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Information
Ideas Should Change Behavior
How is it that sometimes the light between the ears flashes brightly, supplying insight and moments of invention and discovery then other-times the head goes flat? How can we be creative one moment and dull the next? What a mystery, and few answers have dribbled in, along with a lot more questions and experts are beginning to get a grasp on what it is that makes us creative. Putting aside the fact that some people are obviously more creative than others, we all approach problems two ways -- sometimes analytically and sometimes waiting for that "oh I see it" moment. "If you are going to solve a problem with insight (creativity), there's a characteristic pattern of brain activity even before the problem is presented," a person's brain state, or frame of mind, determines which strategy he or she is going to use to solve a problem when it finally does appear " When it's going to be solved by a more methodical, analytical approach, there's a separate characteristic of brain activity that is different. Ideas should change behavior, whether directly (when we put an idea into practice) or indirectly (when an idea—say, Freudian psychology—changes our view of ourselves and, consequently, our actions). I don’t mean to deny the value or virtue of thinking for thinking’s sake, or art for art’s. But even “pure,” platonic ideas have real-world implications. Certainly in business, trouble often lies ahead when ideas and actions become uncoupled. “Rediscover Market Segmentation” to demonstrate how to create new values by applying a great old idea to a changed world. Since Joe Six-Pack does not morph into a metrosexual—segmentation has lost its link to action and much of its value. Segmentation as a powerful strategic tool, a means of identifying ways to change consumer behavior by discerning unmet customer needs and devising offerings to satisfy them. What is Market Segmentation? In order to be a true market segment, the people or organizations in each segment must respond differently to variations in the marketing mix compared with those in other segments. This implies that for any classification scheme to qualify as market segmentation, the segments must exhibit these behavioral response differences. 1. The segments must exist in the environment (and not be a figment of the researcher's imagination), 2. The segments must be identifiable (repeatedly and consistently), 3. The segments must be reasonably stable over time, and 4. One must be able to efficiently reach segments (through specifically targeted distribution and communication initiatives). Improved segmentation can lead to significantly improved marketing effectiveness. With the right segmentation, the right lists can be purchased, advertising results can be improved and customer satisfaction can be increased. The ability to tap into aggregated “people data” will have serious implications for behavior, ranging from the way individuals control their personal interactions and information to possible manipulation—for good or ill—by corporations and governments. All this raises fundamental questions about whom to trust with our data. Which data set is more likely to be compromised? Large organizations that have the ability to monitor aggregated data will have to resist the temptation to abuse it. Individuals and companies will need to find and walk a new line between serving customers and exploiting them, either way with pinpoint accuracy. In the brave new world of aggregated data; In addition, companies will need to monitor themselves internally. Marketing now has a deeper ethical responsibly. Ethics appears to be a huge factor in the 21st century, spanning all sectors. |
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