any effect) and hooked on the crack cocaine of the short-term, we seize on intermediate metrics…like crazed junkies desperate for the next fix. 

This data might be exciting, it might be highly responsive to communications activity, it might be easy to measure, and it might give us impressive sounding numbers to use in case study videos, but it is short-term data that tells us nothing about the long-term business effects of our efforts. 

Worse, our holding up of short-term metrics that simply measure the exposure of consumers to our ideas as evidence of our success relegates our contribution to the mere distribution of content. And so – such is our appetite for evidence that something happened in the short-term – we relentlessly conspire to render the creation of enduring ideas, the building of memories, the shaping of perceptions, preferences, and behaviours a trivial side-show. 

The very things which that are the source of our value as an industry, and the generators of sustainable value for brands and businesses.’

The way forward is not this OR that, but this AND that.

Johan Cruyff, at the end of his playing career now knew this.
He took over as coach of Barcelona in1988 and continued through to 1996.
During this time Cruyff introduced a new theory.

Tiki-taka 

Cruyff’s revelation incorporated the purism of totaalvoetbal and the pragmatism of catenaccio.

Not this OR that, but this AND that.

Characterised by zonal play, short passing and movement, working the ball through various channels, and maintaining possession tiki-taka is associated with Barcelona from Johan Cruyff's era through to the present, and also the Spanish national team.

Crucially, Tiki-taka is "both defensive and offensive in equal measure" – the team is always in possession, so never needs to switch between defending and attacking. 

Tiki-taka – as employed by the Spanish national team has won them Euro 2008, the 2010 World Cup and Euro 2012.

And also continues to be used by arguably the greatest club team in the world, Barcelona, which have won two European Champion’s League titles in recent years while also co-dominating Spanish domestic football (alongside the slightly more pragmatic Real Madrid).

Tika-taka has been described as the most difficult version of football possible: an uncompromising passing game, coupled with intense, high pressing.

To the same token, combining direct response with long term brand-building - 'brand response' - is not easy either. In fact it's perhaps the most difficult form of marketing possible.

Further in Martin Wiegel’s article he points out:

‘The short-term is invariably easier to manage and measure than the long-term…what is important, and what is easy to measure, are not always the same thing. We forget the distinction between the important and the easy at our peril.’

Cruyff, similarly is wary of being data or performance driven at the expense of all else.

'I find it terrible when talents are rejected based on computer data. Based on the criteria at Ajax now I would have been rejected. When I was 15, I couldn’t kick a ball 15 meters with my left and maybe 20 with my right. My qualities - technique and vision - are not detectable by a computer’.

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football's not a matter of life or death, it's nudge more important than that.

I’m not sure if this story that I heard at the weekend qualifies as a nudge or a full-on behaviour change intervention. Or something in between.

My 6-year-old boy and I were listening to the keeper talk at the giraffe enclosure in Melbourne Zoo, who gave us the gist of the following story.

The giraffes in the zoo have come from the Melako Conservancy in Northern Kenya, one of 26 community conservation areas managed by the Northern Rangelands Trust.

This area covers about 1500 square miles and, alongside the giraffes, it is home to approximately 40,000 Rendille people, semi-nomadic groups who’s main livelihood revolves around rearing of livestock.

In traditional Rendille culture, young men between the ages of 13 and 25 went through initiation to gain status and become a warrior.

Among the rituals the hunting and killing of the native animals such as giraffes, zebras and oryx.

The traditional role of the warrior had been to protect the community, acquire livestock and, as a by product, demonstrate their 'fitness' and gain subsequent status and reproductive advantages. 

The top boys would obviously become tribe leaders of the future, with all the perks that go with that role.

Times have changed, there’s less imperative for young Rendille men to become traditional warriors however old habits die hard and the lads tended to still cause trouble with rival gangs, hunt the wildlife, to jostle for group status.

