How Emotional Tugs Trump Rational Pushes

The Time Has Come to Abandon a 100-Year-Old Advertising Model

ORLANDO WOOD BrainJuicer Labs, London orlando.wood@brainjuicer. com

This paper proposes a new model for how advertising works and how it should be measured. It seeks to demonstrate the importance of measuring emotional response to advertising and illustrates the flaws in conventional pre-testing measures of persuasion, cut-through, and message receipt. Drawing on empirical data, it shows how an emotional model of advertising and emotional measurement can lead to greater effectiveness and efficiency and to better planning and decision making.

INTRODUCTION Anyone with an interest in behavioral economics, psychology, and the study of how humans make decisions no doubt will have come across the terms System 1 (fast) and System 2 (slow) thinking. Daniel Kahneman, psychologist and Nobel Laureate, has used Systems 1 and 2 to describe the two mental processes we use to make decisions:
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judgment that comes easily to mind. It is System 1 that explains the automatic processes we use to detect hostility in someones voice, turn our heads when we hear a sudden sound, catch a ball that is thrown at us, and drive seemingly unthinkingly to work in the morning. It is System 1 thinking that is responsible for many of the every-day decisions, judgments, and the purchases we make. Systems 1 and 2 have some fairly fundamental implications for the way we think about advertising. The traditional view is that, to be effective, advertising needs to have sufficient cut-through to gain the viewers conscious attention and that he or she needs to process and be persuaded by the message. In other words, we currently think about advertising entirely in System 2 terms: Our System 2 mind, with its limited processing ability, is alerted to a new piece of information that, when processed, persuades us of a brand or products benefits. The logic then goes that when it comes to making a purchase, we use this knowledge to make an informed choice. This thinking dominates the research industrys advertising testing measures: persuasion, brand linkage, cut-through, key messagethese are all highly evaluative System 2 measures of advertising, which assume that we are making purely System 2 decisions at the point of sale. This model also assumes that viewers of advertising ultimately buy the advertised product after jumping through a series of cognitive hoops or March 2012

System 1 is a perceptual and intuitive system, generating involuntary impressions and feelings that do not need to be expressed in words. This system is fast to react, automatic, associative, and effortless and learns through repeated experiences and gradually over time. System 2, conversely, is slow to react, effortful, analytical, and rule-governed but flexible enough to assimilate and process new information. If I were to ask you to tell me what 2 + 2 equaled, you would be able to tell me without any effortful thinking (and via System 1 experience) that it was 4. If I asked you to tell me what 17 24 was, you would need to calculate (using rule-governed System 2 processing) that it made 408, unless you were very well-rehearsed in the 24 times table. It is hard work to process information using System 2, however, and our capacity for System 2 thinking is very limited. So, we often are happy enough to trust a plausible (System 1) gut
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For a full description of the two thinking processes, see Kahneman, D., Thinking, Fast and Slow, Allen Lane, Penguin Group, 2011.

