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Minds Are Hard to Change
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There s always been a general feeling in the marketing industry that new-product advertising should generate higher interest than advertising for established brands. But it turns out that we re actually more impressed by what we already know (or buy) than by what s new. One research organization, McCollum Spielman, has tested more than 22,000 TV commercials over 23 years. Almost 6,000 of those commercials were for new products in 10 product categories. What did McCollum Spielman learn Greater persuasion ability and attitude shifts the so-called newproduct excitement were evident in only one of the 10 categories (pet products) when comparing new brands to established brands. In the other nine categories, ranging from drugs to beverages to personal hygiene items, there was no real difference no burst of excitement enabling consumers to distinguish between established brands and new brands. Since thousands of different commercials across hundreds of different brands were tested, you can pretty much rule out creativity as the difference in persuasion. It comes back to what we re familiar with, what we re already comfortable with.
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Trying to Change Attitudes
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In the book The Reengineering Revolution, MIT professor turned consultant Michael Hammer calls human beings innate resistance to change the most perplexing, annoying, distressing, and confusing part of reengineering. To help us better understand this resistance, a book titled Attitudes and Persuasion offers some insights. Written by Richard Petty and John Cacioppo, it spends some time on belief systems. Here s their take on why minds are so hard to change:
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The nature and structure of belief systems is important from the perspective of an informational theorist, because beliefs are thought to provide the cognitive foundation of an attitude. In order to change an attitude, then, it is presumably necessary to modify the information on which that attitude rests. It is generally necessary, therefore, to change a person s beliefs, eliminate old beliefs, or introduce new beliefs.*
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And you re going to do all that with a 30-second commercial
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* Richard E. Petty and John T. Cacioppo, Attitudes and Persuasion: Classic and Contemporary Approaches (Boulder, CO: Westview Press,1996), p. 184.
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What Psychologists Say
The Handbook of Social Psychology reinforces how tough it is to change attitudes:
Any program to change attitudes offers formidable problems. The difficulty of changing a person s basic beliefs, even through so elaborate and intense a procedure as psychotherapy, becomes understandable, as does the fact that procedures that are effective in changing some attitudes have little effect on others.
And what makes things even worse is that truth has no real bearing on these issues. Check out this observation:
People have attitudes on a staggeringly wide range of issues. They seem to know what they like (and especially dislike) even regarding objects about which they know little, such as Turks, or which have little relevance to their daily concerns, like life in outer space.
So, to paraphrase an old TV show, if your assignment, Mr. Phelps, is to change people s minds, don t accept the assignment.
REpositioning
What Readjusting Entails
Now that we ve thrown cold water on the idea of changing people s minds, let s focus on readjusting perceptions in the mind by starting with a dictionary definition of adjust: to change so as to match or fit. Matching or fitting with perceptions is what effective repositioning is about. Trying to change a person s mind is the opposite, as you are going against that person s existing perceptions. It is a total mismatch. For example, because Xerox is known as a document company, it could easily reposition itself as a digital document engineering company as a way to preempt the growing popularity of digital storage and distribution of documents. To better understand how this works, let me reprise an old case study with some insights and timing added to the story. Once upon a time, a company called Lotus Development invented a piece of software that turned a standalone PC into a real business tool. The software was Lotus 1-2-3, and it was the first spreadsheet software. It was a very a big deal at the time. But time and technology moved on and threatened the world of Lotus. A new operating system called Microsoft Windows appeared, and before 1-2-3 could adapt to this very popular operating system, Microsoft introduced a competitive spreadsheet designed for Windows called
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