The bigger problem now is that certain species including Beisa oryx, Grevy’s zebra, giraffe and gerenuk are now becoming endangered.

So the NRT people and representatives from Zoo’s Victoria came up with an intervention that they hoped would work with the need for the nascent warriors to compete for group status but divert it away from the behaviours that put the animals under threat.

It turns out that the Rendille boys other principle interest other than the activities mentioned, was soccer*.

So the NRT and ZV set about bringing in the kit needed to set up pitches, balls and strips.

The Melako league now consists of 16 teams.

The nudgey bit is that the teams are named after the wildlife that were previously under threat and incorporated into the team badges printed on the team shirt.

A commitment device.

The NRT are measuring the impact of this in a reduction in what they call flight distance. 

When wildlife is feels stressed or harassed it is more difficult for humans to get close to them, resulting in longer flight distance.

When wildlife feel less wary of humans then the flight distance is shorter and it is easier to get closer to them, and to count the numbers.

According to our zookeeper friend, the numbers are improving.

*I'm using the term soccer so as not to confuse with the strange game that passes as football in Australia, ok?

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the brains of millennials are (not) being rewired by the internet

There is a popular idea.

One that you probably encounter, in some variant, a few times every week.

It goes along these lines.

The internet is rewiring the brains of millennials, as they evolve and adapt to the new processing skills they need to survive in today’s information saturated environment.

Among the essential adaptations are things like rapidly searching, assessing quality, and synthesizing vast quantities of information and data.

Some pundits go as far as to add that the ability to think about one thing in isolation, in some depth, will be of far less consequence for most people in the near future, therefore contributing to new social divides and labour divides between these new ‘supertaskers’ and the pervious generation of dullards.

On the other hand perhaps the internet has produced a generation addicted to quick-fixes of info-nuggets, self-obsessed, averse to any critical analysis, making shallow choices and chasing instant gratification.

There’s not much wrong with that description either, except there’s nothing particularly new or adapted to behold, and it certainly wasn’t the product of the internet.

It’s a fairly standard illustration of young human behaviour throughout the ages.

I prefer the explanation offered by the evolutionary psychologist, Steven Pinker.

‘Claims that the Internet is changing human thought are propelled by a number of forces: the pressure on pundits to announce that this or that "changes everything"; a superficial conception of what "thinking" is that conflates content with process…

The most interesting trend in the development of the Internet is not how it is changing people's ways of thinking but how it is adapting to the way that people think.'

The most popular and successful things on the internet are the tools that have adapted themselves to serve natural human behaviour.

Facebook, Twitter, Tinder, Instagram and new arrivals such as Snapchat and Periscope work so well because they are perfectly adapted to allow us to display (or most often fake) specific personality traits.

These traits are the ‘central six’ as described by another evolutionary psychologist, Geoffrey Miller.

The central six are General intelligence, Openness, Conscientiousness, Agreeableness, Stability and Extraversion.

This set supersedes any Myers-Briggs nonsense, and the briefest perusal of anyone’s Twitter stream can reveal points to be placed against each of these criteria.

[Note: While it will not always give an exact score of the real personality traits of an individual it will give an accurate representation of what they are attempting to fake.

Miller’s general description of humans as ‘hypersocial, semi-monogamous, status-seeking primates’ serves as a decent rule of thumb for all behaviour]

Additionally, it seems that much of the ‘rewiring the brain’ narrative – particularly in media and comms circles - seems to stem from:

1. A proliferation of neuro-bollocks (this shall be addressed in another post)
2. And the brain-as-computer metaphor.

There are a large number of reasons why this metaphor is not useful and, for the most part, completely wrong however one particular difference should be most interesting for us advertising types.

Computers are binary with a numerically ordered and numbered memory. If it wants to find something it goes to a specific address and picks up the piece of information.

This is known as byte-addressable memory.

While the promise of highly targeted advertising’s effectiveness sounds plausible, it is also binary – byte addressable.

But brain chemistry runs on content addressable memory or associative memory. 