DOI: 10.2501/JAR-52-1-031-039

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phases. It is a hierarchy-of-effects model, assuming that we move from unawareness to awareness, from awareness to understanding, from understanding to persuasion, from persuasion to purchase. It is convenient for the research industry to perpetuate this model because it is a linear, sequential, and seemingly logical approach around which it is very easy to structure pre-testing and tracking research. Changes in awareness and attitudes are also easy to measure and provide comfort to marketinga sense of accountability, evenwhen no change in hard business effects such as share or profit gain is seen. This 100-year-old model, which has its origins in early 20th Century face-to-face selling manuals, fundamentally misunderstands the way that the mind works, however, and is looking increasingly outdated.2 We now know that many of our decisions and judgments in real life are not guided by System 2 but by System 1 processing. So, could there be a way of measuring viewers response to advertising that is more predictive of their future System 1 decision making and, therefore, real-world business effects? An important component of System 1 judgment is emotion or affect. Emotion not only influences what we pay attention to but automatically channels our thoughts and makes certain associations accessible to us, simplifying decisions and guiding the judgments we make. Without
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our emotions, we make poor decisions and, in fact, we struggle to make decisions at all. Emotions shape our behavior and
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rational campaigns and that high attention processingwhere the viewer brings conscious thinking to bear on an advertisementis not always necessary and not always sufficient for success.6 It also helps to explain why the simple measure of Liking was found to be a promising measure of advertisings effectiveness by the Advertising Research Foundation (2000).7 This paper describes an important experiment that tests established pretesting measures and an emotional measure8 for their ability to determine in-market effectiveness and efficiency. The paper will show with empirical evidence how simple emotional response is more predictive of business effectiveness than the widely used measures of persuasion, brand linkage. or even message delivery; how emotional response is a better indicator of efficiency than other pre-testing measures, and, therefore, can be used as a highly effective media planning tool; and how a focus on delivering a message can limit the emotional potency of an ad: Efficient advertising is less likely to communicate a specific message than less-successful advertising. HYPOTHESIS It is not difficult to think of examples of brilliant advertising that have been extremely successful in market but that almost fell at the first hurdle when they performed poorly in traditional pre-testing. In 2009, BrainJuicer conducted an experiment to test the ability of common pretesting measures to determine effectiveness.
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our responses to everyday situations. In the last decade, many in the marketing-research and advertising industries have underlined the importance of emotion and its role in advertising. Theories of High- and Low-Attention Processing have been advanced by Robert Heath to explain the role of emotion. He has asserted, We always form an attitude about a decision through emotion and subconscious rational processing before [authors italics] we start to consciously and actively think about it.5 Heath has proposed that television advertising is not goal-driven but stimulus-driven and that our feelings that inform sub- and semiconscious thinking when we watch television ads covertly influence attitudinal change to the brand and, ultimately, a purchase decision. In other words, when we watch advertising, emotional associations develop that later facilitate effortless System 1 decision making at the point of purchase. This helps to explain the findings of Binet and Field (2007) in Marketing in the Era of Accountability: After a thorough analysis of Institute of Practitioners in Advertising (IPA) data, they concluded that emotional campaigns were more profitable than
cognitive processes in a covert manner and thus influence the reasoning and decision-making mode. 4 Damasio recounts the case of a patient with ventromedial prefrontal brain damage who had, to all intents and purposes, lost his ability to feel emotion. This displayed itself in a number of ways. On one icy day he was able to drive calmly and dispassionately past skidding cars involved in accidents all around him, and then on another day he was evidently completely unable to decide between two similarly acceptable alternative dates for his next appointment. His attempts to weigh up the pros and cons of the two dates through pure reason alone meant that he was almost completely unable to make a decision until he was steered in the direction of one of the dates by the hospital staff. Damasio describes how this patients behavior was not influenced by his emotions in the usual way. Descartes Error (1994), pp. 193194 5 See Heath, R. Emotional engagement: how television builds brands at low attention, AdMap Magazine, Issue 507 (2009).

See Heath, R., and P. Feldwick, 50 Years of Using the Wrong Model of television Advertising. MRS Golden Jubilee Conference (2007), From AIDA we get the idea that selling is a sequence, moving a prospect from ignorance to action. Both these formulas were of practical usefulness in the context in which they were developed, but later were applied in situations where they made little sense, by people who had little idea of their origins. 3 Kahneman, in his Nobel Prize Lecture (2002), stated, An automatic affective valuationthe emotional core of an attitudeis the main determinant of many judgments and Behaviors, and Damasio asserts in his book Descartes Error (1994, p. 185), While the hidden machinery underneath has been activated, our consciousness will never know it. Moreover, triggering of activity from neurotransmitter nuclei, [] one part of the emotional response, can bias
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See Binet, L. & Field, P., Marketing in the Era of Accountability. WARC (2007), pp. 89-91 7 See Haley, R. & Baldinger, A. ARF Copy Research Validity Project, Journal of Advertising Research, December/ January (2000) 8 BrainJuicers FaceTrace measure

