第1章
The Science of Selling: How Your Brain Gets Hijacked at the Mall
Have you ever walked into a store planning to buy just one item and walked out with a shopping bag full of things you never intended to purchase? You're not alone. For over half a century, since Vance Packard first exposed the "hidden persuaders" in advertising, marketers have been studying how to influence our buying decisions. But today's persuasion techniques have evolved far beyond what Packard could have imagined. With neuroscience advances allowing researchers to track blood flow and electrical signals in the brain, companies can now monitor your physiological responses-from brain activity to heart rate, skin temperature, and eye movements-to determine what will make you reach for your wallet. The question is no longer whether these techniques work, but how powerful they've become and what we can do to protect ourselves. As global advertising spending exceeds education budgets in many countries, and teams of PhDs develop even simple consumer products, we face a crucial question: are we being manipulated, or simply offered more convenient shopping experiences?
第2章
The Marriage of Science and Selling: How Psychology Transformed Advertising
Advertising underwent a revolutionary transformation in the early 20th century when science met selling. What was once a simple art of merchants verbally promoting their wares became a sophisticated science of persuasion aimed at understanding and influencing the consumer's mind.
The revolution began in 1901 when Dr. Walter Dill Scott addressed Chicago's top advertising executives at the Agate Club. Scott compared advertisements to the nervous system, explaining they must "awaken in the reader the same feeling that the sight of the goods themselves would arouse." By framing advertising as both art and science, his talk fundamentally changed how advertisers approached their craft, emphasizing the importance of understanding the consumer's subconscious mind.
Just three years later, former Mountie John E. Kennedy transformed the industry with his simple definition of advertising as "salesmanship in print." After sending a mysterious note to advertising pioneer Albert Lasker claiming "I can tell you what advertising is," Kennedy was hired at a then-astronomical salary of $28,000 per year. This simple definition shifted advertising's focus from mere promotion to active persuasion. By 1906, John Lee Mahin further emphasized psychology's importance, noting that advertising's power lay in planting ideas so deeply that consumers believed they'd always had them.
After World War I, advertising increasingly embraced psychoanalysis. Freudian psychologists like Ernest Dichter established research institutes where they conducted covert observations and employed psychoanalytic techniques. Dichter, self-described as "Mr. Mass Motivations Himself," famously saved a cigar manufacturer's campaign by explaining that cigars were phallic symbols representing male dominance. As America's manufacturing shifted to civilian production after World War II, psychologists gained even more influence, viewing their challenge as "mass producing consumers" rather than merely promoting products.
Edward Bernays, Sigmund Freud's double nephew, took these concepts further by pioneering modern public relations-creating a powerful marriage between mass psychology and corporate persuasion. His famous "Torches of Freedom" campaign transformed public attitudes by linking women smoking Lucky Strikes to female emancipation. Bernays understood that PR success depended on creating symbols that resonated with public desires and instincts, establishing techniques still used by the now-dominant PR industry, which currently outnumbers journalists four to one.
As Freudian influence waned, behaviorists emerged with a more "scientific" approach. John Broadus Watson, after being forced from academia following a scandal, joined the J. Walter Thompson agency where he applied his psychological knowledge to create highly effective campaigns-establishing the "coffee break" tradition for Maxwell House and convincing American mothers to use baby powder with every diaper change for Johnson & Johnson. Within five years, behaviorism became the dominant psychological paradigm, promising advertisers that consumers could be controlled through simple rewards and punishments.
By the late 1970s, economists began incorporating psychology into their field. Daniel Kahneman and Amos Tversky's groundbreaking work, followed by Richard Thaler's research on consumer choice, created behavioral economics-a revolutionary approach to understanding consumer decisions. Their research uncovered crucial decision-making factors like the "anchoring" heuristic that fundamentally affects how consumers make choices.
Today, neuroscience has captured marketers' attention. From just two companies in 2001 (including the author's Mindlab), neuromarketing has exploded to over 250 firms using technologies like QEEG and fMRI to measure brain activity, along with eye tracking, heart rate monitoring, and GPS tracking to understand consumer behavior in unprecedented detail.