The big difference is that when a memory is piqued in the human mind a signal is sent to the entire memory and those memory locations that have a scrap of related information all respond at once.

This is why familiar and popular brands become salient in buying or usage contexts – the number and quality of associations is strong enough to bring the brand ‘to mind’.

With that thought perhaps another interesting development of the Internet is not how it is changing the way brands advertise but how the internet is adapting to the way that advertising works.

For example, Facebook Video Ads are noe being bought and measured in a way that’s pretty similar to how advertisers have historically bought and measured on TV. 

And Bloomberg reports that Snapchat’s new ‘Discover’ feature ‘looks a lot like a basic cable package’.

The free service includes 11 ‘TV’ channels, including CNN, ESPN, the Food Network, National Geographic, People, and Vice, alongside Comedy Central.

The channels produce their own videos and also sell their own ads, giving Snapchat a cut of the revenue.

Interestingly, with a user base of 100 million, Snapchat says it doesn’t track user behaviour to target ads; advertisers get the run of the whole network.

It may be that the internet is adapting to the way that advertising – and the human mind – works.

For both advertisers and humans the principal appeal of the internet is for signaling (or faking) the central six personality traits to everyone else.

In ‘The Tyranny of Dead Internet Ideas’ as referenced in Don Marti’s seminal piece on signaling from a brand pov  ‘How Signalling Breaks Down’ - Don Weaver says:

‘One can argue, and maybe I’m the first one to do it, that all this targeting and audience segmentation might be creating an internet that’s worse for the consumer.

By downplaying the need for context, we’re actually dis-incentivizing the creation of quality content and environments.’

So the internet is not rewiring our brains, it's adapting to how our brains work.

Likewise successful advertising and marketing on the internet - as with any other medium -will be the kind that adapts best to human nature rather than what technology can do.

Albeit at the risk of muddling, and if we must have a metaphor, perhaps the one suggested by the view of Tooby and Cosmides, the pioneers of evolutionary psychology.

'The mind is a system of organs of computation, designed by natural selection to solve the kinds of problems our ancestors faced in their foraging way of life'
In this sense the mind is more like an iPhone.

The mind is made up of ‘apps' that are domain-specific processes -  mating behaviour, predator avoidance, kin selection, language etc - that all evolved in our ancestral environment to meet the specific challenges of that environment.

Looking at human behaviour today, a lot of it doesn't seem to make much sense from a biological standpoint.

We relentlessly compete to climb the corporate ladder rather than spending time with our families;

We take drugs and drink too much alchohol.

We stuff our faces with sugar and junk food;

We obsess over celebrities , instead of going out and forming real relationships

We are addicted to communication technology and news that is manipulating our feelings and behavior in subtle ways we don't notice.

But of course they do make sense when you they do make sense when you recognise that these behaviours are all responses to recent developments in human technology and media that have emerged in the last couple of hundred years, and that for the 99% of the time that humans have been on this planet (thats about 8 million years) these things didn't exist.

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the reduce speed dial

Behaviour change 101 (actually there are a few but this is one) decrees that in order to move a behaviour then making adjustments to the environment in which the behaviour occurs can be very effective.

Many of your classic nudges play to this principle.

The fly 'target' in urinals, mirrors at the cake counter and the eyes on the poster behind the honesty box, for example.

Road safety is one of those areas that is problematic for those trying to modify behaviour.
Speeding in particular.

Often Road Safety communications have relied on fear campaigns or threats of death or punishment, however theres a mountain of research that suggests framing any kind of road use as ‘death-defying’ is not always a good strategy, it can be (unconsciously) received as a kind of challenge, especially among males.

It's also apparent that the only real feedback we get about our behaviour on the road is when its too late. We get a speeding ticket, nearly hit another road user or get hit ourselves.

Even armed with this knowledge, making environmental interventions is hard.

