You are a helpful assistant generating synthetic data that captures *System 1* and *System 2* thinking, *creativity*, and *metacognitive reflection*. Follow these steps in sequence, using tags [sys1] and [end sys1] for *System 1* sections and [sys2] and [end sys2] for *System 2* sections.

1. *Identify System 1 and System 2 Thinking Requirements:*
   - Carefully read the text.
   - Identify parts of the text that require quick, straightforward responses (*System 1*). Mark these sections with [sys1] and [end sys1].
   - Identify parts that require in-depth, reflective thinking (*System 2*), marked with [sys2] and [end sys2].

2. *Apply Step-by-Step Problem Solving with Creativity and Metacognitive Reflection for System 2 Sections:*

   *2.1 Understand the Problem:*
   - Objective: Fully comprehend the issue, constraints, and relevant context.
   - Reflection: "What do I understand about this issue? What might I be overlooking?"
   - Creative Perspective: Seek hidden patterns or possibilities that could reveal deeper insights or innovative connections.

   *2.2 Analyze the Information:*
   - Objective: Break down the problem logically.
   - Reflection: "Am I considering all factors? Are there any assumptions that need challenging?"
   - Creative Perspective: Explore unique patterns or overlooked relationships in the data that could add depth to the analysis.

   *2.3 Generate Hypotheses:*
   - Objective: Propose at least 10 hypotheses, each with a Confidence Score (0.0 to 1.0) and Creative Score (0.0 to 1.0), reflecting originality, surprise, and utility.
   - Reflection: "Have I explored all possible explanations or approaches, both conventional and unconventional?"
   - Creative Perspective: Consider novel angles that might provide unexpected insights.

   *2.4 Anticipate Future Steps and Obstacles:*
   - Objective: Make predictions, accounting for potential outcomes and obstacles.
   - Reflection: "What challenges might I face? Is my plan flexible for different scenarios?"
   - Creative Perspective: Visualize unforeseen outcomes and adapt plans to make use of them effectively.

   *2.5 Evaluate Hypotheses:*
   - Objective: Assess hypotheses based on feasibility, risk, and potential impact.
   - Evaluation: Refine Confidence and Creative Scores as needed.
   - Reflection: "Am I unbiased in my assessment? Which options fit best with the overall objectives?"
   - Creative Perspective: Identify hidden opportunities or overlooked details in each hypothesis.

   *2.6 Select the Best Hypothesis:*
   - Objective: Choose the most promising, strategic hypothesis.
   - Reflection: "Why does this hypothesis stand out? How does it uniquely address the issue?"
   - Creative Perspective: Consider any underutilized potential in the selected approach.

   *2.7 Implement the Hypothesis:*
   - Objective: Outline actionable steps for testing the hypothesis.
   - Reflection: "Is this plan practical? What resources or preparation are required?"
   - Creative Perspective: Refine steps to maximize effectiveness and yield unexpected benefits.

   *2.8 Monitor and Review Progress:*
   - Objective: Review progress, noting areas for improvement.
   - Reflection: "What’s working well? What could be improved?"
   - Creative Perspective: Look for emerging patterns that could refine future approaches.

   *2.9 Reflect and Capture Insights:*
   - Objective: Summarize lessons learned and insights gained for future reference.
   - Reflection: "What new understanding has emerged from this process?"
   - Creative Perspective: Identify innovative insights or patterns that could be applied to similar challenges.

3. *Generate Text Output with Interleaved System 1 and System 2 Responses:*
   - Use the tags [sys1] and [sys2] throughout.
   - Aim for a lengthier, detailed response. Combine both direct, straightforward *System 1* insights and reflective, deeply analytical *System 2* segments to capture a blend of quick observations and thoughtful analysis.

---

### *Example Input Text:*

You are tasked with analyzing a sudden shift in customer preferences in a tech market. There has been a noticeable decline in demand for physical devices, with customers increasingly interested in digital-only options. The challenge is to understand this shift, generate hypotheses for why it might be occurring, and explore potential strategies for adapting to this new trend.

---

### *Processed Output with System 1 and System 2 Thinking:*

The tech market is experiencing a shift in customer demand, moving away from physical devices toward digital-only options.

[sys1]
Customer demand has shifted from physical devices to digital-only options.
We need to understand why this change is happening and find strategies to address it.
Key factors may include cost, convenience, and technological trends.
[end sys1]

[sys2]
**2.1 Understand the Problem:**
The goal is to understand the underlying reasons for the shift in demand from physical devices to digital-only options, then develop a strategy to adapt.

*Reflection:* 
"I understand that preferences are changing, but what might be driving this? Is it primarily cost, or are there other factors such as convenience or sustainability?"

*Creative Perspective:* 
"Could there be a larger trend in digital minimalism or a preference for eco-friendly solutions that we’re missing? What unseen motivations might explain this shift?"

**2.2 Analyze the Information:**
There are multiple possible factors driving this shift, from economic influences to cultural shifts. It’s essential to isolate each factor and understand its impact.

*Reflection:* 
"Am I fully considering the various economic and social influences? Could there be a technological factor, like better internet speeds, that makes digital-only products more accessible?"

*Creative Perspective:* 
"Are there patterns or trends in other markets that could shed light on this shift? Could this be part of a larger trend toward virtual experiences?"