第3章
The Psychology of Shopping: Why We Buy What We Don't Need
Shopping has become the number one leisure activity in most countries, with distinct psychological motivations driving our behavior. "Going shopping" is pleasurable-providing excitement, social interaction, and empowerment. "Doing the shopping" is considered a chore, especially by men who approach it like a SWAT team rescuing a hostage-get in and get out quickly. This distinction between shopping for wants versus needs is crucial to understanding consumer behavior.
Modern consumers transform simple wants into what Professor Jim Pooler calls "want-needs"-desires so compelling they feel essential. A teenager doesn't merely want fashionable clothes; they feel they absolutely must have them. This psychological transformation is "the essence of shopping in the modern economy," where even superfluous items become perceived necessities.
Take 19-year-old Catherine, who has an insatiable want-need for footwear. When finding boots she "desperately want-needed" at Lakeside mall, her heart rate jumped from 85 to 120 beats per second, skin conductance spiked, and brain waves shifted from relaxed to highly aroused. This physical reaction perfectly predicted her purchase. Want-needs like Catherine's are entirely created by advertisers, marketers, retailers, media, and even neuromarketers who test product variations to identify features that generate the strongest subconscious responses.
Even low-level wants can be transformed into powerful want-needs through six key marketing strategies. First, making shoppers "work" for purchases increases their value, as with Betty Crocker requiring housewives to add their own eggs to cake mixes. Second, creating scarcity drives desire-like middle-aged women fighting over the last Cabbage Patch doll, or gaming enthusiasts experiencing physical arousal while queuing for limited consoles. Third, the "That's Not All" strategy uses price reductions or bonus items to transform ordinary products into must-haves. Fourth, encouraging playfulness puts consumers in buying moods. Fifth, want-needs serve as distractions in places like airports where bored travelers seek human connection. Finally, marketers create artificial inadequacies, as when 1920s Americans suddenly discovered they had "bad breath" they never knew existed.
Consumers are surprisingly clueless about price judgments. The famous toothpaste manufacturer story reveals how increasing tube opening diameter from 5mm to 6mm caused consumers to use 40% more product without noticing. Companies increasingly sell smaller quantities without reducing prices-like Kellogg's introducing slightly thinner cereal boxes or Skippy creating a dimpled jar bottom that holds 1.7 fewer ounces. As price consultant Donald MacGregor notes: "If a company reduces price by 5% but gives you 10% less, you think you're getting a bargain, but they've increased profit margin by 5%."
Even as marketers use psychology to transform needs into want-needs, several subconscious barriers can prevent purchases. Our innate fear of contamination creates powerful purchase barriers. In laboratory experiments, 80% of participants refused orange juice after seeing a cockroach on the glass, even when assured it was harmless. This "contagion effect" extends to retail environments where "yuck-related" products like garbage bags, cat litter, or diapers can reduce sales of nearby items.
Font choice significantly impacts purchasing decisions through "processing fluency"-how easily consumers can read and understand information. Hard-to-read fonts make products seem less familiar and less trustworthy. In one study, when product information was presented in a difficult font, 41% of consumers deferred purchase decisions versus only 17% with standard fonts. Remarkably, font choice can even affect perceived taste-64% of participants rated identical soup as tastier and fresher when its menu description appeared in elegant Lucida Calligraphy versus plain Courier.
第4章
Peering Into the Consumer's Mind: The Rise of Neuromarketing
"I know what you're thinking," the young man told me at a marketing conference. "All I have to do is attach a few electrodes to your head and I can read your mind as easily as I would a book!" In 2003, I viewed such claims with great skepticism, but advances in brain-imaging technology over the following decade transformed my views. While neuromarketers cannot truly read thoughts, they can monitor subconscious responses to brands, detect changes in interest while shopping, and predict with accuracy which parts of messages will be remembered or forgotten.
Traditional consumer research through surveys and focus groups contains significant sources of error. People often lie or embellish the truth, providing socially acceptable answers that show them in the best light. Even question order, presentation, and the demographics of the researcher can profoundly influence responses. While market researchers have developed techniques to minimize these biases, they cannot overcome the fundamental barrier of memory, which functions not as an accurate record but as a reconstruction of events that changes each time it's accessed.