There have been some decent attempts, including the rightly celebrated Swedish Speed Camera Lottery - developed for Volkwagen's Fun Theory project - whereby drivers driving at or below the speed limit were photograhed and entered into a prize lottery, the winnings were funded came from the fines collected from fining the drivers who did not obey the speed limit.

What this also demonstrated is that, government and policy can only go so far.

On the road interventions can only go so far.

The real environment where the behaviour occurs is inside the vehicle (and inside the drivers head).

All of which is why we were attracted to the experiment in the video below. conducted for Volkswagen in New Zealand by our friends at Colenso BBDO.



They say
'In a controlled experiment, we created a replacement panel for the speedo in four Volkswagen Golfs. They followed all of the clarity and safety restrictions of a standard speedo, but the dial was personally hand written by a loved one. This simple, personal mnemonic aims to remind drivers what they have to live for at the exact moment they consider speeding.'

Aside from the techno wizardry the interesting thing for us was the core behavioural nugget at the centre of the idea.

It's been well documented that priming people with pictures of babies faces can trigger caring and nurturing behaviour in adults.

So by inserting primes of the drivers own children right into the operations of the vehicle - amplifying the prime with a bit of extra Darwinian urgency - makes it extra cool.

For agency types it's also encouraging to see our peers being properly engaged by their clients in using their smarts to experiment around problems other than those that are exclusively communications or advertising.

By all accounts the experiment nudged the subjects driving behaviour in this instance - albeit a small sample - but its easy to imagine subsequent iterations or adaptations using this kind of thinking to address other problem driving behaviour (drink driving? spacial awareness re: cyclists etc are just two) and from a commercial standpoint then as a mass customisation tool, on a global level, then it's easy to see the possibilities.

File under: designing environments to optimise the chances of a desirable behaviour, through (at least partly) unconscious influence.

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the streisand effect

‘There's no such thing as bad publicity", as the saying goes.

Because when people are publicly (and conspicuously) outraged about how some piece of media is offensive in some way - and the greater and more amplified the outrage becomes - so it draws disproportionate attention and chatter, increasing the fame of the thing itself, and furthermore arousing the natural curiosity of bystanders who want to know why this thing is deemed so offensive.

A close relative of this phenomenon has been coined the Streisand effect.

Roughly, this effect describes how when it becomes publicly known that someone famous or powerful/influential is using strong measures to try to suppress or hide a piece of information then many more people will start to want to know what it is, even if they never cared before.

When the California Coastal Records Project - a government-commissioned photographic study of the entire California coast – included a pic of Barbara Streisand’s Malibu home in their 2003 report Babs tried to sue the photographer and force him to take the pic off of his website.

Of course this quickly backfired, the internet (albeit pre-Twitter etc) went off on one and now everybody wanted to see the picture that Babs didn't want us to see, wondering why she didn't want us to see it.

Turns out there was nothing much to see, it was a picture of a big house. 

Except now it was a picture of a big house reposted on hundreds of websites and the 'problem' (that was never really a problem) was a thousand time worse.

In ye olden times, a decent tactic for a singer or group trying to have a hit record would be to attempt to get the record banned by as many radio stations as possible. Frankie Goes To Hollywood managed to make a decent career on minimal talent this way.

So when the internet kicked off this week around the 'Are you beach body ready?' campaign for the weight-loss brand Protein World my guess is the brand couldn’t believe their luck.

The protests – apparently the campaign promotes negative body issues - are reported to be culminating in a 40,000strong demonstration in London’s Hyde Park on Saturday.

As a card-carrying fatty myself, perhaps I should be joining them.

However Protein World themselves claim that the campaign – and the unexpected associated kerfuffle – has brought them in 20,000 new customers and a million quid’s worth of new revenue in under 4 days.

It's also reasonable to argue Dove's semi-real time response mimicking the Protein World branding and creative treatment simply helped amplify 'recognition' value for the original, given the almost invisible nature of the Dove branding. For the distracted and indifferent consumer (ie just about everyone) the 'parody' could, for al intents and purposes, be just another extension of that 'beach body' thing that they vaguely remember hearing something about.

