So, take a deep breath. Take a different view of the funnel. And think about it this way.

In a consumer-controlled world, where it’s less about taking the brand to the consumer and more about taking the consumer to the brand, behavioral patterns are less likely to be linear – or sequential. And therefore it’s hard to imagine a consumer who seamlessly transitions from a state of awareness to purchase, by smoothly sliding down the funnel as they consume media. But knowing this doesn’t mean that the funnel is no longer relevant. There’s more to consider. And let me explain why:

1. What we know from our work behind the 7 Modes of The Mind is that consumer behavior in a digitally-powered world is increasingly shaped by their mood, mode and mindset.

2. We’ve discovered that mode of behavior and potential brand receptivity is shaped by a confluence of consumption – based on how a consumer interacts with categories, brands, technology, content and media.

3. We’ve found that the consumer journey towards a brand experience begins at one of seven primary modes: entertainment, share, learn/research, task/transact, socialize/connect, play and information mode.

4. We’ve also studied how the consumer jumps from one mode to another as they make their way towards the path to purchase – based on what frame of mind they’re in while consuming different media, devices and content.

By connecting these dots together in this way it then becomes apparent that the consumer mode of behavior and the “gravitational-pull” towards the bottom of the funnel are highly inter-related. And what’s amazing is that when you take a peak inside the purchase funnel you can begin to see all this unfold.

Go beyond a two-dimesional view of the funnel, dig deeper inside, and with the benefit of a three dimensional perspective it’s fascinating to actually see this modally driven form of behavior unfold. Far from being a linear sequential series of steps, what you’ll likely see is a meandering path to purchase towards the center of the funnel – that’s akin to a journey through a twisting-turning labyrinth, with trap doors and blind alleys, trampolines and pitfalls. But because this journey is fraught with distractions along the way, it also means the consumer may or may not make it down to the bottom of the funnel – depending on when and how a brand engages them.

So far, what’s clear from our initial work in this area, is that knowing how and when to intercept the consumer within the funnel and understanding what mode they’re in at a particular moment, increases the odds they’ll take the chute to purchasing your brand and become an advocate. Using a snap-shot of the three-dimensional view from above the funnel as an integrated modal connections framework can also be helpful, as a way to potentially mapping-out the journey a consumer might embark on as they make their way through the complicated ecosystem within.

So in short, don’t be mistaken. The funnel is far from dead – because on the inside, what we’ve found is that it’s very much alive. Dare to dive in, and what you may discover might initially scare your brand to death. But equally, don’t be surprised if this new perspective of the funnel provides you with a better understanding of how to give your brand a new lease on life.

Brands beware. There’s a highly powerful and increasingly influential segment of women fast emerging.

She’s confident, she’s ambitious. She’s strong-willed and well educated. She’s married. And she earns significantly more than her husband. In short, we call her Wonder-Woman. She represents a large chunk of consumer spending power. And it’s time for brands to take her seriously.

But who exactly is this Wonder-Woman and where did she come from?

Based on our cultural studies and analysis of consumer behavior at Mullen, we found that the origins of this powerful female segment date back to the mid-70’s, at around the time the comic-book inspired “Wonder Woman” TV series aired across America. During that time, this segment of women (who out-earned their husband) was relatively small, representing fewer than 1 out of 20 married households.

Fast forward to today and we see that the power base of wonder women has significantly strengthened, in that she may be present in as many as one third of all marriages. She’s most likely to be a Gen-Xer between the age of 30-44 years old, and with an average personal income of about $75,000. She’s got a good job, although she’s not necessarily in the top tier of earning power. What defines her is that she’s not just the gatekeeper – but also the primary bread winner in the household.

Essentially, she’s become the Female Head of Household. But she’s not necessarily looking to wield her power – or to gain the upper hand. Nor is she looking to make a dominant gender statement, or to put her career ambitions before everything else. On the contrary, she’s looking to attain a better life work balance, in pursuing her career and managing her matrimonial and maternal responsibilities. In this regard she’s trying to master it all and to vanquish the arch enemy of her “to-do-list” with a swashbuckling tenacity – all without compromising her sense of individuality.