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An emotional measure also was included in this experiment. Our hypothesis was that established pre-testing measures persuasion, brand linkage, and key message, for instanceactively discriminate against highly effective advertising and that an emotional measure would be more predictive of success. If the hypothesis were supported, this would suggest, of course, that conventional pre-testing was incorrectly punishing potentially effective advertising and would make it very difficult for all but the most willful commissioning client to take it through to market. The emotional measure used was FaceTrace, BrainJuicers measure of emotion, which uses pictures of human faces in different states of emotion to measure emotional response. FaceTrace is based on the work of psychologist Paul Ekman (2003), who has established that there are seven human emotions that we all express in the same way regardless of our background or culture: happiness, fear, disgust, anger, surprise, contempt, and sadness. He has concluded that these seven emotions are the basic emotions hardwired in all of us and required for human existence (See Figure 1).9,10 These emotions and the intensity with which any emotion is felt (the intensity score also takes into account those feeling nothing/neutral) are the key quantitative outputs from the measure. FaceTrace uses faces because they are a direct route to the way people are feeling and they also minimize the evaluative filters that usually are applied by respondents to market-research questions. They
See Ekman, P. Emotions Revealed, Understanding Faces and Feelings. Phoenix, London (2003). 10 BrainJuicers FaceTrace technique won the ESOMARs Best Methodology in 2007 and also the ISBA Advertising Effectiveness Award in 2007. For a full account of its development and a review of other emotional research metrics please see Wood, O. Using Faces; Measuring Emotional Engagement for Early Stage Creative. ESOMAR (2007)
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Contempt

Sadness

Surprise

Neutral Happiness Anger

Fear

Disgust

BrainJuicer 2006

Figure 1 FaceTrace, BrainJuicers measure of emotion.

are intuitive and can be answered with the minimum amount of cognitive effort or System 2 processing. As Kahneman (2002) has explained, the automatic reaction we have to pictures of peoples faces in emotional states is an example of fast (or System 1) thinking.11 The research experiment was undertaken in conjunction with the IPA so that use could be made of that organizations effectiveness data. The IPA Effectiveness Awards are well known as being the worlds most rigorous effectiveness awards. The competition has enabled the IPA to build up a large database of confidential information that can be used to understand how marketing communication works.12
11 See Kahneman, D., Thinking, Fast and Slow. London: Allen Lane, Penguin Group, (2011), pp. 1921 12 The analysis was conducted on behalf of the IPA by Peter Field, an independent consultant, conversant with the IPA

A total of 18 historical television advertisements from IPA submissions from 2006 onwards were tested. Campaigns where television had a weight of at least 50 percent were selected. The advertisements were from food, drink, household, personal care, and durables categories.13
effectiveness database. BrainJuicer was not party to the effectiveness data for any individual ad. 13 Advertisements were tested for the following brands: Actimel Aqua Optima Ariel Bendicks Bertolli Olivio Cadbury Digestives Carex Cathedral City Fairy Liquid Heinz Beans Horlicks Irn Bru Lynx Magners Petits Filou Ryvita Minis Tropicana Pure Premium Walls Sausages

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Each advertisement was tested monadically among 150 category users (or recent/ intended purchasers in the case of the durables ad). BrainJuicer resolved not to test any historical automotive or financialservices advertisements, given the state of the financial services and automotive industry at the time of the test, as the recession might have influenced the way that people responded to advertising for brands in these sectors in a way that they would not have at the time of their first airing. All the advertisements tested could be deemed examples of good advertising by virtue of the fact that they were the subject of papers submitted to the IPA for awards. However, only 7 of the 18 advertisements tested actually won any kind of award (4 won silver and 3 won bronze awards), and it should be noted that the intention of the research experiment was to establish how well both traditional measures and an emotional measure could separate good advertisements from excellent examples of advertising. If the original hypothesis were correct, traditional measures would be less able to identify highly effective advertising than emotional measures. The experiment, therefore, would enable more general comment and open a wider debate on best practices for advertising pre-testing measurement. The main effectiveness measure that BrainJuicer used in the experiment was the average number of very large business effects reported in the questionnaire that accompanied each IPA paper submission. These business effects comprised marketshare gain, reduction of price sensitivity, customer acquisition, and profit and loyalty gain. The number of these very large business effects has been shown to be strongly correlated with market share gain and indicative of higher return on investment (ROI) (Binet and Field, 2007).

The main emotional score reported in this paper is an emotion-into-action score.