[*UPDATE 10.23am* It's been pointed out to me that the Dove parody was not an official Dove communication, but was still widely shared so the point is still valid]

What is unclear is why this particular campaign has particularly irked those who find these things irksome.

A cursory Google search on Beach Body or Bikini Body even, throws up thousands of articles, diets, sports nutrition and fitness DVDs all illustrated in a similar manner, and presented by brands like Cosmopolitan, Womens Health mag and suchlike.

The kerfuffle is especially surprising given that 'Beach Body' as an advertising 'idea' itself is almost banal, such is it's unoriginality and ordinariness.

Protein World will perhaps just accept their good fortune, in having caught this week's wave of conspicuous outrage - or what James Bartholemew in the Spectator this week called virtue signalling.

‘I hate 4x4s!’ you declare. This is an assertion that, unlike others, you care about the environment.

It’s noticeable how often virtue signalling consists of saying you hate things. It is camouflage. The emphasis on hate distracts from the fact you are really saying how good you are.'

Not exactly the Streisand Effect, but enough is enough.

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over the counter-culture

The following is an excerpt (and slight expansion) from a section of a talk I gave earlier this week at the Google 'Firestarters' event in Melbourne.

The theme was 'Adaptive Strategy for an Adaptive Age'.

In this particular section of the talk I speculated around some of the external cultural factors that have implications for strategy (rather than discussing specifics of strategy or process and the like).

To illustrate I called upon two important texts in particular, a snippet of a recent interview in the Observer with Don Letts - legendary DJ, film-maker, Rasta punk and musician with Big Audio Dynamite - and the significance of the performance given by KLF at the Brits in 1992.

The first text was 'Subculture' by sociologist Dick Hebdige, a study of UK youth subcultures from the 50's to late 70's (a fantastic academic book, fairly unique among academic writing in that it is actually readable for mere mortals).

Hebdige describes the two principle methods by which every counter-culture idea of any significance is later incorporated or co-opted by the establishment.

He calls these the commodity form and the ideological form.

In the commodity form the establishment attempts to transform the 'other' into meaningless 'exotica'.

This is done by taking the style, trends, dress, music etc of the subcultures and popularising them so that the subcultures lose their exclusivity and gradually become mass-produced commodities made available to all. 

Or, secondly the ‘other’ is trivialised. What was 'otherness' is reduced to 'sameness'.

This incorporation minimises the ‘otherness’ and then ultimately defines the subculture in exactly the terms that it originally sought to resist in the first place.  So, as soon as the innovations that signified a subculture are translated into commodities and become everyday they lose meaning, i.e. what were subcultural 'signs' become mass-produced stuff. 

What begins as symbolic challenges end up becoming the new conventions.

For instance, the music of the Sex Pistols was played to the Queen, as an enduring symbol of Britishness, at the opening ceremony of the London Olympics in 2012.

For a long time, as I fancied myself as a sort of left-wing pseudo sociology professor and agitator type, this point of view made perfect sense.

So if a subculture could somehow resist incorporation and not 'sell-out' it could prevail, values intact.

However approaching the problem from another angle reveals a somewhat different possibility.

What if there is/was no subculture?

What if mainstream culture and counter-culture were simply two sides of the same coin?

What if consumer capitalism was not about conformity at all, but actually depended upon rebellion and counter-culture absolutely in order to generate the next wave of rebel product for integration into the mainstream?

This is the argument put forward by Heath and Potter in our second text 'The Rebel Sell - Why The Culture Can't BeJammed'.

That much of consumption is not about conformity- but distinction.

(From an evolutionary bases standpoint these would be the types of buying behaviour related to signaling - status and reproductive fitness - versus consumption broadly driven by survival instincts)

Cultural products that are purchased to display that we are smarter, cooler, more 'authentic' than others, generate competitive consumption.

