decision making

by: Roger Dooley

We recently covered new research that showed an interesting inversion of feelings about decisions in our post, Simple Marketing for Complex Products. Simply put, individuals were happier with decisions about complex issues that were made intuitively, but were also happier with decisions about simple issues that had been carefully analyzed.

by: Roger Dooley

New neuroscience research shows that older individuals are less affected by the possibility of losing money than younger people. Gains, meanwhile, are equally attractive to both groups.

Gregory Larkin at Stanford University in California, US, and colleagues compared the way the over 65s respond to losing and winning, compared with people aged between 19 and 27.

by: Roger Dooley

The more complex a decision is, the more thought and deliberation it requires, right? As intuitive and seemingly obvious as that statement seems, new research shows that it’s not true, at least in some kinds of situations.

by: Jon Miller

Strewn around my house are pens, coffee cups, calculators, USB memory sticks, and assorted swag from various companies I've met over the years. What is the purpose of all this stuff? Does having a leather portfolio with a vendor's logo on it make me more likely to buy their products?

by: David Wigder

Understanding consumer behavior is critical for any marketer, and is especially important in regard to environmental products and services. 

by: Roger Dooley

By: Roger Dooley

Neuromarketing and Pricing. Why do people sometimes set prices that are too high, and then stubbornly stick with them despite evidence from the marketplace that the price is indeed wrong?

by: Guy Kawasaki

by: Roger Dooley

Any parent whose kids have reached teenage years can tell you that teens think differently than adults. Now, neuroscientists are finding just how differently the teen brain works.

It’s no great surprise to marketers, or even most semi-aware humans, that people often make decisions based more on emotion than on rational processing of information. Oddly, for decades economists ignored this apparent truth, assuming that business managers strove for maximum profits, buyers and sellers slid smoothly along supply and demand curves until they intersected, and so on.