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]


Last week, I gave the keynote at Google’s marketing conference in New York (which you can read as a cartoon-filled post here). I spoke about how to create “marketing worth sharing” and that technology can’t save a boring idea.

One of the bigger themes of the day was the shift needed in how marketers tell stories. Many of us were trained in the Single Minded Proposition school of marketing, where you succinctly repeat what your brand stands for in every brand communication: “Volvo equals safety”, “Volvo equals safety”, “Volvo equals safety”.

In today’s two-way conversational world with brands and consumers, brand communication is more complicated. We need a variety of messages, and we can’t script every interaction. If we only remind consumers that “Volvo equals safety”, they will quickly tune us out. Rather than cram our SMP into every communication, we need a variety of things to say. Our brands need editorial calendars more than slogans.

This also means that we need to relinquish some of the control in brand communication. When your main brand communication was a single expensive 30-second spot, it made sense that everyone on the extended brand team scrutinized the creative. Now that brands are continuously publishing, the same command-and-control model doesn’t scale. It also doesn’t scale now that much of the communication is generated by consumers.

This communication shift requires a mindset change. In my Google talk, I shared five aspects of this mindset change. I’d love to hear your thoughts on it.

(Marketoonist Monday: I’m giving away one signed print of this week’s cartoon. Just share an insightful comment to this week’s post by 5:00 PST on Monday. I’ll pick one comment. Thanks!)

15 Comments

Tom,
Great post, you’re hitting the nail on the head again. You capture the problem of corporate “we have to get all our messages in there” + “everybody has to have their say” mentality perfectly. I recognize this far too well from a number of companies I’ve worked with. The solution seems obvious, focus on a few strong messages and have the courage to realize that you don’t have to do everything by committee. But it’s difficult to make this happen.
Thanks, Pontus

Great post and cartoon, Tom, and I have read and tweeted your Google talk.

Pontus has absolutely identified the problem. It’s very hard for companies to move from a command and control messages position to a looser, more informal stance. Especially when everyone in a company has a view on marketing, and if the senior guys are in their 50’s, a very particuar type of marketing.

The communication shift requires indeed a mindset change and one of my favorite points of your article is brands losing part of their control over their communication, with the rise of social media and with much of it being generated by the consumers themselves.

It’s impossible to control where your brand goes. Your brand starts being dispersed, your brand starts being part of the conversation out there. And I think marketers should not fight this but they should embrace it and find ways of working with it.

It’s two aspects: one is the must use shiny, new technology because shiny new technology = relevance = sales aspect (one bit of research I’d like to see is how are tweets driving sales?). Everyone likes the new item, but just because it is new doesn’t mean it is effective.

Second is the idea that consumers care about what we have to say just because they’re following us. This reminds me of the rise of the internet all over again. Everyone who was anyone had to have a website (think Jack Welch’s division website that even had recipes on it that he mentioned in his book). But eventually people realized that nobody was coming. People can only manage about 100-150 relationships and just having a website or having a large amount of follows doesn’t equal brand loyalty or sales. Just because you “follow” a brand, doesn’t mean you’re paying attention to it.

I love the hashtag joke – I’ve actually attended meetings like that …
Giving up control reminded me on a Cyberlion winner from Cannes this year, the Curators of Sweden campaign with their shared Twitter account. Wouldn’t it be cool having a consumer running a brand’s Twitter account for a day or a week?

Tom,
Completely agree on your two aspects. The shiny new toy/technology thing seems to be in no small part powered by a fear of being left behind, or that the competition will get it before you do. But of course “Being first” is a lot less interesting than “Being relevant”. And customers pick that up very quickly.
On your second point, consumers (and decision makers in B2B) cares about what is relevant to the, So your point about having a website or a social media presence without understanding what is relevant to your target audience is spot on, they will not pay any attention to it.

Tom, while I respect your point, you have to admit that “Volvo equals safety” is a heck of a message to have embedded in the marketplace. It has value. When messages get too complex, they become diffuse and lose impact. Much like the hashtag in your cartoon. I like to think that we need clear positioning AND to be open to any conversation that pops up. Positioning may be different for different markets, so targeted marketing may come in different flavors.

Rather than Single Minded Propositions, perhaps our brands need Single Minded Purposes.
In the post 30″ spot era, repeating the same single minded proposition over and over across all consumer touch points sounds like a good way to bore your audience.
I think that strong brands today are like inspirational people. Inspirational people are certainly not limited to only one conversation. Instead, they are multidimensional and have many rich, engaging stories to tell. That said, all their stories and behaviors are united by one fundamental element: a purpose. Strong brands are no longer driven by a single minded proposition, rather, they are driven by a single minded purpose. They have a clear understanding not only of what they do and how they do it, they know exactly “why” they do what they do. Moreover, they successfully communicate their purpose to their audience and this becomes the emotional glue that drives brand loyalty.

Marketing is only a tiny part of the role I play for my company, but I fully intend to take the training part of my job and use your message to the selling team. Just as marketing can not hammer home all points at once, sales can not either. For them to be effective without sounding like a “pitch man” they need to tell a story to the person they are sitting with in that moment. Our brand message in their selling hands needs to be simple, clear and relevant to the listener.

Lisa Richardson Waller makes a good comparison with model homes but, intentionally or not, every brand creates a ‘model home’ that shouts out who is invited and welcome and who isn’t. That’s the psychology of brands.
I think I’ll start a campaign to stand up for marketers. They are constantly berated for getting it wrong, not being up-to-date, sticking to old ‘laws’ or not even having laws and just using ‘judgement’ for Pete’s sake 🙂
It’s time to defend marketing folk – they are often the only part of the company focusing on growth and …. some of my best friends are marketers!