Heath and Potter further argue that the cycle perpetuates itself because one the early adopters see too many people jumping on the latest counter-cultural bandwagon, they get off and move onto something else.

The irony being that "anti-consumerist" consumers are actually the most brand conscious.

As Debord would have observed ‘Opposition to the spectacle can produce only the spectacle of opposition’.

Don Letts makes a point in his Observer article.

(Ideologically he appears to be coming from the Hebdige point of view – lamenting the decline and slow death of the counter-culture from the rebel standpoint.

However what he also describes is the adaptation facing consumer capitalism. When there is no longer any significant counter culture from which to draw the next wave of cultural consumer products, then they begin to emerge from somewhere else altogether.)

'These days, people get into music to be part of the establishment. 

The most fuck-you guy around is Justin Bieber. What does that mean? 

There’s no counter culture – only over-the-counter culture.'

Selling out is now no longer something that needs to be post-rationalised to stave off cognitive dissonance in rebellious youth.

Selling-out is the objective, right from the get-go!

For Gen Xers this is a hard one to swallow.

Not so for millennials, rebellion has never been part of their culture – their only culture has been a marketing culture.

Later I argued that the real genius of Uber is nothing to do with technology or even (dubious) business practices.

The genius of Uber is in turning a commodity (consumption) product – the Taxi – into a display (status) product and spinning it’s anti-unionisation, anti-regulation winner-takes-all form of ultra-capitalism as some sort of signal of non-conformity and rebellion.

Now we know what’s going on, is it possible to map the disruption over time?

Possibly. This is purely a thought experiment - an ‘acausal connecting principle’ – e.g. a sequence of events that cannot be fully explained by simple cause and effect but something may be behind these events, even if we don’t know what.

I’ve joked in the past that the millennials are unique in post-war youth culture in one respect at least.

They are the first generation that was unable to come up with any kind of counter-culture idea that their parents would be afraid of. Sorry hipsters.

1980 was the year that millennials started being born, and therefore started to enter their teens around 1993 – the year that the internet began to be adopted and began it’s ten year march towards critical mass.

The previous year the KLF appeared on the televised Brit awards show, to perform and collect the award for ‘Best Act’.

In a final futile act of defiance Drummond and Cauty appeared on stage backed by Extreme Noise Terror (thrash metallists) and performed a barely recognizable thrash noise rendition of their biggest hit ‘3am Eternal’ before Drummond sprayed the audience (the music business itself) with  (blank) bullets from a machine gun and announcing ‘The KLF have left the music business’.

In The KLF:Chaos, Magic and the Band who Burned a Million Pounds by John Higgs the author offers this:

‘In a strange way, something about the music industry did die around that point. Music in the twentieth century had shown an incredible ability for invention. New musical genres were constantly created and explored – so much so, in fact, that this was considered normal. The first half of the century had given us such distinctive new genres as blues or jazz. The Fifties gave us rock ’n’ roll, and the Sixties gave us psychedelia and soul. The Seventies gave us reggae, heavy metal, disco and punk, and the Eighties had delivered hip-hop, techno, acid house and indie. The assumption was that this level of creativity was normal and would continue indefinitely…. It would never have occurred to anyone in those seats, as Drummond fired blanks into the ranks of their peers, that this period of invention had come to an end’.

The final nail in the coffin for the counter-culture – given that pop music of some shape or form has always been central to these movements - can then probably (and not without some significant irony), be traced to sometime around the turn of the century with the advent of the iPod, file sharing and streaming music services such as Spotify.

Is it that the emergence of devices and services that at first look appeared to democratise the music industry, shifting the power structure and giving us access to all music, all for free was an incorporation or co-optation too far?

Music began to lose it's signalling and galvanising power because it became an individualised 'pleasure' commodity product consumed (for free) by individuals in private within their earbuds.
That's if the individuals could even make it through the 3 minutes without pressing skip.