From a marketing standpoint, what’s truly fascinating about Wonder-Woman is her potential impact on society as a cultural tipping point. Not only is she changing the economic dynamics within the institution of marriage, but she’s also causing the fundamentals of “socially-accepted” gender roles to be questioned. Among her friends, family, and interactions with stay-at-home moms, she’s confronted with managing self-identity and stereotype dilemmas. And certainly, from the perspective of the relationship with her husband, she’s also faced with some unique challenges within her own household. Especially for a Wonder-Woman who has children, there’s the added issue of the interchangeable nature of parenting and nurturing roles within her marriage. There’s also the high likelihood of a Mr. Mom scenario and a role reversal within the relationship dynamic: “Behind every good woman, there’s a good man.”

Given the cultural significance of all this, it would seem surprising that few brands have empathized with the challenges and complex dynamics of a Wonder-Woman household. Certainly for female-skewed brands, there would seem to be a significant marketing opportunity in identifying with and targeting this valuable consumer segment. Not just because of Wonder-Woman’s spending-power, but also because she’s a key purchase influencer, propagator of word of mouth and opinion leader. That makes her an important target audience consideration that few brands can afford to ignore.

However, for brands that do decide to overtly target Wonder-Woman, it’s important to also recognize that engaging her isn’t going to be easy. Brands will need to recognize her unique needs, be relevant in how they speak to her, and  appreciate that her advertising defense systems are likely to be on full alert. For sure, relying on a one-message-fits-all approach or resorting to the “old ways” of mass advertising is less likely to work. Intercepting and engaging Wonder-Woman is going to take a highly targeted and focused messaging approach. Taking the following insights into consideration could help to increase a brands potential to win her over:

1. She will identify with being enabled – make your brand her secret weapon
2. She’s more receptive before she goes shopping, don’t wait until she gets to the POS
3. Earn the right to be part of her world, don’t assume she’ll automatically be part of yours – she’s active in the social media space, blogs and online communities
4. She’s multi-tasking when  wearing the Wonder Woman costume. Some brands might fare better trying to engage her when she’s off-duty.
5. For a Wonder-Woman with kids, don’t forget about Mr. Mom – her husband is still a key influencer in considered purchases
6. Understand her emotional needs – and she could become your most ardent brand ambassador

By contrast to the free-spending days of old, the post-apocalyptic consumer will be more savvy, responsible and prudent – although interestingly, as the year progresses, they’ll be increasingly more likely to splurge on “justifiable indulgences.”

Their spending mindset: cents and sensibility
In the wake of “The Great Recession” consumers have realized that unwieldy debt burdens and little to no savings makes them vulnerable to economic ruin. As a result they’re looking to regain control of their own financial destiny and seek out new ways to afford what they need. Their New Year’s resolution is “buy smart, or not at all.”

Shopping is a full contact sport
Consumers have upped their game when it comes to shopping strategies. They’re shopping around more – 75% of consumers state they use five or more channels just to get their grocery shopping done. Even when they are not shopping around they’re working every angle to their advantage – from trawling blogs, online search, deal aggregator websites, joining communities and seeking out e-coupons.

Culturally, looking back to the future
Consumers are regressing back to behaviors from days of old, but with new reasoning. For example, more consumers are line drying their laundry, with an eye towards saving money and justifying the environmental benefits. The victory garden has returned as a way to teach kids about healthy eating. And knitting is also back, as a way to save money and provide emotional therapy.

The oxymoron of naughty but nice
Consumers have a renewed desire for life’s little pleasures – but their resultant behavior is likely to be tempered by “devil vs. angel” psychology. They want to occasionally indulge, but need to feel guilt free in doing so. Many will happily treat themselves to a pint of Haagen Daaz (Five) knowing that it tastes great – and has reduced fat, and is also additive-free. But ostentatious indulgence is still likely to be out of bounds.

What are the implications for brands?
• Make consumers feel smart. Give them good reason.
• Create a multi-channel brand experience and make comparison shopping easier. The results might surprise you.
• Being traditional can be innovative. How can you make brand heritage feel contemporary?
• Strike up the emotional benefits of the brand and the consumer will play along.
• Indulgence is a permissible sin again – but be careful how you talk about it.

Success is incremental, righteous and calculated – Born into an era of over-scheduling and behavioral structure, Millennials believe they’re less likely to be on a fast track. They view the path to achieving their goals as a more calculated effort that begins with – attending “the right college,” living in “the right location,” getting “the right” job, and identifying with “the right set of values.”

They’re responsibly free to achieve – Unlike their Boomer parents who were more uninhibited and carefree, Millennials have a desire for freedom that’s more balanced with a sense of responsibility. For Millennials, achieving freedom doesn’t include the option to “drop out” or “take risks” – for them, the freedom to succeed is aligned with an entitled sense of purpose and the power of individual choice to become whatever they want to be.

