Convincing, insightful, and possibly revolutionary marketing advice.
A business book makes a case for values-based marketing.
Marketers have long relied on demographics, such as age, gender, and marital status, to define specific audiences. Applying psychographics that include attitudes and aspirations helps refine audience segments. But according to researcher and international speaker Allison, how people actually behave comes from understanding human values—something he has built a research company around, using more than 750,000 global surveys to develop a “Valuegraphics Database” of 56 values that funnel into 15 “Valuegraphics archetypes.” This is more than merely marketing mumbo jumbo; Allison offers a solid, compelling argument for why his approach is sensibly relevant. Not surprisingly, the first part of the book is designed to wean marketers off their devotion to demographics. Characterizing demographics as “the Dewey Decimal System of humanity,” Allison notes they are useful for classification, but “there’s no link between what people are and what they’ll do next.” With that as the basis for fundamental change, in Part 2 of the volume the author uses examples and cites scientific research to show how and why values hold the key to human behavior. Allison explains the rationale behind the Valuegraphics Database and identifies the 56 human values he says can be applied globally. Part 3 is particularly intriguing; here, Allison takes readers on an informative tour, demonstrating how Valuegraphics are similar and different across the world’s various regions. Part 4, characterized by the author as a “DIY Valuegraphics Toolkit,” provides a detailed, four-step process that includes the raw materials a marketer needs to construct a “Valuegraphics Profile.” Part 5 eloquently defines and describes the 15 “data-driven archetypes,” such as “The Seekers,” “The Creatives,” and “The Savers,” that Allison believes represent broad categories encompassing the values identified for specific audiences. Finally, Part 6 is a valuable compendium of “case stories” illustrating how the Valuegraphics methodology can be applied in various real-world situations. The author writes with clarity, passion, and unbridled enthusiasm for “the power and potential of a values-driven view of humanity.” He generously shares information about Valuegraphics with the fervent hope that marketers will embrace his thinking.
Convincing, insightful, and possibly revolutionary marketing advice.Pub Date: Nov. 29, 2022
ISBN: 9781544534619
Page Count: 376
Publisher: Lioncrest Publishing
Review Posted Online: Jan. 25, 2023
Kirkus Reviews Issue: April 1, 2023
Review Program: Kirkus Indie
BOOK REVIEW
Striking research showing the immense complexity of ordinary thought and revealing the identities of the gatekeepers in our...
A psychologist and Nobel Prize winner summarizes and synthesizes the recent decades of research on intuition and systematic thinking.
The author of several scholarly texts, Kahneman (Emeritus Psychology and Public Affairs/Princeton Univ.) now offers general readers not just the findings of psychological research but also a better understanding of how research questions arise and how scholars systematically frame and answer them. He begins with the distinction between System 1 and System 2 mental operations, the former referring to quick, automatic thought, the latter to more effortful, overt thinking. We rely heavily, writes, on System 1, resorting to the higher-energy System 2 only when we need or want to. Kahneman continually refers to System 2 as “lazy”: We don’t want to think rigorously about something. The author then explores the nuances of our two-system minds, showing how they perform in various situations. Psychological experiments have repeatedly revealed that our intuitions are generally wrong, that our assessments are based on biases and that our System 1 hates doubt and despises ambiguity. Kahneman largely avoids jargon; when he does use some (“heuristics,” for example), he argues that such terms really ought to join our everyday vocabulary. He reviews many fundamental concepts in psychology and statistics (regression to the mean, the narrative fallacy, the optimistic bias), showing how they relate to his overall concerns about how we think and why we make the decisions that we do. Some of the later chapters (dealing with risk-taking and statistics and probabilities) are denser than others (some readers may resent such demands on System 2!), but the passages that deal with the economic and political implications of the research are gripping.
Striking research showing the immense complexity of ordinary thought and revealing the identities of the gatekeepers in our minds.Pub Date: Nov. 1, 2011
ISBN: 978-0-374-27563-1
Page Count: 512
Publisher: Farrar, Straus and Giroux
Review Posted Online: Sept. 3, 2011
Kirkus Reviews Issue: Sept. 15, 2011
BOOK REVIEW
IN THE NEWS
These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.
A helpful guide to working effectively with people from other cultures.
“The sad truth is that the vast majority of managers who conduct business internationally have little understanding about how culture is impacting their work,” writes Meyer, a professor at INSEAD, an international business school. Yet they face a wider array of work styles than ever before in dealing with clients, suppliers and colleagues from around the world. When is it best to speak or stay quiet? What is the role of the leader in the room? When working with foreign business people, failing to take cultural differences into account can lead to frustration, misunderstanding or worse. Based on research and her experiences teaching cross-cultural behaviors to executive students, the author examines a handful of key areas. Among others, they include communicating (Anglo-Saxons are explicit; Asians communicate implicitly, requiring listeners to read between the lines), developing a sense of trust (Brazilians do it over long lunches), and decision-making (Germans rely on consensus, Americans on one decider). In each area, the author provides a “culture map scale” that positions behaviors in more than 20 countries along a continuum, allowing readers to anticipate the preferences of individuals from a particular country: Do they like direct or indirect negative feedback? Are they rigid or flexible regarding deadlines? Do they favor verbal or written commitments? And so on. Meyer discusses managers who have faced perplexing situations, such as knowledgeable team members who fail to speak up in meetings or Indians who offer a puzzling half-shake, half-nod of the head. Cultural differences—not personality quirks—are the motivating factors behind many behavioral styles. Depending on our cultures, we understand the world in a particular way, find certain arguments persuasive or lacking merit, and consider some ways of making decisions or measuring time natural and others quite strange.
These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.Pub Date: May 27, 2014
ISBN: 978-1-61039-250-1
Page Count: 288
Publisher: PublicAffairs
Review Posted Online: April 15, 2014
Kirkus Reviews Issue: May 1, 2014
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