Person-based segmentation is ineffective because the same individual makes vastly different choices depending on their situation. For example, your ice cream choice changes if you're with kids in a park versus with a partner on the sofa. Marketers should focus on these contextual "category entry points" rather than static, often misleading, user personas.
New brand managers often change successful strategies just to put their personal stamp on the brand. A long-tenured agency partner can act as a vital custodian of brand equity, leveraging their deep institutional knowledge to push back against short-sighted, unnecessary changes and maintain consistency.
An experiment gave people two identical vanilla desserts, but one was colored brown. Participants overwhelmingly reported the brown one tasted like chocolate. This demonstrates that perception beats cognition; our eyes tell our brain to expect a certain taste, and that visual cue subjectively overrides the actual sensory input.
A T-Mobile ad meant to convey flexibility with a flexing brick wall failed because viewers' brains processed the literal image: a man isolated behind a barrier. This "what you see is all there is" (WYSIATI) principle shows how intuitive perception overrides an advertiser's intended, more complex message.
The brain conserves energy by predicting outcomes; if an ad is identical every time, the brain tunes it out. Brands like Specsavers succeed by blending familiar assets (the slogan "Should've gone to Specsavers") with novel creative executions. This mix captures attention while still reinforcing existing, powerful brand memories.
Neuroscience shows that when a consumer's preferred brand is available, their brain shows very little activity, making it an energy-efficient "System 1" choice. The brain's goal is to conserve energy, so achieving this default, low-effort status is the ultimate aim of brand building. The absence of a favorite brand forces more taxing reflective thought.
Weetabix revived its old slogan, "Have you had your?", after finding it was still the most distinctive in its category, years after being dropped. A planner called it "finding a Rembrandt in the attic." The resulting campaign tripled the ROI of the previous one, proving it's easier to retrieve an old memory than build a new one.