The number of very large business effects was available for every advertisement of interest, whereas ROI and market share gain data were not. The database also held spend data for many of these advertisements in the form of excess share of voice, which would enable us to examine spend relative to share gain and, therefore, efficiency, in our analysis.14 BrainJuicer provided the survey data collected for the 18 advertisements to the IPA across a number of pre-testing measures.
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BrainJuicer assigns a positive or negative weight to each of the emotions and translates the emotional profile of an ad (the emotions felt by the entire sample at the end of an advertisement and the intensity with which they are felt) into a score (from 0 to 100). Happiness is given a strong positive emotional weight, whereas many of the other emotions are given a negative weight, including neutrality. This is because some emotions were found to be predictive of success and some of failure and to different degrees. Happiness was the strongest predictor of effectiveness, and the more negative emotions were predictive of failure (lower levels of effectiveness). MAIN FINDINGS The findings of the experiment are fascinating and represent a real challenge to the established high-attention, information-processing advertising model. Analysis revealed that emotional responsesimply the way people feel after seeing an advertisementcould be a better predictor of effectiveness than commonly used evaluative informationprocessing measures (See Figure 2). Emotion-into-action strongly outperformed persuasion, brand linkage, and cut-through measuresand even message delivery. In fact, far from predicting success, these industry-standard measures actually mislead when it comes to predicting the effectiveness of ads, discriminating against advertisements that generated greater numbers of business effects in market, therefore supporting our hypothesis. The results are extremely challenging and controversial, but are in line with Binet and Fields analysis of the IPA Datamine results. Those authors concluded, Cases

The advertisements tested were ordered on their scores for every individual measure of interest. For example, to assess the ability of the persuasion research measure to predict effectiveness, the research team would order the advertisements on how well they had performed on persuasion, with the most persuasive advertisements at the top of the list and the least persuasive at the bottom of the list. An average effectiveness score then would be supplied by the IPA for the nine best advertisements and the nine worst advertisements on persuasion, as measured by the research. If the best nine advertisements on this measure were, on average, more effective than the weakest nine advertisements on this measure, it could be reasonably concluded that this measure was, indeed, a sound predictor of business effectiveness. The main emotional score reported in this paper is an emotion-into-action score. To calculate the emotion-into-action score,
For a fuller explanation of the contents of the IPA Datamine, how the data are collected and Very Large Business Effects please refer to Binet, L & Field, P Marketing in the Era of Accountability, WARC (2007), pp. 1118. 15 The analysis had to be at an aggregate level so that BrainJuicer could not identify the effectiveness of any individual advertisement, as this is confidential information.
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authors own assessment of whether their Average number of business effects achieved for top and bottom 9 ads when ordered on each measure 3
2.67 2.33 2.00 1.67 1.78 2.00 1.78

campaign was emotional, rational or a combination of the two. In the experiment under discussion here, emotional response was measured directly by BrainJuicer and was not based on an authors assessment of their advertising. The results are very supportive of Binet and Fields findings, however, and show that the presence of emotion (as measured in research) is indeed indicative of share and profit gain and reductions in price sensitivity. Furthermore, it showed that established cut-through measures

Best 9 Ads

Bottom 9 Ads

2.56 2.33

2.56

Emotioninto-Action

Persuasion

Established Industry Cut-through Measure Equivalent

Brand Linkage

Specific Key Message On Message

actively discriminated against advertisements that delivered on these business effects in market. Taking profit growth as an example, emotion-into-action is predictive of scale of profit growth, where a traditional cutthrough measure performs very poorly (See Figure 3). Of the 18 advertisements tested, only five reported very large business effects on profit growth in market. Nearly all of these advertisements (four)

Base: 18 ads for which business effectiveness data is available from the IPA

Figure 2 The Emotion-into-Action score is shown alongside a number of Traditional Measures Thought To Be of General InterestPercentage of the sample Replaying the Intended Message correctly, Persuasion, an Industry cut-Through Measure Equivalent, and Brand Linkage.16,17
that reported favourable pre-testing Emotion-into-action, converselybased purely on the way people feel in relation to the adis extremely predictive of business effects.
Persuasion is a mean score derived from a 7-point positive to negative scale in response to the question Please indicate how persuasive you found this ad? Brand linkage is a 5-point scale that is widely used in the industry from It could have been an ad for almost anything to You couldnt help but remember the ad was for this brand. This question was analyzed among those who had not seen the advertisement before, as vastly different results for the same advertisement were deemed to be possible on this question amongst those who had and hadnt seen the advertisement before, once an advertisement is established in market. 17 The intended message is known from the IPA paper submissions. The industry cut-through measure equivalent is a weighted composite measure composed of brand linkage, a brand enjoyment scale and a passive/active measure derived from a number of single word emotional attributes. It seeks to emulate an important and recognized cut-through measure used in advertising pre-testing. 18 See Binet, L., and P. Field Marketing in the Era of Accountability, WARC (2007), p 99. They go on to say
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results actually did significantly worse [in market] than those that did not.1816,1718

