Some brands are to strong their they create in consumers’ brains activity patterns similar to those of religious icons
(...) But it was Dr. Calvert's next finding that was truly fascinating. She discovered that when people viewed images associated with the strong brands—the iPod, the Harley-Davidson, the Ferrari, and others—their brains registered the exact same patterns of activity as they did when they viewed the religious images. Bottom line, there was no discernible difference between the way the subjects' brains reacted to powerful brands and the way they reacted to religious icons and figures.
No matter what your product is, you are ultimately in the education business. Your customers need to be constantly educated about the many advantages of doing business with you, trained to use your products more effectively, and taught how to make never-ending improvement in their lives.
As customers, what we crave more than the commodity we think we are paying for is to be understood.
What we want more than a reliable ride to our destination, a comfortable bed for the night, or even a book we can get our teeth into, is to really be seen.
What we want more than responsive organizations is personal relevance.
The value isn't just in the data that businesses collect. What counts is how they use it to make our lives better.
I have great respect for anyone who can invent a clever name that suggests something about the brand. Some of my favorite coined names are Dreamery, Groupon, Pictionary, Cinnabon, Chillow, Pinterest, Chuggemaut, and San Franpsycho. (…) It's important to make sure your name is meaningful to potential customers, not just to you.
In the 1960s, sociologist William McPhee coined the notion of "double jeopardy", to describe people's sympathy and tendencies toward certain behaviors.
Its application to marketing is due to the statistician Andrew Ehrenberg who made the "double jeopardy" concept an empirical law according to which brands with lower market shares suffer from both low purchases and low brand loyalty.
In other words, less popular brands not only have fewer buyers, but also have fewer loyal customers compared to the dominant popular brands in the market. According to the concept of "double jeopardy", a dominant brand therefore has the highest percentage of purchase and a greater consumer loyalty to its brand. What is for the popular brand a double advantage, has a negative consequence for less popular brands: it is difficult for them to retain their customers and increase their sales because it is not easy to convince buyers that the quality of a product less sold, is of better quality than a brand recognized by all.