A new bible for a new generation of pitchmen and -women. Young’s treatise makes a fine modern marketing 101 textbook—and at...
“The vast majority of content produced on the internet remains unread, unwatched, unseen, and unheard.” So writes adman Young in this richly illustrated, well-argued manual on how to get the word out.
The 1980s-era bible of the ad industry, Ogilvy on Advertising, writes current Ogilvy & Mather chairman Young, was “a most elegant rant against what [founder David Ogilvy] believed to be a legion of misconceptions about our business,” as well as a primer, if sometimes dogmatic, of how that business works. Young’s book picks up for the new age, with its attention to media that behave in the same way crack does: “instant hits are everything—and it is addictive.” The author sometimes turns to the gimmicky, as with a “content matrix” with aspirational terms such as “magnetic” and “immersive” to describe a subject—content, that is—that the original Ogilvy would have mistrusted. Of great interest to global trend-watchers, though, is the abundance of material Young pulls from the Asian and European markets, such as a brand-building campaign for Nescafé, which may now be the best-known coffee firm in the world. Yet, he adds, global markets are less important in some aspects than saturating local ones, since research indicates that consumers prefer local brands to international ones by a wide margin, though they may continue to buy both. Of interest to anyone seeking to understand how advertisers seek to capture hearts and minds are Young’s concluding predictions for the near-term future: politicians will always lie in political advertising; “the Indian ad market will be the most attractive in the world”; and virtual reality will introduce interesting multimedia possibilities but will not rule the planet. Creative-writing majors wondering how to retire their student loans may take heart, too, in the author’s assurances that “top-notch writing skills will carry a huge premium as they decrease in supply.”
A new bible for a new generation of pitchmen and -women. Young’s treatise makes a fine modern marketing 101 textbook—and at far below textbook prices, too.Pub Date: Jan. 9, 2018
ISBN: 978-1-63557-146-2
Page Count: 288
Publisher: Bloomsbury
Review Posted Online: Oct. 8, 2017
Kirkus Reviews Issue: Nov. 1, 2017
Striking research showing the immense complexity of ordinary thought and revealing the identities of the gatekeepers in our...
A psychologist and Nobel Prize winner summarizes and synthesizes the recent decades of research on intuition and systematic thinking.
The author of several scholarly texts, Kahneman (Emeritus Psychology and Public Affairs/Princeton Univ.) now offers general readers not just the findings of psychological research but also a better understanding of how research questions arise and how scholars systematically frame and answer them. He begins with the distinction between System 1 and System 2 mental operations, the former referring to quick, automatic thought, the latter to more effortful, overt thinking. We rely heavily, writes, on System 1, resorting to the higher-energy System 2 only when we need or want to. Kahneman continually refers to System 2 as “lazy”: We don’t want to think rigorously about something. The author then explores the nuances of our two-system minds, showing how they perform in various situations. Psychological experiments have repeatedly revealed that our intuitions are generally wrong, that our assessments are based on biases and that our System 1 hates doubt and despises ambiguity. Kahneman largely avoids jargon; when he does use some (“heuristics,” for example), he argues that such terms really ought to join our everyday vocabulary. He reviews many fundamental concepts in psychology and statistics (regression to the mean, the narrative fallacy, the optimistic bias), showing how they relate to his overall concerns about how we think and why we make the decisions that we do. Some of the later chapters (dealing with risk-taking and statistics and probabilities) are denser than others (some readers may resent such demands on System 2!), but the passages that deal with the economic and political implications of the research are gripping.
Striking research showing the immense complexity of ordinary thought and revealing the identities of the gatekeepers in our minds.Pub Date: Nov. 1, 2011
ISBN: 978-0-374-27563-1
Page Count: 512
Publisher: Farrar, Straus and Giroux
Review Posted Online: Sept. 3, 2011
Kirkus Reviews Issue: Sept. 15, 2011
BOOK REVIEW
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These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.
A helpful guide to working effectively with people from other cultures.
“The sad truth is that the vast majority of managers who conduct business internationally have little understanding about how culture is impacting their work,” writes Meyer, a professor at INSEAD, an international business school. Yet they face a wider array of work styles than ever before in dealing with clients, suppliers and colleagues from around the world. When is it best to speak or stay quiet? What is the role of the leader in the room? When working with foreign business people, failing to take cultural differences into account can lead to frustration, misunderstanding or worse. Based on research and her experiences teaching cross-cultural behaviors to executive students, the author examines a handful of key areas. Among others, they include communicating (Anglo-Saxons are explicit; Asians communicate implicitly, requiring listeners to read between the lines), developing a sense of trust (Brazilians do it over long lunches), and decision-making (Germans rely on consensus, Americans on one decider). In each area, the author provides a “culture map scale” that positions behaviors in more than 20 countries along a continuum, allowing readers to anticipate the preferences of individuals from a particular country: Do they like direct or indirect negative feedback? Are they rigid or flexible regarding deadlines? Do they favor verbal or written commitments? And so on. Meyer discusses managers who have faced perplexing situations, such as knowledgeable team members who fail to speak up in meetings or Indians who offer a puzzling half-shake, half-nod of the head. Cultural differences—not personality quirks—are the motivating factors behind many behavioral styles. Depending on our cultures, we understand the world in a particular way, find certain arguments persuasive or lacking merit, and consider some ways of making decisions or measuring time natural and others quite strange.
These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.Pub Date: May 27, 2014
ISBN: 978-1-61039-250-1
Page Count: 288
Publisher: PublicAffairs
Review Posted Online: April 15, 2014
Kirkus Reviews Issue: May 1, 2014
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