Help the Man who will Never See an Aston Martin DB6

Well yesterday I got some pretty good feedback on my practise analysis, so I decided to implement it and write another one today. Just one day to go until the exam!!!

Here’s todays ad:


Image Credit: Publicis, Brussels, Belgium

Psychology of Target Consumers

The target audience has no dempgraphic particularities. Instead, it is targetted at people who believe they share the responsibility for the welfare of others and who have the intention to donate to charities. It also targets everyone in that it intends to promote the attitude that donating to charitable causes is good.

The advert from a consumer psychology perspective

The advert contains a bit of puzzle. It draws attention through the iconic Aston Martin. Reading the slogan then draws attention to the blind man walking by and the cause of the ad. When the consumer considers the meaning of the ad, they become aware that the blind man will never see the sensory pleasure of the DB6. This is meant to create feelings of guilt and compassion. The compassionate mood should ideally encourage the consumer to donate.

The ad does not use hevy branding, however it does provide cues for consumers intending to donate. The instruction, and phone number for donation presents a clear means of implementation for intending donors. The ad does not address possible competing charities, but does create compelling feelings, and a route for implementation. It would struggle to create an enduring memory trace or drive repeat business.

The Apple Genius

During Apple’s return to the ‘big league’ in the late 1990’s, Steve Jobs paid special attention to how Apple products would be sold to the end user. He didn’t want to see an iMac sitting on a shelf between a Compaq and a Dell; instead he wanted to control the retail experience (Isaacson, 2011). Naturally this allows for greater control of psychological variables, which leads to higher sales performance. I’m going to discuss a few of those variables now, particularly in relation to the language of their staff.

Apple's 5th Avenue, New York store. Image Credit:

Apple’s 5th Avenue, New York store. Image Credit:

Prior to coming to university I handled customer support in a well-known retailor of computer equipment. I will say now that we were not the most helpful at getting the users device back up and running. Because this was a regular occurrence, we developed a language and a manor of saying ‘unfortunately there’s nothing I can do’. Apple by contrast prohibits the use of the word ‘unfortunately’, and instead they say “as it turns out” (Business Insider, 2012).

What this does is it pronounces fault upon force majeure, instead of placing it upon Apple and their repair process. This brushing off of the guilt directs the customer’s frustrations away from Apple and towards a ‘crap-happens’ perspective.

Another language factor that is controlled is pronunciation of product names. If someone mispronounces iPad, then the iPad will be pronounced the same way the customer has pronounced it (Business Insider, 2012). Since pronouncing is quite a subjective matter anyway, this philosophy respects the customer as an important equal. This would lead to feelings of empowerment and a perception of a good relationship with the Apple brand.

A similar approach has been taken with brands such as GAP. Jobs’ approach of maximum control over the product experience, as well as his meticulous attention to detail, has contributed to the success of Apple, not in the least in the factors described above.

Photo Credit: GAP

Photo Credit: GAP