6 4 2 0

No. of ads reporting very large business effects on profit gain among the best 9 ads on each measure shown
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Predicting Profit Gain An analysis of the IPA Datamine showed how emotional campaigns can deliver more effectively than persuasion or information-based campaigns on sales, share, or profit objectives19 (Binet and Field, 2007). That studys definition of emotional was dependent on the judgment of the authors submitting a paper for an award; it therefore constitutes the
that their analysis casts considerable doubt on the ability of such research to reliably pick the winners. 19 Binet, L., and P. Field Marketing in the Era of Accountability, WARC (2007), pp. 5566.

Emotioninto-Action

Established Industry Cut-Through Measure

Base: 18 ads for which business effectiveness data is available from the IPA Note: Only 5 of the 18 ads tested reported very large business effects on profit gain

Figure 3 Emotion-into-Action More Predictive of Profit Gain than Established Industry cutthrough Measure.
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The prevailing view of the role of emotion in advertising is that it should simply serve as a velvet glove or envelope to carry a message.
0.5 0.4 0.3 0.2 0.1 0 0.1 0.2 0.3 are included among the most emotional advertisements tested, whereas only one of these advertisements features among the advertisements with the strongest cutthrough scores. The finding suggests that emotion is a better predictor of profit gain than cut-through. In fact, higher scores on the cut-through measure actually were indicative of lower levels of profit growth in market. Efficiency For a subset of the advertisements tested, it was possible to establish efficiency by looking at spend in the form of excess or extra share of voice (ESOV). ESOV is defined as share of voice minus share of market and has been widely shown to be a strong driver of share growth.20 When we examine ESOV, we see that emotion-into-action is predictive of efficiency, whereas other measures are inversely predictive of efficiency (i.e., the higher the scores on these measures, the less efficient the advertisements will be;
Efficiency is calculated as share of market gain divided by excess share of voice, adjusted using J. P. Jones published data to correct for brand size and take into account the differing levels of equilibrium SOV of brands of different sizes relative to their market share). 22 It should be noted that where before in Figure 2, we were looking at the average number of business effects; here we are looking specifically at the relationship between share gain and excess share of voice. Please also note that spend and share gain data are available only for 10 of the 18 advertisements we tested.
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Emotion-into-Action has a strong and positive correlation with efficiency; cognitive measures display a negative correlation Extent to which variation in each measure explains variation in efficiency (R-squared values) with positive or negative correlations marked (+/)

+
0.37

0.05 0.16 0.27 0.30

0.4 0.5 Emotioninto-Action Persuasion Established Industry Cut-through Measure Equivalent Brand Linkage

Specific Key Message On Message

Base: 10 ads for which SOM and ESOV data is available from the IPA

Figure 4 Positive and Negative Correlations with Efficiency Are shown (Positive correlations above the x Axis, negative below) for the Purposes of clarity.
See Figure 4).21,22 The results are in line with the business effects analysis already seen in Figure 2. In other words, the effective measurement of emotion in pre-testing is centralnot peripheralto the measurement of efficiency. Cognitive and evaluative measures actually are inversely predictive of efficiency, including the established Message and Emotion The prevailing view of the role of emotion in advertising is that it should simply serve as a velvet glove or envelope to carry a message. Analysis from this experiment already has shown that the ability of an audience to replay correctly the key message of an advertisement is a poor predictor of effectiveness. If an advertisement seeks to impart high levels of information about a brand or product, we might hypothesize that it will require high levels of effortful System 2 processing on behalf of the viewer, which, in turn, will have a negative impact on the industry cut-through measure, whose original purpose was to help in media planning.

Binet and Field cite two separate studies in addition to their own that show this to be the case. Marketing in the Era of Accountability, WARC (2007), p. 46.
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emotional potency of an advertisement (See Figure 5). It, therefore, is perfectly possible for emotional advertising to be highly successful without the communication of a specific message. In fact, these data and BrainJuicers earlier analysis suggest that to try to impart a specific message in an emotional advertisement might actually be to reduce its effectiveness: Advertisements that perform well emotionally with no distinct message perform better than emotional advertisements with more readily identifiable messages.

It, therefore, is perfectly possible for emotional advertising to be highly successful without the communication of a specific message.

