The Art and Science of Advertising

The best advertising agencies know that the 'creative' elements of advertising are just the tip of the iceberg - or the 'icing on the cake'. Less visible, but equally important, is the market research and clear understanding of customers' want and needs. Advertising legend David Ogilvy emphasised the importance of researching how customers think in his book Confessions of an Advertising Man.

The science of psychology has a lot to offer too. A fascinating book called Yes! 50 Secrets from the Science of Persuasion uses psychological research to demonstrate how advertising can become more effective by using science as well as art.

Here are just a few examples:
- setting a very high price for one option in the pricing range makes the other prices look very economical. In other words, the £2,000 version doesn't look so expensive any more, once a £5,000 version is added to the range (even if it doesn't sell). This applies to services as well as goods.
- customers are more likely to behave according to what other people do, rather than what they 'ought' to do. In other words, it's more effective to appeal to customers' need to be part of the group than their sense of what's right or wrong. The example in the book is about a campaign to encourage people to re-use hotel towels. People responded better to the fact that other guests were doing this, rather than to an appeal for guests to 'save the environment'.
- loyalty cards with a few free stamps already attached are more likely to be used by customers. (A ten-stamp card with two already attached is more likely to be used than an empty eight-stamp card). Still needs eight more purchases but it's perceived very differently.

These 50 secrets from the science of persuasion can be used by any creative business, not just advertising agencies, to help make any kind of promotion, publicity and sales initiative more effective.

We need to underpin our creative advertising with the scientific facts.

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Get out more !

At the launch party for Creative Times Online, which was full of 'creative industries' people clustering together, I met a civil engineer.

Civil/structural engineers don't normally attend these gatherings of 'creatives' (fashion designers, musicians, writers, film-makers, advertisers, artists, website designers, broadcasters and publishers, graphic designers, performers, computer games programmers, designer-makers, etc.)

So I was intrigued. This engineer was looking for new ideas from outside the world of engineering, by learning from people in other sectors.

I consider that kind of lateral-thinking to be creative.

It reminded me of Peter Drucker's criticism of how people tend to stay within their comfort zones:

"Most [executives] think they are in touch with the outside world if they play golf with the vice-president of another company in the same industry."
- Peter Drucker. Management Guru. (Financial Times. London. 16 November 2004.)

In contrast, the most effective (and most creative) people learn from other industries and sectors. (See article on Lateral-Thinking Leadership.)

I then looked around the room and wondered how many of these 'creative' people ever go to gatherings of engineers, hoteliers or bankers in search of new ideas, business methods, or customers.

Probably very few.

We should get out more.

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