- Do you think Coke has data that Pepsi doesn’t have?
- Do you think McDonald’s has data that Burger King doesn’t have?
- Do you think Ford has data that Chevy doesn’t have?
Here’s my point – just about the same data is available to just about everyone who wants it. And if you don’t have it, with about two clicks of a mouse you can buy it.
It’s not the data that makes the difference, it’s what you do with it.
Give a mediocre person or company all the data in the world and they’ll come up with garbage. Give a brilliant person or company one critical fact and they’ll build you an industry.
Hundreds of physicists had the same data as Einstein. But Einstein had something they didn’t – the creative brilliance to formulate a vision of what the data meant.
The advertising industry – whose only important asset is ideas – has learned nothing from this. We keep heading in the wrong direction. We keep bulking up everything in our arsenal except our creative resources. Then we take the people who are supposed to be our idea people and give them till 3 o’clock to do a banner.
Sure, we need people who are tech-savvy and analytical. But more than anything, we need some brains-in-a-bottle who have no responsibility other than to sit in a corner and feed us crazy ideas. We keep looking to “transform” our industry but ignore the one transformation that would kill.
Excerpt from: Advertising for Skeptics by Bob Hoffman
Many years ago, the Ford Motor Company wanted to tell American motorists that they sold more convertibles than did any other automobile manufacturer. They could perfectly well have said: ‘America’s bestselling convertible.’ Instead they ran a headline that read: ‘The only convertible that outsells Ford.’ And the picture was of a baby-carriage. That is a kind of humour; and it’s almost a joke. It certainly depends entirely on a contribution from its audience for the communication to be complete. But the contribution is a small and pleasurable one, well within the capacity of anyone in the market for a car. And what could have been a piece of self-congratulatory manufacturer’s so-whattery became engaging evidence of confident leadership. The point had been seen.
Excerpt from: Behind the Scenes in Advertising, Mark III: More Bull More by Jeremy Bullmore
Ford Mustang 0-100 in 4 seconds
How much pleasure do you get from your car? Put it on a scale from 0 to 10. If you don’t own a car, then do the same for your house, your flat, your laptop, anything like that. Psychologists Norbert Schwarz, Daniel Kahneman and Jing Xu asked motorists this question and compared their responses with the monetary value of the vehicle. The result? The more luxurious the car, the more pleasure it gave the owner. A BMW 7 Series generates about fifty percent more pleasure than a Ford Escort. So far, so good: when somebody sinks a load f money in a vehicle, at least they felt a good return on their investment in the form of joy.
Now, let’s ask a slightly different question: how happy were you during your last car trip? The researchers posed the question too, and again compared the motorists’ answers with values of their cars. The result? No correlation. No matter how luxurious or how shabby the vehicle, the owners’ happiness ratings were all equally rock bottom.
Excerpt from: The Art of the Good Life: Clear Thinking for Business and a Better Life by Rolf Dobelli
This framing effect of brands is not marketing hype; it increases the perceived value and the willingness to pay a premium price — even for objectively identical products. The VW Sharan and the Ford Galaxy are identical cars – both produced in the same factories – but consumers have been willing to spend a premium of €2,000 for the frame that the VW brand added. In the UK, Virgin Mobile has higher perceived network quality and satisfaction scores than T-Mobile despite the fact that it uses the exact same network.
Excerpt from: Decoded: The Science Behind Why We Buy by Phil Barden