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I recently read a fascinating article by Graham Lawton, deputy editor of New Scientist. They recently utilized neuromarketing (a marriage of market research and neuroscience) to determine which (of three) magazine cover they should use. The idea was to observe reactions of people on a level that would not normally be possible.
Market research has traditionally relied on methods such as questionnaires and focus groups to gauge how consumers will respond to new products. These tools have their strengths, but they share one fatal weakness – they depend on asking people what they think. It’s not just that people are inclined to say what they think others want to hear, and to give answers that they think reflect favorably upon themselves. According to Gregory Berns, a neuroeconomist at Emory University in Atlanta, the problem is that much of the decision-making process happens at a subconscious level, and experiments reveal that people are
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