Further analyses revealed that the most successful emotional advertisements actually were more likely to impart multidimensional cific message. associations around the brand rather than a clear and distinct, spe-

It is these emotional associations and impressions around the brand that shape and influence later System 1 decision making and purchasing. A NEW EMOTIONAL PREDICTION APPROACH The IPA experiment, along with other tests and experiments conducted since,

Success can be achieved with high levels of emotion and very low levels of key message take-out IPA Silver Award Winner 100 90 80 70 60 50 40 30 20 10 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 IPA Bronze Award Winner Emotion-into-Action Key Message Linear (Key Message)

has enabled BrainJuicer to create a star rating system that indicates an advertisements commercial potential entirely from the emotional response it achieves: The grades from one-star, Straight to Video (it will cost you more money to make and air this advertisement than you will ever get in return) through a three-star, Solid Performer (likely to produce a small but positive return on investment), to a fourstar, Must See, and a five-star, Blockbuster advertisement that will produce large-scale business effects. If your advertisement earns three or more stars, you will receive good value for money, regardless of your spend; if your advertisement achieves only one or two stars, it will represent poor value for money, regardless of spend. You will not grow your brand with a 1- or 2-star advertisement unless you spend a great deal more than you would expect to have to spend for a brand of your size. It is possible to achieve growth in the market with a 1- to 2-star ad, but you would need to spend a lot more than you would expect relative to your size to achieve it (See Figure 6). One of the key benefits of highly emotional advertisements is that they are able to March 2012

Note: All IPA award winners marked. Also Shown Is Which Advertisements Have Won Awards. The Chart Shows How Explicit Messaging (Expressed for Individual Advertisements and As A Best Fit Line across the Ads) Runs Counter to Emotional Response Scores (and Effectiveness).

Figure 5 Intended Message Receipt and the Emotion-intoAction scores for Each Advertisement on Test.

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succeeds in moving people will draw them

Efficiency = share gain/extra share of voice + CDM Gorilla IPA Silver Award Winner

closer, facilitate instinctive and effortless System 1 decision making in favor of the brand, and reduce their price sensitivity toward it. The results of this work may be highly controversial but are entirely in line with the theory of System 1 and System 2 thinking. The surprising and challenging conclusion is that advertisements that perform well on evaluative measures (e.g.,
90

Efficiency

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70

Pe igh tt id ov eo

st de

ian

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s st Mu 80

ee

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persuasion, cut-through, brand linkage, key message on message) do not see such strong performance replicated in market. Designing the advertising to perform well on these measures, therefore, will discriminate against its effectiveness and efficiency. Traditional evaluative measures such as these, rather than helping, actually can mislead and restrict effectiveness, efficiency, and creativity. An emotional measure, conversely, can predict an advertisements ability to generate large business effects, efficiency, and profitability. Our work and experiment has shown the following: The shortcomings of traditional measures such as brand linkage, persuasion, cut-through, and key message, which are rooted in System 2 processing of advertising and assume System 2 decision making takes place at the point of purchase; The predictive ability of emotional response in advertising for effectiveness and efficiency, a measure and response that is indicative of later fast, automatic, and affective decision making at the point of purchase; and Emotional advertising is more effective than message-based advertising, and focusing on communicating a message might actually inhibit success and lead to less efficient advertising.

a Str

Emotion-into-Action Score

BrainJuicer 2011 Notes: tinted band = confidence band (based on average size of 95% confidence interval for efficiency values) The ad achieved 5 Stars on the BrainJuicer rating system (aired and tested in the United Kingdom). It has been shown since to have reduced price sensitivity to the brand (reducing reliance on price promotions) and to deliver extremely strong ROI for the Cadbury Portfolio.23 It represented a marked departure in both style and effectiveness from the previous persuasion-based campaign.