The extreme example of the airship that never was illustrates this point. In 1909, businessman Wallace Tillinghurst claimed to have built and flown a monoplane 300 miles from Boston to New York and back. Thousands of New Englanders, including professionals and respected citizens, reported vivid memories of witnessing this historic flight. One aeronautical engineer even provided detailed specifications of the aircraft's design. Yet the entire story was a hoax-the airship never existed except in Tillinghurst's imagination. This demonstrates how memory can deceive us, creating false recollections that feel authentic but have no basis in reality.
My involvement in what would later be called neuromarketing began in the early 1980s while researching biofeedback at the University of Sussex. Using a modified Mind Mirror (the world's first portable EEG), I developed therapeutic exercises for controlling brain waves and enhancing mental performance. To test the equipment, I used television commercials as attention-grabbing stimuli. Though my work attracted media interest, market research firms remained skeptical. It wasn't until 2001 that I helped establish what was likely the world's first neuromarketing company.
Communication between brain cells involves chemicals carrying electrical charges that generate potentials detectable outside the skull as "brain waves." These are measured in Hertz (frequency) and amplitude (power), varying with mental state and environmental challenges. Brain waves are categorized as: Delta (0.5-4 Hz) associated with sleep, Theta (4-6 Hz) with relaxation and daydreaming, Alpha (8-12 Hz) with relaxed wakefulness, Beta (13-40 Hz) with alertness and mental effort, and Gamma (40-100 Hz) with memory formation. Every thought and emotion has a corresponding electrical signature theoretically detectable through EEG.
When brain regions activate, local blood vessels dilate to deliver more oxygen, reducing oxygen-free hemoglobin and causing detectable magnetic field changes. fMRI scanners identify these changes, revealing which brain regions are active. Since the early 1990s, this technology has provided remarkable insights into reasoning, decision-making, memory formation, and emotions. In a famous neuromarketing demonstration, researchers at Baylor College found that in blind taste tests, Pepsi activated reward centers five times more than Coke, but when brands were revealed, subjects' prefrontal cortex (linked to thinking and judging) activated, showing how brand image shapes preferences.
Neuromarketing initially faced harsh criticism, with Nature Neuroscience dismissing it as "little more than a new fad" in 2004. Client confidentiality prevents companies from sharing data for peer review, raising scientific skepticism. However, efforts to increase credibility are emerging. In 2011, the American Research Foundation evaluated eight leading neuromarketing companies, concluding some methods were scientifically validated while others showed high correlation with market outcomes despite lacking clear scientific foundations.
Despite early skepticism from researchers like Professor Uttal who warned that EEG applications produced conclusions that were "little more than science fiction fantasies," tremendous advances in brain function understanding have transformed those fantasies into scientific facts. While neuromarketing may not yet deliver on the salesman's boast of reading minds "as easily as a book," it has established itself as a commercially valuable technique providing unique insights into consumers' subconscious minds.
第5章
Beyond the Brain: How Your Body Influences What You Buy
The brain functions not in isolation but as part of an integrated system involving the body, surroundings, society, and culture. This challenges the view of the brain as a separate organ that could theoretically function outside the body, introducing the concept of "embodied cognition" where cognitive activity is fundamentally grounded in physical context.
Many scientists subscribe to a computational theory of mind where "cognition begins with an input to the brain and ends with an output," allowing them to study brain processes without regard for the outside world. However, the "embodied cognition" approach challenges this view, arguing that the brain's workings can only be understood through its relationship to the body. Some neuroscientists extend this further, suggesting the brain stretches beyond immediate surroundings into society and culture, functioning as an integrated whole. This means consumers' thoughts and emotions are influenced by everything in their environment, allowing marketers to change how shoppers think by altering these surroundings.
