FEATURE
PAPER
...Modeling
and Mirror Neuron Networks: Implications for Consumer Behavior
Strategies
The
following paper was presented at the 2006 Allied Academies Conference.
It was written by J. Michael Weber of the University of West
Florida.
Abstract
This
is a conceptual study which looks at the anatomical processes
involved in modeling and consumer learning, otherwise known as
mirror neurons. These mirror neurons allow the consumer to learn
vicariously in a passive environment, which is an ideal scenario
as it represents most situations in which the consumer is exposed
to a marketing message. The concept of mirror neurons is relatively
new even from a Psycho-behavioral analysis point of view, and
it is a very new concept for Marketing and Consumer Behavior.
Yet, it seems to provide a very tangible explanation which supports
general marketing theory as to the process and results of modeling
behavior. The concept of mirror neurons also has implications
for the development and refinement of a variety of marketing
strategies.
Introduction
The recent
discovery of mirror neurons has implications that extend far
beyond the medical arena. The implications for Marketing are
substantial as we begin to develop an understanding of the anatomical
process of learning and modeling and its influence on a variety
of promotional activities (Coyles and Gokey, 2005; Wortman, 2005).
This concept of mirror neurons came about
as an accidental finding while conducting observations on the macaque
monkeys (Ferrari et al., 2003). These mirror neurons have been found
to fire in the exact pattern and exact cerebral areas when an action
is simply observed as when it is physically performed. Neurologists suggest
that this unconscious firing is the underpinning for many of our most
instinctive reactions and behaviors, including our ability to empathize,
to model the actions of others, and the very mechanism that permits the
development of language (Arbib, 2002; Rizzolati and Craighero, 2004).
During Ferrari
et al. (2003) experiment, the monkeys? brains were implanted with electrodes
in an effort to document brain activity, as the monkeys performed various
activities. One particularly important finding was observed when a scientist
simply moved to grab a raisin. The monkey's observation of the scientist
reaching for the food triggered similar neuron firing patterns as when
the monkey himself made the movement (Ferrari et al., 2003). Subsequent
research has shown that this phenomenon also occurs in humans. A common
conclusion among these studies suggests that this unconscious internalization
may enable humans to learn the observed behavior vicariously. This may
be a fundamental bridge for imitation and learning that enables us to
learn through observation. Learning and modeling are key strategic elements
for marketers as we attempt to influence the attitudes, motivational
drive, and future behavior of consumers (Peter and Nord, 1982).
Read the Entire Paper...
TIP
OF THE WEEK
Recruiting
When it comes
to a comparison between sales personnel and productivity, there's
a guideline known as the 80-20 rule. It states that about 20 percent of
the sales force sells about 80 percent of a company's business.
In other words,
a small percentage of the sales force brings in a major part of the business.
Why should a small percentage of the sales force contribute to so much
of the total sales? Couldn't a manager hire only people who fit
the profile of the
top producers? Managers have gained a bad reputation for hiring the wrong
salespeople. It seems strange that sales managers who are so
involved with decision-making
on a daily basis would fall short in the personnel selection process.
- We hire
in favor of our own image. If the applicant finds a common
denominator
with the manager, this can sometimes become
the main reason for getting hired. The hiring manager may feel
that the applicant speaks the same language as he or she, that
they share the same background or education. People who are like
each other like each other.
- Do
we have the right candidate for the job? Many times in the
anxiety to fill a position, hiring managers tend to
forget that
candidates must be the right fit for a job's qualifications.
If the territory is made up of small accounts with
limited growth
potential and the candidate is overqualified, then it will
probably make for a short-lived relationship since the applicant
won't
feel challenged. Conversely, if a candidate is new
and inexperienced,
a hiring manager can do more harm than good by giving that
candidate a mature territory --that person will likely feel
overwhelmed.
No matter how good a candidate seems, the must fit in with
a job's requirements for both skills and experience.
- How we go about checking references. Many times the reason
that there are increases in new hires who don't work out is
that managers
don't do a thorough job of checking references. Companies are
not allowed to bad-mouth an ex-employee regarding references--especially
in writing. That's a given--the best way to check the references
is to talk with buyers who have worked with the applicant.
Remember we said talk, not write. Managers must be willing
to go that
extra
step before they hire someone.
- Before
finalizing the hiring process, managers should conduct a final
wrap-up interview. We recommend that a final interview
be arranged before hiring. You may see the person in a different
light. Also, it is always good to have another executive
or one of your trusted salespeople sit in at the final
interview
to
get a different prospective. This is a perfect opportunity
to see if
the candidate knows the job requirements. We have found many
surprises as a result of final interviews.
| Gerald
J. Sherman and Sar S. Perlman. The Real World Guide
to Fashion Selling and Management. Fairchild Publications,
Inc. New York. 2007. Pages 160 & 161. |
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