Figure 6 The World-famous cadbury Dairy Milk Gorilla Advertisement Failed in Traditional Pre-testing, Performing below norms on Measures of Brand Linkage, cut-through, and Persuasion.
reduce price sensitivity. Advertisements
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good enough about something, we will buy it, even if the competition is priced more favorably. This helps to explain why emotional advertising is so profitable and so efficient. CONCLUSIONS AND IMPLICATIONS This paper has sought to explain how the advertising and marketing-research industries arrived at the established measures so commonly used today and why recent psychological theory suggests that they are misguided. Theories around System 1 thinking help to explain why emotional advertising works; advertising that

that establish positive emotional associations around a brand are likely to help people to circumvent difficult and lengthy System 2 thinking at shelf and, instead, enable System 1 decision making through something that Daniel Kahneman (2011) calls the Affect Heuristic.24 If we feel
See Cadbury Dairy MilkThe joy of content: How a new communications model is paying back for Cadbury. Goodwin, Barrie et al., IPA, Advertising Works 19, WARC (2010) 24 The affect heuristic is an instance of substitution, in which the answer to an easy question (How do I feel about it?) serves an answer to a much harder question (What do I think about it?). Kahneman, D., Thinking, Fast and Slow, Allen Lane, Penguin Group, 2011.
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Emotional measurement will ensure that pre-testing does not unfairly punish strong emotional advertisements, and it will lead to better ROI.
Emotional measurement will ensure that pre-testing does not unfairly punish strong emotional advertisements, and it will lead to better ROI. It will help advertisers to know where to focus their investment and better predict profit growth for their brands. Our hope is that this paper will give the industry a new way of thinking about how advertising works, how it might be conceived, and how it should be measured. A new emotional advertising model will give the creative industry the permission it needs to deliver more creative, more effective, and more efficient advertising, enabling agencies to put emotion at the heart of their planning, to use emotional response and experiences, rather than message receipt or persuasion, to drive communications. For advertising that can transform a brands fortunes, advertisers need to look to creating System 1 emotional ads and to generating brand fame rather than simply raising brand awareness. Audiences will thank advertisers for moving them, CFOs will be pleasantly surprised by the results, and shareholders will be grateful for increasing the value of their holding. REFEREncEs
BinEt, L., and p. FiELd. Marketing in the Era of Accountability. Henley on Thames, Oxfordshire: WARC, 2007.

EKman, p. Emotions Revealed: Understanding Faces and Feelings. London: Phoenix, 2003. HaLEy, R., and a. BaLdingER. ARF Copy Research Validity Project. Journal of Advertising Research 40, December/January (2000): 114135.

and the Jay chiat Gold Award for Research Innovation (2011). In 2011, Wood received an Advertising Research Foundation Great Mind innovation award for research distinction and was named a winner of the American Marketing Associations 2011 Four Under Forty Marketing Research Emerging Leader award. His work has been published in AdMap, Campaign, Research Magazine, Research World, and Marketing Week.

HEatH, R. How the Best Advertisements Work. AdMap Magazine 27 (2002): HEatH, R. and p. FELdWiCK. 50 Years of Using the Wrong Model of Television Advertising. AdMap 481, March (2007): 3638. HEatH, R. Emotional Engagement: How Television Builds Brands at Low Attention. AdMap Magazine 507, July/August (2009): 2931.

AcknOWLEDGMEnTs
The author thanks Janet Hull and the IPA for their agreement to access the IPA Datamine and use the IPA effectiveness data in this experiment. He also thanks Peter Field for his patient analysis, good humor, and many lively discussions. He further thanks Les Binet (DDB Matrix), Mark Earls (Herd Consulting), and Rory Sutherland (Ogilvy and former IPA President) for the excellent and thought-provoking discussions on advertising and the results of this experiment.

HEatH, R. Creativity in Television Advertisements Does Not Increase Attention. AdMap Magazine 512, January (2010): 2628. ipa. Advertising Works 19. London: WARC (2010). KaHnEman. d. Maps of Bounded Rationality: A Perspective on Intuitive Judgement and Choice. Nobel Prize Lecture, 2002. KaHnEman. d. Thinking, Fast and Slow. London: Allen Lane, Penguin Group, 2011. Wood, o. Using Faces; Measuring Emotional Engagement for Early Stage Creative. ESOMAR, Best Methodology, Annual Congress, Berlin, September, 2007. Wood, o. Using an Emotional Model to

oRLanDo WooD is managing director of BrainJuicer Labs at BrainJuicer. his work in the field of emotion and communication won the EsOMAR Best Methodology Award and the IsBA Advertising Effectiveness Award (2007); the David Winton Innovation in Research Methodology Award and MRs Best Paper Award (2010);

damasio, a. R. Descartes Error. London: Vintage Books, 2006.

Improve the Measurement of Advertising Effectiveness. MRS, Annual Conference, 2010.

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