We possess not one but two brains: the cerebral brain in our head and the enteric nervous system (ENS) in our gut. The ENS contains about 100 million neurons (comparable to a cat's brain) and operates autonomously to monitor digestive conditions. Using over 30 neurotransmitters identical to those in the central nervous system, it controls gut functions. The extensive connections between our two brains mean that anything affecting our "gut brain" influences our "head brain" and vice versa.
We are effectively two different organisms sharing the same skin. Our "second self" consists of roughly 100 trillion bacteria living in our guts, weighing about a kilogram and containing ten times more cells than our own body. While our parents provide about 23,000 different genes, this microbiome contributes around 3 million. This symbiotic relationship provides mutual benefits-we offer warmth and protection while the microbiome helps digest complex carbohydrates, generating up to 15% of our energy.
Our physical postures and movements significantly influence our attitudes and emotions. Even minor physical actions can alter our psychological states-clenching fists increases altruism, extending thumbs while reading makes women view characters more positively, and relaxing in soft chairs makes car buyers more flexible in negotiations. Research by Dr. Dana Carney showed that high-power poses (leaning back with hands behind head or leaning forward with arms spread wide) versus low-power poses (head bowed with folded hands or crossed arms) significantly altered hormone levels, risk-taking behavior, and feelings of power after just 60 seconds.
When products are presented moving vertically on screens (causing viewers to nod), participants show more positive emotions and greater purchase intent than when products move horizontally (causing head shaking). This connection between nodding and positive response may originate in infancy, as Darwin observed babies nodding when seeking the mother's breast and shaking their heads after feeding.
Our bodily asymmetry influences shopping behavior through what's called the "invariant right"-we favor displays on our dominant side. This preference is deeply embedded in language and culture, with "right" associated with positive qualities and "left" with negative ones. Studies show right-handed shoppers prefer products described on the right side of a page, while left-handed people prefer those on the left.
Simple physical movements create powerful subconscious associations with acquisition or rejection. Arm flexion (bending toward oneself) connects with desire to acquire, while extension (pushing away) links to rejection. Research found supermarket shoppers carrying baskets (arms flexing) were more likely to buy immediate-gratification products like chocolates than those pushing carts (arms extending).
Weather significantly impacts shopping behavior, with cold, wet days reducing consumer spending while sunny days boost both foot traffic and purchasing. Edward Saunders' research on "Stock prices and Wall Street weather" found a direct correlation between cloud cover and financial returns, with clearer skies consistently producing higher returns.
Modern neuroscience now embraces an embodied cognition model, recognizing that thoughts and emotions aren't generated solely between our ears but are influenced by our bodies, environment, and social factors. This has profound implications for neuromarketing, as understanding shoppers requires considering both brain and body functioning, along with the narrative shaped by family, friends, media, and the entire persuasion industry.
第6章
The Buying Brain: How We Make Shopping Decisions
The human brain operates with remarkable efficiency-using just 20 watts of power (less than a nickel's worth of energy daily) while processing billions of data bits per second from over 20 senses. Despite its shoe-box size, it outperforms the world's most advanced computers in efficiency. This "freakish efficiency" comes from automating most thought processes in three ways that significantly impact shopping behavior: making most purchasing decisions subconsciously, categorizing information, and utilizing simple heuristics (mental shortcuts).
Shoppers typically fall into two categories: rational shoppers like Chris, who research thoroughly before purchasing, and emotional shoppers like Stevie, who buy impulsively. Brain imaging shows rational decisions occur mainly in the cerebral cortex while intuitive purchases originate in the limbic system. Rational shoppers experience muted excitement that decreases during research, while emotional shoppers show heightened physiological responses (increased heart rate, skin conductance) that remain elevated until purchase.
Our thinking operates through two systems: System I (Impulsive) is fast, automatic, unconscious, and energy-efficient but easily fooled; System R (Reflective) is slow, rational, analytical, and attention-demanding. As Kahneman notes, "You dispose of a limited budget of attention that you can allocate to activities." Like breathing, most thinking happens automatically, but we can consciously direct our thoughts when needed.