Intangibly driven by the greater good — In contrast to the dog-eat-dog Gen X’ers that came before, Millennials are more “we-driven” and collective in their definition of success. For them, “making it” doesn’t simply equate to the tangible rewards of a luxury car, or owning a McMansion. Success is more likely to be defined by sampling a rich array of life experiences – including culture, travel, innovation, sustainability and the environment.

Growing their personal currency – Millennials are looking to make their mark on the world and work towards enhancing their net-worth and self-worth. To them, money is more likely to be the means than the end. They recognize financial security yields opportunity, and thus, take an active interest in financial strategy. They’re looking to take control of their finances, and meet their financial goals – so they can become “enriched” in a broader sense.

Implications for marketers:

1. Deliver M-power: Millennials embrace brands that help nurture their dreams and build confidence along the road to success.
2. App-rehend them: Build smart-phone applications that provide them with the ability to achieve quick wins and be more productive.
3. Get digi-with-it: To intercept Millennials, a brand needs to hang out in the spaces where they virtually spend their time online – creating user generated content, viewing online video, chatting or social networking.
4. Be a belief symbol: Millennials are more likely to seek out a relationship with a brand that promotes and connects with their values, rather than brands that just promote an image of status.

New Earthkeepers OOH

Being green is not a fad – it’s now officially a trend. In the past two years the number of green-minded consumers has increased from 12% to 38% – and the overall desire to be “greener” has become a universal need with over 90% of consumers believing that “environmental responsibility” is important. By 2010 the green market is projected to reach $400 billion. Given its growing significance and relative profit potential, we dug deeper to better understand the implications of being green for marketers:

1. There Are Shades of Green
There are no green strereotypes, and the widely held belief that green means granola-chasing tree hugger is just not true. According to Earthsense, there are four distinct green consumer segments: “selectives,” “habituals,” “believers” and “enthusiasts” – each with their own unique set of varying green attitudes, characteristics and buying behaviors.

2. “Green Consumer” is an Oxymoron
Consume is the exact opposite of what a green-minded consumer tries to do – being green is driven by preserving resources, not consuming. Today, green has a double meaning with consumers looking to save the planet and save money, as they look for ways to weather the recession – especially among the “enthusiasts.”

3. It Isn’t Easy Being Green
There are significant barriers inhibiting the mainstream adoption and growth of green-products: including, perceived performance, convenience, and cost. In addition, consumers are skeptical of companies that claim to be green and they’re increasingly wary of “greenwashing.” What’s driving the consumer hesitancy is that only 2% of green products have a truly legitimate claim.

4. Don’t Call Me Green
It’s wrong to call someone that thinks and behaves green…well, green. Green has become a dirty marketing word to sell products. Green consumers prefer to be called sustainable, eco-conscious or environmentally friendly, given that’s their endgame.

What are the Implications for Marketers?

• There’s no on one-strategy-fits-all green solution – take a targeted approach to increase green relevancy
• It’ll take a “green plus brand benefit” approach to overcome consumer barriers to trial
• The “greenest” segments will most likely shrug off your marketing efforts, no matter what
• Educate to motivate, so that consumers won’t wonder about what makes your brand green
• Be green, act green, market green, but don’t say green in your marketing

photo credit: Aliya Hallim-Byne

Last week I had the honor of participating in a panel at the New York Times building and the opportunity to talk about “Marketing in a Recession.”

The event was sponsored by outprofessionals.org, moderated by Stuart Elliott of the New York Times, and featured panelists Rachel Sklar (photo: right), editor-in-large at Mediaite, and Stephanie Blackwood (photo: left), co-founder of Double Platinum.

When the first question was thrown out and I was asked “how’s the recession impacting the consumer?” – there was one thought I just couldn’t get out of my mind. In responding to the question, weighing up the social and economic trends related to this new era of fiscal responsibility – and in thinking about the extensive research we’ve conducted around the country, there was only one thing I could say on behalf of the consumer:

“It feels like a thousand days of pain.”

What I was thinking about harkens back to the “unofficial” beginning of the Great Recession in August 2007 when the news about the sub-prime crisis first broke – and when consumer sentiment began its rapid descent. And in looking into the foreseeable future my thoughts about the consumer were projected through to around May 2010, when perhaps, consumers might universally start to feel better about life again.