**2.3 Generate Hypotheses:**
1. Customers prefer digital options due to lower costs. (Confidence: 0.8, Creative: 0.4)
2. There’s a growing trend toward minimalism and reduced physical clutter. (Confidence: 0.7, Creative: 0.7)
3. Digital products offer greater flexibility and ease of use. (Confidence: 0.6, Creative: 0.6)
4. Environmental concerns are pushing consumers away from physical goods. (Confidence: 0.6, Creative: 0.8)
5. Advances in tech make digital-only options more functional. (Confidence: 0.8, Creative: 0.5)
6. Pandemic-era remote work increased demand for digital solutions. (Confidence: 0.7, Creative: 0.6)
7. Media coverage of the environmental impact of physical devices affects preferences. (Confidence: 0.5, Creative: 0.7)
8. There’s an increase in global digital literacy, expanding market access. (Confidence: 0.6, Creative: 0.6)
9. Customers view digital as more convenient and scalable for future needs. (Confidence: 0.7, Creative: 0.5)
10. Younger consumers prefer the aesthetics and convenience of digital products. (Confidence: 0.6, Creative: 0.6)

*Reflection:* 
"Have I considered all possible influences? Are there any surprising factors that could explain this shift?"

*Creative Perspective:* 
"Could specific social trends, like the rise of influencer culture or digital-first lifestyles, be influencing customer choices?"

**2.4 Anticipate Future Steps and Obstacles:**
*Objective:* Anticipate possible challenges, such as resistance from segments still preferring physical products.

*Reflection:* 
"What market obstacles might we face if we shift our focus to digital-only? Are there sub-segments that still prioritize physical products?"

*Creative Perspective:* 
"Could expanding digital options help us reach a more global audience? Are there emerging trends that we could leverage in our strategy?"

[end sys2]

[sys1]
To address this shift, consider a strategy that incorporates both digital-only offerings and educational campaigns about the benefits of digital solutions.
Use insights from customer feedback and current trends to guide product development.
Focus on flexibility and adaptation to cater to different customer segments.
[end sys1]


Amazon has an ever-growing share of the advertising landscape. Brands generally understand how to activate on the media side, which has become much easier than it was but there’s still a lot of uncertainty across the platform as a whole. Let’s look at some of those challenges.

The art of Amazon for brands

On paper, Amazon’s search works in a similar way to Google or Bing but it’s far from the same. The keywords you’re bidding on in Amazon can be different to those on the more traditional search platforms. Also, there’s no impact on organic from paid activity on Google and Bing, which means you could (in theory) ‘own’ the natural term and not bid on the paid term – or vice versa.

While no-one really knows exactly how Amazon’s algorithm works – except Amazon, of course – natural ranking does seem to be impacted by historical sales volume, so selling more pushes you up the organic rankings. A sensible way to increase sales volume is through paid search; there is a method but keeping up requires vigilance, and this can be a challenge in itself.

Taking the long view

While Amazon still has a long way to go to catch up with Google and Facebook, its advertising business is growing rapidly. The ad product is yet to reach its full potential but the business isn’t afraid to try new things. In the meantime, search, and, increasingly Amazon DSP, give it a very solid core proposition.

In the latter case you can take a particular audience segment, such as new mothers, that demonstrably fall into that category, given their purchase behaviours on the platform. Amazon then places your ad within and/or outside of its walled garden against people they know have bought certain things. It’s a smart approach but really it should be assessed against any other data set that you get in the marketplace, whether that’s shopper data or loyalty card data etc.

Amazon doesn’t look at it this way, of course. It doesn’t want its own data to be compared to a broader set of competitive data sources in that part of its offering. Rather, it wants to present a joined-up offer, as one big buy to brands that builds on the power of its premium search proposition. Therefore, connecting the dots requires your own detective work.

Thinking beyond silos

It’s a hugely challenging environment simply because there are so many factors to consider, many of which aren’t directly related to the media or even advertising: there’s supply chain, pricing, managing reviews, the list goes on, and many considerations will be specific to the product you’re selling. The key question for many now is: how can they join together all the parts of their business on the platform?

Subsequently, there’s an ongoing discussion within brands over where the primary responsibility for Amazon lies – should it be sales, sales planning, marketing, or something else entirely? If you don’t have a single point of contact for an ecosystem as complex as Amazon, you’re stuck having to align across multiple departments, which is often easier said than done.

Amazon requires a very specific skillset, and clearly it makes a lot of sense for brands to bring senior specialists in-house. Most significantly, they will understand which partners are needed to get the most out of the platform. This investment helps ensure processes are aligned across the (very) many moving parts, spanning all touch-points – both digital and physical.

Brands also understand they need agency resources to help them with strategy and, critically, to execute quickly because Amazon is becoming an increasingly competitive space.

Clearly, Amazon has a long term strategy and isn’t going to sit on its laurels. In November last year, Jeff Bezos made the point to staff that the company is not too big to fail. It isn’t afraid to experiment with products, business models and indeed whole new market propositions. For every Echo there’s a Fire Phone but this willingness to try new things – and sometimes fail – certainly extends to its advertising offer.

This means brands can equally never afford to stand still because they can be sure Amazon won’t. Never assume that you ‘get’ Amazon because it’s almost inevitable the goalposts will keep shifting.

Continue the conversation

Tom Cijffers

Tom held senior roles at two of the best-known agency networks in the world before moving to Artefact to help deliver on its ambition to become the biggest independent marketing group in the world.

He spent 16 years at ZenithOptimedia, rising through the ranks to become UK managing director, also sitting on the combined UK and worldwide management board. Tom then crossed the Atlantic to spend three years as chief client officer USA at WPP’s MediaCom, before returning to London to lead the newly formed Artefact UK.