“WE ARE NOT THINKING MACHINES THAT FEEL; RATHER, WE ARE FEELING MACHINES THAT THINK.” – ANTONIO DAMASIO
What is Brain Based Marketing?
What is Brain Based Marketing? is the topic of your new episode of Buying Nature TV.
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How to have your own TV Show
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Transforming a business
Here is another episode of Buying Nature Tv
What is the difference between change and transformation in business? Shahar and Nashlah will show you the answer plus the best in Brain based selling and consumer behavior to market your business. Check back every week!
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The impact of color on consumer behavior
Great video on the impact of colors on consumer behavior.
Rajesh Bagchi, associate professor of marketing in the Pamplin College of Business at Virginia Tech, and co-researcher Amar Cheema from the University of Virginia study how red and blue background colors on websites or on the store walls influence consumers’ willingness to buy. Their research looked at the impact of color on three settings: auctions, negotiations, and fixed-price settings, such as retail stores.
Be Careful How You Praise People
In an experiment, people who had been praised for their decision-making skills were 40% more likely to escalate their commitment to a bad decision (in this case, a bad hire) than people who hadn’t been praised. But those who had been praised for their creativity, rather than their decision prowess, were 40% less likely to escalate their commitment than those who hadn’t been praised, says Adam Grant of The Wharton School. The experiment, by Niro Sivanathan of London Business School and others, suggests that any time you give positive feedback for a skill or trait, the person being praised is at risk for becoming overconfident in that particular domain, Grant says.
Create Connections in Business, Brain Based Selling Tips [BuyingNatureTV #3]
Another episode of Buying Nature TV for you
http://www.buzzbuuster.tv Keep it simple in business, create connections and adapt. NeuroMarketing tips from nature for you to grow your business.
Why You Might Make a Better Decision After a Quick Game of Solitaire
Research participants were nearly twice as likely to give the correct response to a complex decision-making problem if they were distracted by a simple three-minute number-matching task before being asked for their answers, says a team led by Marlène Abadie of the University of Toulouse in France. A more-demanding distraction had no such effect: Participants had a 75% chance of giving the right answer after the easy task, but just a 40% chance after a tougher task or if there was no distractor at all. During an easy distraction, the brain seems to unconsciously enhance the memory of a problem’s essence, the researchers say.
What Would You Do Differently If You Could See Yourself 20 Years Older?
Undergraduates who had gazed at their 40-year-old selves in virtual “mirrors” were 74% less likely to cheat for extra cash on a subsequent trivia test, says a team led by Jean-Louis van Gelder of the Netherlands Institute for the Study of Crime and Law Enforcement and Hal E. Hershfield of NYU. This and another experiment suggest that one reason people make self-defeating choices such as engaging in unethical behavior is that their ability to imagine their future selves is limited. They’re less inclined to indulge in illegal acts if they can see vivid images of themselves such as the computer simulations presented by the researchers.
Narcissistic CEOs Take Bold Action When There’s an Appreciative Audience
Highly narcissistic CEOs were nearly 3 times more likely than very un-narcissistic leaders to take bold steps to embrace potentially disruptive technologies when media interest in the disruption was high. But when interest was low, the narcissistic CEOs showed no such heightened propensity to act, says a team led by Wolf-Christian Gerstner of the University of Erlangen-Nuremberg in Germany. The research, which analyzed the U.S. pharmaceutical industry when biotech was disrupting it, measured such actions as acquisition of biotech firms as a function of CEO narcissism (calculated by factors including the leaders’ prominence in annual reports). Narcissistic CEOs, who crave admiration, tend to take bold action when there’s an audience that is likely to see their actions as daring, the researchers suggest.