But to be clear, I wasn’t just talking about the one-out-of ten Americans who are without work, or the nearly one-out-of-five homeowners who are at/or near “underwater mortgage” levels. I had every consumer segment in mind, including the wealthy, middle and lower income groups – across a diverse spectrum of consumer segments, including Caucasian, Hispanic, African American, even GLBT consumers – and beyond.

I was thinking about how the consumer feels about today’s everyday reality and their diminished discretionary spending power, as compared to the “old days” of liberal consumption fueled by easily attainable credit. By contrast, I was contemplating the emergence of the “new normal” – where frugality rules (yes even among millionaires!) and almost all purchase decisions become a considered consumption. Even despite the recent early signs of economic hope, I talked about how “prudence” as a shopping behavior is more likely to linger for another 6-9 months, even after consumer sentiment begins to rebound.

I projected forward in how I believe consumers are likely to continue exhibiting “spending paralysis” and “unconsumer” like behavioral characteristics. For example, in the year ahead, I suspect that consumers will continue to be more likely to save and reduce their personal debt levels, than spend. Or consumers may look for ways to renew and renovate, as opposed to always buying new. And if they do spend, they’ll rather trade down, or make more distressed purchases only when absolutely necessary – and perhaps at best, splurge on the smaller and more affordable every day luxuries.

But rather than commiserate with the challenges – my thinking transitioned onto the opportunities for marketers during this Great Recession. In striking a more optimistic tone, I argued that consumers might occasionally break out of their spending malaise, but to do so, they would have to feel that the purchase “is really worth it.” I echoed the sentiment that a brand will have to go out of its way to engage consumers in a highly relevant way for this to happen – but that it won’t just occur by applying the same old tricks of traditional mass marketing.

With all this in mind and following a spirited debate among the panel members, the Q & A commenced and the conversation focused on the potential for marketers and agencies to successfully navigate the days of pain ahead. Based on my observations, here’s where I think the collective power of wisdom netted out, in identifying seven key themes to winning in a recession:

1. Innovation is a prerequisite
2. Take a risk: not taking one is more risky
3. Focus is key, differentiate or die
4. Deliver more value through enhanced benefits, not lower price
5. Don’t forget the fundamentals – trust and authenticity
6. Targeting precision beats mass efficiency
7. Communicate your brand’s values

Hopefully, the attendees left the event with a renewed sense of optimism and perhaps a better understanding of how to navigate the recession. Although at a minimum, I suspect many had made a mental note of May 2010 in calculating there are now only 250 days of pain to go!

Either way, what was clear to all – is that the thousand days of pain will have a profound impact on the consumer and that will likely change their purchasing behavior forever more.

1. Yippiedom is part of a cultural cycle.
For Gen Y, being a Yippie parallels days gone by with a war that harkens back to the ‘60s, an economy that’s reminiscent of the 1980s and a desire for community that’s almost boomer-like. But rather than reject the past, they think it’s cool to pay homage to the generations that came before – and feel that it’s OK to learn from those prior experiences. They want to embrace establishment, not reject it.

2. There’s an unrequited love for nostalgia.
For New Yippies, much of their culture is shaped by events they’ve heard about but never experienced. From throwing ‘80s prom-themed parties to identifying with the era of pop music and MTV, they seek out meaningful experiences that are generationally unifying. However, instead of reinventing the wheel, they’re looking to rekindle “positive cultural values” and celebrate the good old days of the past.

3. Retro-chic is in.
From skinny jeans, to the timeless appeal of a Tiffany’s peace necklace, neon-colored tights and peasant tops, Yippie hipsters are shaping their style choices based on authenticity and the best of yesterday. Gen Y Yippies seek out the “new vintage” clothing from stores like Lucky Brand Jeans and American Apparel. And while they want to create a new sense of identity – they may even look to nearly new stores to find real “classics” from a bygone era.

4. There’s a powerful desire to feel connected and liberated.
Yippies are looking to connect online and foster relationships outside of the digital space. They want to break out of the confines of the stereotypical labels such as “entitled, self-absorbed and selfish.” They embrace the digital world, but in many ways, view technology as the means to the ends. Yes, they’re the Internet generation, but they also want real experiences, and to be part of music festivals and free-spirited flash mobs. Spontaneity rules.

What are the implications for brands?