The well was now dry.

Our relationship with music had now changed forever – seemingly overnight, though it had been incrementally creeping up on us for 10 years and we hadn’t noticed.


Therefore consumer capitalism’s (profitable) relationship with the counter-culture has changed forever.

What happens now?

I’ve no idea, but the adaptive challenge for strategy needs to take this on board.

Or since the millennials dropped the ball, maybe Gen Z can come up with something.

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you get what you pay for

Every week now there seems to be another social media marketing disaster, usually revolving around the hijacking of the campaign hashtag or - as in the case of the lamentable #freshinourmemories debacle most recently - the hijacking of a 'branded' meme generator gizmo.

Blamestorming from the chattering classes obviously divides it's finger-pointing towards either the agency or the client.

I'll always tend to look at the agency and wonder what on earth they were thinking.
It's grade-A Dunning-Kruger.

In the #freshinourmemories case it appears that the agency in question may pay heavily.

Their website has gone offline completely and other clients have been reported to have dumped them.

But this hurts us all. It makes the whole industry looks bad.

To those who would blame the client - they signed it off etc - I would say, perhaps.

But then don't expect clients to come to agencies for strategic counsel for much longer.

Do we want to be just implementers?

Einstein famously defined insanity as doing the same thing over and over again, but expecting different results. He'd be having a laugh at this business.

But here's a question.

Would there have been the same kerfuffle if the campaign had been a bunch of press ads and posters, for example?

Media that had to be paid for.

Rory Sutherland mentions this a lot.

The act of advertising - in a paid form and because that form is expensive - conveys an implicit meaning which free (ie social) media does not.

Paying for advertising is a kind of 'costly-signalling' by the brand that says ' we have some confidence our service and we value our reputation. So much so that we are prepared to stick some money behind it.'

The message of #freshinourmemories was not exploitative in itself (though 'fresh' is pretty clumsy).

But to simply pay to promote it may have been viewed as showing more commitment to the spirit.

Dare I say, more 'authentic'.

But as long as agencies are peddling 'the answer is social media, now what's the question?' then the clients that 'buy' into that will be getting what they pay for.

At best, not a lot.

At worst, regrettable and avoidable gubbins of the kind we've witnesses this week.

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the return of nietzsche marketing [ #dashbutton edition]

We conducted a small survey on supermarket shopping behaviour using the agency staff as our sample group of around 50.

It was relatively unscientific, however, the aim was to crudely test one particular covert thought.

We simply asked our respondents if they used a shopping list when visiting the supermarket.

For those who answered 'yes' we asked them to provide an example of a typical shopping list.

For those who answered 'no' we asked them to jot down what their mental list might typically be, anyway.

This gave us some interesting feedback - scribbled paper lists were by far the most popular, followed by self-text messages - and among this group no-one used a list-type app.

But that wasn't what we were really looking at.

Recently we've been reading Herb Sorensen's 2009 book 'Inside the Mind of the Shopper'.

His research that suggests that:
1. Around half of supermarket trips result in baskets of 5 items or less.
2. The most common basket size is just one item.

(This data is further referenced in the Byron Sharp textbook 'Marketing: Theory, Evidence, Practice' Chapter 8.)

Close to 90% of our responses contained 5 items or fewer.
The other 10% were 6.

For psych fans, and in the context of of Millers Law - The Magic Number 7, this was also curious.

The 'law' asserts that humans can retain 7 (plus or minus 2) pieces of information easily in working memory.

It turns out that this is less of a law and more of a decent hunch, the real number is closer to 5.

We could infer then, that shopping lists (list apps or other ‘solutions’) don’t necessarily add any utility to shoppers. We are reasonably capable of remembering 5 things.

More on shopping technology in a minute.

So our data was obviously slightly skewed as midweek shopping trips will be more likely to be quick trips, but you get the general idea, and our mode was 2 (pretty close to 1).

