Behavior modeling: created to understand emotional motivators
Behavioral modeling opens the gates to influential brands. You might think of it as a model of consumer behavior, but that is not half the story.
The brand anthropologists at Stealing Share created predictive behavior modeling as a springboard to persuasive brand creation. This behavior modeling clears away clutter and reveals the prime emotional motivator that controls your target audiences.
No other branding agency uses behavioral modeling or understands how humans are prisoners to their belief systems. We invented behavior modeling brand science.
Here are the critical elements of Behavioral Modeling
Processes are visible actions. There is no ambiguity in the process. You witness it happening in real-time. In the Process part of the behavior modeling, the brand anthropologists/strategists identify all the processes the brand owns.
These statements begin with “It is” or “It has.” Some examples of this might be “It is easy to use,” “It has unique properties,” or “Mid-market males prefer it.” This becomes a long and exhaustive list in behavior modeling. At times there will be hundreds of processes identified.
This just starts the behavior modeling process. The next step identifies the motivations that create the processes.
In all cases, without exception, every process serves a need or want. Only sociopathic individuals participate in processes for no reason at all.
Here, in behavior modeling, we tie the processes to your brand. Starting with each process, the anthropologists/strategists ask in our behavior modeling, “What need or want to be caused this to occur?” behavioral modeling thinks of needs as an imperative and wants as more discretionary.
Using one of our examples above, we ask what needs or wants to control the statement “It is easy to use.?”
A few come to mind. “I need more time, or I want life to be easier, or I need to do other more important things, or I want fewer complications.”
In behavior modeling, we note all these needs and want. And we draw a connection from the process to the purpose.
The entire list of processes is exhausted. Documenting all the relationships and creating additional purposes as they arise.
When we complete this part of the behavioral modeling, we have a pristine map of all the needs and wants that control the processes your brand wishes to action. In this list, you will uncover all your marketing messages.
The root of current marketing is identifying a need or want and demonstrating better effectiveness. Other branding companies stop here. They guess at benefits and lack a system to map them expensively. But this is not the secret sauce.
Just as clearly as the relationship between purposes and processes, there is a causal relationship to precepts (beliefs). What we BELIEVE to be true creates and controls every need and want we maintain—every single one.
The behavior model maps that relationship. Our anthropologists/strategists added an experiential element to this idea of precepts. Precepts are the real magic of precepts. First, they are not category-specific. They are universal in their scope; This means that a precept might be more emotionally intense in your specific category, but that belief system controls and creates other purposes and behaviors outside of your category.
Another word of caution. So intensely held are precepts that they serve as a personal definition. In short, we are what we believe to be true. Attack a belief, and you are attacking that person.
Behavioral modeling, but precepts do not need to be true. Truth is immaterial. If you believe them, they are powerful.
So the anthropologists/strategists concentrate on the entire list of purposes. They probe into each one and ask profound questions: “What do you believe about the world that created that purpose— that need and want?
We map every purpose to a precept. And because our anthropological hypothesis states a belief will control many purposes, we find that vision reinforced. We may end up with more than 100 processes. A
nd we will have a third of that number as purposes and precepts, less than one-quarter of the number of purposes. The goal is to find a ruling precept. One precept seems germinal to this category. But we never guess.
Our researchers at Resultant Research invented a methodology to test the intensity of the precepts. We can compare intensities and uncover the most emotionally intensive of all.
This science is the root of our persuasive branding. The brand has two options. It can create a new belief or align itself with an existing belief. We look for the latter. It is more cost-effective.
Brand Narrative and Personality in Behavior Modeling
Many branding agencies talk about the Idea of a brand narrative. The idea is to visualize the brand as a person. Stealing Share moved the playing field on these old-school branding companies through our behavioral modeling.
We create the brand narrative around the identified ruling precept. We construct a brand theme line expressing that belief. We design a logo that exemplifies that precept. As an identity, it becomes more about the customer than the brand identity old-school brand-building claims.
We build your brand with a ruling precept; choosing a different brand becomes an emotional conflict. It is akin to emotional suicide. We prefer things we believe to be self-reflection. This is the persuasive brand rule of thumb.
We prefer something that reflects our ruling belief— all things being equal. All things being equal behavioral modeling does not let the brand entirely off the hook with amenities and benefits.
But it amplifies those advantages 1000 times when wrapped in the new brand.
The brands Stealing Share creates embody the ruling precept— the precept claims the highest emotional intensity in the category and tells those you must influence not only what it is but why it exists—raw and unbridled brand power. We insist on it.