Our purchasing decisions rely on two memory types: explicit memories (conscious, describable but highly malleable) and implicit memories (subconscious, unexpressable but influential). Explicit memories are unreliable, changing over time and vulnerable to confabulation. Implicit memories operate below conscious awareness yet strongly influence which brands we choose.
Our brains constantly categorize experiences, making connections between objects, events and ideas. This pattern-seeking ability helps us make sense of the world but makes us vulnerable to manipulation. We easily form illusionary correlations, as when consumers associate products with celebrities who endorse them. In one study, people ate 40% more "low-fat carrot cake" than identical cake described as indulgent, because the "healthy" label removed guilt while providing a sense of control.
Shopping provides more than products-it offers feelings of power and control. While browsing stores with money to spend, we believe we're exercising free will in our purchasing decisions. These empowering feelings keep us returning to shops. However, this sense of agency is largely illusory, as retailers carefully orchestrate our movements and choices.
The brain saves energy by employing subconscious rules of thumb called heuristics-shortcuts to decision making that are either learned through experience or genetically programmed from our evolutionary past. The association between physical warmth and emotional security begins in infancy when being close to mother provides both warmth and safety. By age 5, concepts of warmth/inclusion and cold/exclusion become so intertwined that we no longer distinguish between physical sensations and emotions.
Habit dominates shopping behavior through the recognition rule-we prefer familiar products over unfamiliar ones because they require less mental processing energy. We move through stores in predictable patterns and resist changes to layouts or shopping lists. This explains why repetitive brand advertising and catchy jingles work despite irritating viewers-they create the familiarity that triggers automatic System I thinking.
The mimicry heuristic-watching what others do and following suit-stems from our innate need for social acceptance. From childhood, we define ourselves through group membership and seek approval. Following trends reduces anxiety, increases consumption, and leads to riskier decisions because we feel safer in groups.
Anchoring occurs when initial reference points disproportionately influence subsequent judgments. Retailers exploit this by using "known value items" (KVIs) like milk and bread as price anchors. By keeping these frequently purchased staples artificially low-priced, stores create the impression that all their products offer similar value.
The availability heuristic leads consumers to assume that what comes to mind most easily must be most important or valuable. Products or brands that are readily recalled are more likely to be chosen and more highly regarded than less memorable alternatives.
第7章
The Science of Store Design: Engineering the Perfect Shopping Environment
Retailers carefully engineer shopping environments to create specific emotional effects that enhance purchase probability. Philip Kotler coined the term "atmospherics" thirty years ago, defining it as "the conscious designing of space to produce specific emotional effects in the buyer that enhance purchase probability." Though initially slow to catch on, retailers eventually recognized that subtle changes to the retail environment could significantly influence shopper behavior.
Experience clues are impressions that shape the shopping experience, categorized as humanics (interactions with staff and other customers) and mechanics (the sensory environment including sights, sounds, smells, and store layouts). Traditional stores present these clues haphazardly, while modern shopping malls engineer them with precision to create specific consumer responses.
Disney exemplifies masterful customer service through intensive training that borders on "behavioral manipulation." Cast members audition for roles, wear costumes, and learn detailed character backstories. Similarly, Apple's "Geniuses" undergo rigorous psychological training to manage customer emotions through a five-step sales process (Approach, Probe, Present, Listen, End) and techniques like "Feel-Felt-Found" that create an illusion of customer empowerment while the salesperson maintains control.
Nonverbal behaviors like friendly looks, open body language, appropriate touch, and genuine smiles can transform good service into great experiences. Research in Seoul shopping malls showed that positive employee behavior triggers reciprocal positive customer responses, creating mutually beneficial interactions that enhance the shopping experience and increase sales potential.
The "Gruen transfer" occurs within 30 seconds of entering a mall, when shoppers transition from alert, rational thinking to relaxed, impulsive browsing. Their walking pace slows, pupils adjust to lighting, and brain activity indicates reduced alertness. Laboratory measurements show decreased heart rate and skin conductance during this transition. The carefully maintained 72F temperature and 45% humidity create "Goldilocks" conditions that subconsciously encourage longer shopping trips and increased purchases.