• To increase relevancy, discover your brand’s inner vintage – and it will be cool for a whole new generation of highly influential Yippies.

• Find ways to fulfill the need for community – online and offline, by connecting the digital space to live events.

• Use social media to facilitate and enhance experiences in “real life.”

• Always be authentic. Striking the right balance of contemporary and classic allows Yippies to express their self-identity and connect with the nostalgia of the past.

But why’s being simple, so brilliant?

It’s because in an undifferentiated world, being clear about what you stand for is how you get to own something – get talked about and become ultimately engaged.

Seriously, if you can’t boil down the brand idea into a word or two, then perhaps you don’t really have a strategy.

Think about this way. If you can’t clearly tell a brand story and translate it into a single-minded POV – then how do you expect creative teams to develop work? And what do you expect a consumer to take away from a brand message when you’re asking them to remember five things? These days, no one has the time or the patience for an over-intellectualized and complex definition of strategy. Complexity breeds vagueness, uncertainty, and ambiguity. Simplicity provides clarity, direction and focus.

It makes you wonder as to why every brand doesn’t have a clear articulation of strategy? Why expend the energy to develop a lavishly long positioning idea from the school of peculiarly-penciled- prose that no one understands?

That’s because it’s increasingly hard to be single-minded. It’s really challenging to connect all the dimensions and moving parts of a brand – and to make it all add up to one thing. And it’s a mind twister to find the one-or-two magically unique words that viscerally define the brand.

But yet, some brands have figured it out. BMW stands for “performance.” McDonald’s owns “lovin’ it.” And among our clients for example, Four Seasons is about “perfection.”

So it begs the question, how do you get to a powerful brand idea?

Put simply, it can only happen with a compelling consumer insight and a clear understanding of the brand DNA. That’s where the brilliance lies. That’s how a brand can win today. And getting to that core brand idea doesn’t have to be rocket science.

It can be as easy as the The Rule of One, Two, or Three.

Rule One:
What’s the one word that defines the promise of your brand? If you nail it, stop here.

Rule Two:
If you can’t get it in one word, are there two words that powerfully summarize the brand story. Got it? You’re done, if not, onto the next step

Rule Three:
Can three words sum up the motivations of why the consumer seeks out the brand? Yes – bravo. If no – strike out, game over. Go back to the batting cage – and ask yourself what’s the insight and the brand DNA.

Admittedly, it takes a bit of practice to get it right. But when you do get in right, then watch out, the results can be significant. And then perhaps, at your next strategic at bat you might just inspire creative that hits it right out of the park.

Now, wouldn’t that be simply brilliant?

1. Old is new
A new type of consumer is emerging – the “unconsumer:” who isn’t as quick to default to always buying new. They’re looking to make things last longer (e.g., they repair shoes at a cobbler) and are unashamedly shopping at nearly-new stores. Their “unconsumer” stay-with-the-old mindset also impacts big ticket purchase behavior, influencing decisions like buying “certified used” vehicles vs. new – and remodeling or purchasing older homes over new construction.

2. Goodbye me, hello we
It’s not cool to be self-indulgent and egotistical. An entitled “me-me-me” attitude is becoming less common as the Millennial “generation-we” comes of age, and consumers in general become more connected – and more concerned about finding purpose in life. Racial barriers continue to be broken down – as the growth of cultural diversity and increased levels of mutual acceptance signal a shift to the “collective-we” and the birth of an ethnically rich, new socially conscious Americana.

3. Help yourself rules
Tainted by an era of “greed is good” and abuse of power, consumers are highly skeptical about the motives of corporations – and are especially wary of service providers. Rather than turn to the experts for advice, consumers will increasingly trust themselves to make their own decisions – or seek out the opinion of peers. As a result, consumers are becoming more self-reliant and self-sufficient, in everything from preparing their own taxes, managing their financial affairs, even educating themselves by earning degrees and MBAs online.

4. Openness trumps fear
In the wake of 9/11 fear preyed on the minds of Americans, but since then that fear has gradually receded as consumers have recovered their sense of fortitude and resilience. What has evolved most recently is the increased desire for sharing – and an unleashing of the need to be more self-expressive and to behave less privately. Through their adoption of social networks, consumers have exhibited behavioral therapy in being more outwardly driven, candid in their opinions and less restrained.

WHAT ARE THE IMPLICATIONS FOR MARKETERS?