(Milk, bread and tissues in case you are wondering.)

Again, all this was interesting but not what I wanted to observe.

What I was looking for was specific brand name mentions.

And among the 86 different product categories listed by our respondents were only two instances of brand names.

Everything else was generic category - bread, milk, fruit, meat, tissues etc.

This seemed to be clear indication that, for the most part, people set out to buy from categories first, brands come second.

Of course preferences do exist, but these are more implicit rather than explicit.

In many fmcg categories brand either doesn't exist or is invisible (meat, fruit, vegetables) might exist but have little or no effect (bread, milk) and in the categories where it does have some influence the brand that gets bought is the one most salient at the point, and context of purchase.

Familiarity, popularity, habit and availability drive FMCG categories.

Unlike fashion or cars for example there is no 'display' or 'social' value for consumers.

One's choice of washing powder does not signal anything to anyone else.

It is simply something to be consumed.

Display value is only a marginally stronger pull anyway.

This is the eternal conundrum for commodity type brands.

All of which is the long way round to looking at Amazon Dash.

The Dash Button is a single-use Wi-Fi enabled ordering device for a selected set of partners including Gillette, Pampers, Tide and Olay. You press it and it orders directly - and frictionless - for you.

The promise of, for example, self-replenishing fridges, has long been part of the lore of 'the internet of things' and this appears to be Amazon’s play in that area, allowing customers to instantly repeat buy partner brands without thinking about it, more importantly, without being distracted by a competing brand at the shelf.

For the remainder of this piece we need to put aside any notions of could/should.

Amazon (and the other SV corporate giants) winner-takes-all disintermediation of every category imaginable is another debate.

Though as Andrew Keen quotes in 'The Internet is Not The Answer'.

“In Darwinian terms these new corporate giants are just the latest stage in the evolution of the public corporation, they exist to create wealth—vast quantities of it—for their founders and shareholders.

Their imperative is to grow and achieve dominance in their chosen markets—as well as in others which they now deem to be within their reach. They are as hostile to trade unions, taxation, and regulation as John D. Rockefeller, J. P. Morgan and Andrew Carnegie ever were in their day. The only difference is that the new titans employ far fewer people, enjoy higher margins and are less harassed by governments than their predecessors.”

For FMCG brands, however, this is of little concern. Distribution is distribution.

What's interesting here is not the idea that push button instant replenishment is anything to do with notions of brand loyalty (active, in an attitudinal sense).

But is everything about enabling 'loyalty' in the passive behavioural sense.

On the one hand, commodity products with no display value can try and create 'meaning' by spending on huge emotional advertising - eg P&G's 'Thank You Mom' and the like.

Being famous and familiar will always be important.

But the Dash Button is somehow more refreshingly Nietzschean in it's acceptance of the kind of emptiness of consumption. In reaching acceptance that it will never be loved Tide is now happy just to be bought.

Who will press a button to order Tide? Or 5 boxes of Tide?
Well, we've already seen that people will trek to the supermarket for less than five items.
And most of the time for just one.

To come back to Professor Sharp's idea of brand salience, by which we mean the propensity of a particular brand to come to mind in a particular buying or usage situation.

If the buying situation occurs at the point of usage, ie in front of the washing machine then the brand that was last used, and the brand on the button becomes the most salient by default. No other brand is in it.

This is what Dave Trott might describe as 'getting upstream of the problem'.

People will never love their soap powder brand, but will be inclined to repeat purchase out of habit providing nothing else gets in the way.

So make sure nothing else gets in the way, then.

There's a statement attributed to Jeff Bezos that we often recall and use.

Bezos says that - given that Amazon are a cutting-edge tech retailer - people are interested in their innovation pipeline and therefore he often fields questions asking about what Jeff thinks might change in business in the next 5-10 years.

His reply is that he is more interested in what will stay the same. Because you can build a business on things that are stable in time.

People will always want things faster and cheaper.>

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