Lighting and color powerfully influence shopper behavior. Luxury retailers use subdued lighting to signal exclusivity, while discount stores employ bright illumination. Supermarkets strategically vary lighting-warmer for bakery, cooler for meat. Research confirms dim lighting slows customer movement and encourages careful product examination, while brightness increases interest and sales.
Psychologist Louis Cheskin pioneered research showing how color influences shopping behavior. Laboratory studies confirm that cool colors (blue, green) relax customers while warm colors (red, orange) stimulate them. Shoppers evaluate blue interiors more positively than orange ones and make more purchases in blue environments. Color response varies by demographics-women are more sensitive to brightness, while men are more influenced by red in promotional materials.
Music significantly influences shopper behavior even when customers aren't consciously aware of it. Baby boomers buy more when classic rock plays, though most can't recall hearing it. Music affects perception of time spent shopping, walking speed, and visual attention. While many shoppers claim to dislike loud music, tempo matters more than volume-slow music increases sales by up to 38% compared to faster tempos. Classical music prompts wine buyers to purchase more expensive bottles rather than more bottles.
Aromas powerfully influence shopping behavior by evoking memories, stimulating appetites, manipulating emotions, and ultimately boosting sales. Dunkin Donuts increased store visits 16% by injecting coffee scent into buses during radio ads. Bloomingdales scents different departments appropriately-baby powder in infant sections, coconut in swimwear. Net Cost grocery stores strategically pump food aromas into aisles, increasing sales 7%. Even bookstores benefit-chocolate scent increased sales of food-related books and romance novels by 40%.
Giant malls strategically generate awe to overcome shoppers' greatest modern scarcity: time. With nearly half of Americans reporting time scarcity, shopping becomes a chore to complete quickly. However, awe-inspiring environments like Dubai Mall (world's largest) manipulate time perception. Research found that awe-inducing experiences make people perceive time as more abundant. Like casinos that eliminate windows and clocks while pumping oxygen to disorient players, these environments engineer emotions to extend shopping time and increase profits-a hidden persuasion tactic most consumers fail to recognize.
第8章
Brand Love: How Companies Engineer Emotional Connections
Consumers form deep emotional attachments to brands that researchers describe as brand devotion, love, attachment, and commitment-comparable even to the love they feel for family and friends. With over a million products competing for attention and supermarkets having shelf space for only about 6%, brand managers face enormous challenges. In even medium-sized supermarkets, consumers face overwhelming choices-85 varieties of crackers, 285 cookies, 175 tea bags, and hundreds of other options. Yet an average family satisfies most needs with just 150 products, ignoring tens of thousands of items.
Fifty years ago, marketers believed consumers made rational purchasing decisions, focusing research on thoughts rather than feelings. Psychological and neuroscientific research over the past 30 years has proven this profoundly mistaken. Pioneering psychologists like Zajonc and Bornstein demonstrated that emotions are more important than thoughts in influencing shopping behavior and can be engineered without consumers' awareness.
Emotional brand attachment begins early in life. American tweens and teens are described as the most brand-oriented and materialistic generation in history, with the average 10-year-old knowing 300-400 brands. By age 14, nine out of ten requests are brand-specific, with two-thirds of parents reporting brand awareness in their children by age 3. Brands have become symbols of accomplishment and social inclusion, with children using them to make judgments about others' intelligence, success, and social status.
The cash value of a brand can be enormous-Philip Morris paid $12.6 billion for Kraft in 1988, six times its book value, essentially buying the name. Similarly, Kraft paid $19.6 billion for Cadbury in 2010, largely for its prestigious brand name. This demonstrates how abstract brand values have become quantifiable financial assets.
Engineering brand emotions involves three key elements: images, words, and music (with aroma, taste, and feel playing secondary roles). Today, research is no longer resisted but embraced as an economic necessity, with cutting-edge work being conducted in neuromarketing laboratories worldwide. Volkswagen's "The Force" commercial is an example where neuromarketing research revealed strong emotional responses despite traditional testing showing below-average persuasion scores. The ad became one of the most shared Super Bowl commercials ever, earning 56 million YouTube views and helping VW achieve its best US market share in 30 years.