• Align your brand with the new realities – is it time for an extreme brand makeover?
• Extend the life of your brand by making money out of “re” branding: e.g., repair, resell, renewal, or refill, etc.
• To increase brand relevance, enable consumers to help themselves – e.g., tools, mobile apps, widgets
• Open up your brand and make it part of the community of greater good – otherwise, it will be excluded

It’s a tough question that brand marketers are increasingly being confronted with it – because in today’s dynamic marketplace, the conventional methods of marketing communication are much less effective than they used to be. The sledgehammer approach of giving consumers a highly orchestrated whack around their collective mindsets doesn’t work anymore. Consumers are becoming immune to marketing – they’re zoning out the messaging and media blur that’s before them. They’re increasingly becoming advertising savvy and putting their marketing defense mechanisms on full alert. And they’re smarter because of how they’ve adapted to the new reality:

• Consumers know how to tune into the content they want – and how to filter out the messages they don’t want to receive.
• Consumers possess the technological aptitude and capability to pretty much do what they want, when they want.
• Consumers get to pick and choose how to interact with and transact with brands.
• Consumers seek out relationships with the brands that best demonstrate they understand them.
• Consumers fully engage brands that engage them and connect with them on their own terms.

What Brands Have to Recognize
Brands have to accept that the consumer is in total control. They’re in control of how they want to be communicated to – and they’re gaining control over the conversation about the brands. It means the rules of the marketing engagement have changed. Brands today can’t use the same old tricks to win in this brave new world of marketing communications.

There are new rules for brands to abide by – they need to recognize two important things:

1. Firstly, it’s not enough to develop an integrated strategy that’s just based on communicating the optimal message and using the optimal media delivery system – infiltrating the consumer’s mind requires an understanding of when they’re most open to receiving a communication
2. Secondly, the traditional approach to advertising is based on how to connect a brand with the consumer – whereas today the reverse is true; creating an opportunity for engagement takes an understanding of how to connect the consumer to the brand.

This Necessitates a New Mode of Marketing
Winning today requires a new way of thinking.  It takes a new approach to communications that puts the consumer at the center. It means understanding how a consumer interacts with content and media – and seeing the world from their perspective. It also means the brand has to find a way to connect with the consumer in a different way, by operating in the space where culture and technology converge. It boils down to understanding the aperture of receptivity:  when is the consumers most open to a message or encounter?

Today, brands have to recognize and identify the modal state of mind a consumer is in at the potential moment of connection – and gauge as to whether, when and how the consumer will invite the brand into their world or mind space.

At Mullen, we’ve discovered how to do that by making a major breakthrough in connections strategy. We’ve found a purpose driven and unbound way of shaping messaging and communications strategies that engage the consumer when they’re most receptive.  What we’ve developed is a new and innovative way of thinking about marketing communications – we call it the Modes Of The Mind™.

The Modes of the Mind™
Over the past several months Mullen has carefully observed cultural developments, conducted proprietary research and has tapped into the cognitive and behavioral sciences, to identify the seven modes that define a consumer’s mind state, receptivity and behavioral activity:

Through our studies we’ve found the seven Modes Of The Mind™ are linked to a derived satisfaction – that’s connected to how a consumer interacts with content and technology. Knowing what combination of light bulbs to turn on in the consumers’ minds eye is the key. Aligning an understanding of the potential for modal receptivity with the most relevant content and appropriate distribution engine, is how to a brand can infiltrate the consumer psyche.

Through our work and research learning, Mullen has discovered that The Modes of the Mind™ approach to marketing communications sparks powerful consumer connections and impacts behavior – by influencing how a consumer thinks, feels, and acts. It leads to a heightened potential for communications that penetrates the conscious and subconscious mind – to drive action.

A brand can achieve that by mining culture and understanding human nature – to identify the apertures of the mind that are most open and unlock the potential to create enhanced relationships. Through the Modes of The Mind™ approach – it’s possible to change the brand relationship paradigm from marketing monologue to conversational dialogue and to become part of the consumer’s world in a highly relevant way.

What a Brand Can Do

And so to answer the question: how can a brand win in the changing marketing communications environment of today?

The answer is – think modes, think content, and think distribution systems to create a sphere of influence that impacts the consumer mindset from the inside out.

Let the highest potential mode(s) of receptivity be the driver of messaging and connections strategy – and inform the best way to speak with and engage with the desired target audience constituents.  In making a modal connection, consumers will be more open to your brand and ultimately, more likely to buy into your brand.