Neuromarketers focus on specific brain regions to engineer emotions more effectively. The amygdala processes incoming information while the hippocampus handles short-term memory-both located in the emotion-processing limbic system. According to neuroscientist Joseph Ledoux, information reaches the amygdala via either a "low road" (producing immediate emotional responses) or a "high road" (enabling more considered responses with attached memories). Brand managers aim to implant emotional memories-"brand worms"-that trigger consistent feelings whenever the brand is encountered.
Pictures convey information and emotion far more efficiently than words and are more likely to stick in memory. The brain processes images faster, more fluently, and with less effort than text. Mindlab studies showed that presenting complex data as images reduced mental effort by about 20 percent while improving recall. This makes evolutionary sense-humans have thought in images for millions of years but have only used writing for a few thousand.
Color directly affects the emotional regions of the brain in profound ways. Red increases physical arousal, which explains its common use as a warning color. Color's emotional impact is so powerful it can even influence experienced referees' judgments-a study showed competitors dressed in red received an average of 13 more points than when dressed in blue in close martial arts matches.
Music equals pictures in emotional engineering power, sometimes surpassing them in triggering emotions from joy to fear. "Sonic signatures"-short bursts of notes introducing programs or products-instantly alert your brain. Music triggers "involuntary musical imagery" (INMI) or "earworms"-conscious experiences of reliving musical memories without trying. Though causes remain unknown, repetition increases the likelihood of music sticking in consumers' minds-irritating for them but valuable for marketers.
Words trigger powerful emotions even without overtly pulling heartstrings. McDonald's "I'm lovin' it" works because saying "I'm" instead of "You're" avoids psychological resistance-consumers give themselves a command through autosuggestion. Brands also target basic needs (safety, security, connection) through emotional language, use vague language to seem personally relevant, employ implications to generate action without resistance, and transform product features into emotional benefits.
Pride is the premier emotion brand managers seek to engineer. Humans evolved in small social groups where image and status were crucial for survival, mate attraction, and child-rearing. We ornament ourselves with goods more to impress others than to enjoy ownership, making "materialism" a misleading term. Fashion-savvy shoppers show no excitement when confronted with items they believe are counterfeit, even when identical to genuine articles.
第9章
Protecting Yourself in a World of Hidden Persuaders
To safeguard against modern hidden persuaders, consumers need practical strategies for both online and offline environments. Simple precautions can protect against costly attacks and identity theft: avoid using public wi-fi in internet cafes; create strong passwords that aren't based on easily discoverable personal information; change passwords regularly and use different ones across sites; beware of "phishing" attempts disguised as enticing offers or messages from trusted organizations; and educate children about internet hazards, monitoring their access while teaching responsible digital citizenship.
Impulse purchases, worth approximately 24 billion annually to US and UK retailers, result from System I (unconscious, emotional) rather than System R (rational) thinking. You're more vulnerable to hidden persuaders when feeling down, bored, or seeking to brighten your day. Similarly, heightened arousal during entertainment or holidays can lead to "splurchases"-impulsive buys often regretted shortly afterward.
Be conscious of how subtle environmental factors like aromas, lighting, colors, and music are deliberately engineered to trigger spending in retail environments. Using "thought stoppers" like imagining a pink elephant diving into blue custard can interrupt impulsive buying urges by occupying your conscious mind. Remember that "I will think about it" are the five words every salesperson dreads-deliberately not thinking about a purchase may help you avoid it altogether.
While consumer advocacy groups push for tighter regulation, rules imposed in limited jurisdictions will have minimal effect. Instead, consumers must safeguard their own interests through awareness. The good news is that commerce is becoming more transparent, with companies under pressure to deliver honest value or face rapid public backlash through social media.
The Japanese concepts of atarimae hinshitsu (meeting expectations) and miryokuteki hinshitsu (exceeding expectations by fascinating customers) highlight how brain sell techniques can either manipulate or genuinely delight consumers. Knowledge of these techniques offers the key to both customer satisfaction and protection. Knowledge truly is your best defense against hidden persuaders.
