BEYOND ADVERTISING: Creating value through all customer touchpoints by Yoram Wind & Catharine Findiesen Hays

Genres: Marketing & Sales, Customer Service, Advertising, Processes

Rating: 2/5

Recommend to: Marketers, Start-up founders, Entrepreneurs, People in sales.

Number of pages: 288 pages


In Beyond Advertising you will get to read a lot about how marketing should work, and how marketers should think. The book offers an optimistic view of the possibilities that marketing and brands can offers us in a time when we are always connected and on the move. The main problem that the book points out is that marketing today is focused on pushing the brands products/services to everyone, even if they do not need it. That is a big problem for all parties, the consumers are overloaded with useless information, and brand that are relevant do not get their message across to the people who need to hear/see it. From this perspective I enjoyed reading Beyond Advertising, as the authors predict interesting and sometimes very intrusive actions to get the right kind of information to their targeted audience. But then on the other hand I found the book based on predictions and ideas how something should be done and not that much on scientific research. At some points I felt like I am reading science fiction, but then again, people who saw possibilities others did not have changed the world. What I also liked about the book were the mental models brands need to develop to create the best possible experience for the customer. To many businesses and brands focus on their own business processes and how to optimize them for maximum profit possibly without taking into account how they affect the customers experience by being to digital and not enough human. If marketing will develop in the way the authors recommend and predict we will have interesting experiences, but then again each of us should ask ourselves if we are willing to pay the cost of having exactly the “right kind of information” at the “right time” popping up on our email, social media, phones, tv, even car etc…?

In short I expected more currently feasible measures/information on how to use/intertwine all touchpoints to make a better customers experience. I fell like I did not get that in this book. 


  • People want brands to improve their lives and the lives of the people they care about.
  • Hearing what the customer is saying will be more important than trying to devise a break-through creative idea. Answering customer questions, filling their needs. Right now, not tomorrow.
  • Mental models are deeply held internal images of how the world works, images that limit us to familiar ways of thinking and acting. Very often, we are not aware of our mental models or the effect they have on our behavior. Put another way, mental models are ways in which we explain, simplify and make predictions about the world to ourselves.
  • If we lived in a static environment, our mental model would serve us well. however, in an environment under transformation, current mental models may prevent us from seeing and responding to change.
  • The traditional mental models of advertising have reached a tipping point. The world has outgrown them technologically and socially. To hold on to them is to hold ourselves back
  • To challenge mental models, we must self-reflect and aspire. We have to forget “givens” and think of possibilities.
  • The four foundational elements for brands are 1. a clear and consistent purpose in the world 2. authenticity and authority, 3. build trust in thought, word and deed, 4. in concert with fellow brand stewards.
  • Behavioral economists have repeatedly proven that businesses with purpose outperform businesses that focus exclusively on “maximizing shareholder value”.
  • People today want to own the brand and use it as an authentic expression of their identity.
  • Authenticity doesn’t mean perfection.
  • It’s what we do over time that matters, not what we say we are going to do – especially under pressure and duress – that builds trust.
  • Ask yourself and your customers how does your brand make them smile, inspire them, help them cope, energize, and help them get more done more easily.
  • It’s about where people are going and how to help them get there, and how to make that journey authentic.
  • Short-term strategies, focused on “rational” approaches (bargains) are not memorable, and do not appeal to the emotional response of the individual. Emotions affect the prices people are willing to pay as much as they affect the volume that gets sold.
  • Embracing the future means putting some of your resources on the cutting edge because the cutting edge becomes mainstream so fast.
  • The great brands today understand what people are interested in and work back from there.
  • Creating brands built around a coherent stream of small ideas makes them stickier. Brands today need to do lots of things, not one big thing.
  • Brands should leverage trending topics, cultural triggers, and plan for scenarios. Create content calendars around topics and insights relevant to the target.
  • Connect with people’s values and perspectives, and you create a community.
  • Advertisers must target conversations, not individuals. Conversations have become the pathways by which people encounter advertising.
  • The practical challenge is that in many, if not most firms, people who create ads do not communicate with the team who design the product package, loyalty programs are designed and managed by a team with no connection to the branding experts responsible for public events, and social media messages are created without input from salespeople who interact with customers. Siloed organizations like these will not survive the new era.
  • Diversity of touch points drive word of mouth. The research (Keller Fay group’s talktrack) shows that consumers discuss non-media touch points such as product packaging, product samples, physical objects, sales people, coupons, customer service and more.
  • Consumers will become increasingly intolerant of ads that lack direct and immediate relevancy to them as individuals.
  • People want the following things from advertisers: customization, community, convenience, competitive value and tools for choice.
  • Brands and agencies must look at each message as a potential point of purchase and make it as easy as possible for consumers to pay (implement payment mechanisms everywhere).
  • Instead of asking “what do we want to say with this content?” brands should begin by asking “Why would someone choose to consume this content?” Key word is Content” and not AD.
  • Keep in mind that we make emotional choices and then follow them up with cognitive rationales.
  • The only asset that gets built online is permission. Permission to talk to people who want to be talked to.
  • Ads that are funny, moving, or inspiring are the ones that people like to share and are the most likely to go viral.
  • An idea or story is only “contagious” if it can be easily shared and retold. People love to share things that make them feel something.
  • Marketers need to look at the spaces where their target audiences live, how they operate, what problems plague them, what they value and why.
  • A rich genuine story will not only explain a brand’s identity, it will relate to consumers’ own stories and uncover opportunities where the two connect. In other words, show what you can do for them on both an emotional and rational level.
  • In the future advertising will equal experience.
  • Storytelling is the most direct and lasting method to connect with consumers – after all, it is the most fundamental way that we communicate as a species. Stories are the way we process and share information – they create meaning, establish relevance and evoke emotional response. Stories are the way we make sense of the world around us, the way we understand how and why things work. Sharing stories is how we connect, discover commonalities and differences, and figure out ways to work together.
  • Brands are in the race to sequence the consumer mind’s genome, to map and describe its mindsets in order to improve people’s lives through scientifically based human-centered marketing.
  • US Navy recruitment campaign – filling spots in the cryptology division: The Navy targeted individuals who “can’t resist the scent of a nearly impossible puzzle. So by using social media they created a large-scale “war game” where players decoded various clues to find the coordinates of a fictitious hero. The result was that they reached 87 prospects for every spot they needed to fill.
  • Young doctors in training are often instructed as follows “Listen to your patient. He’s telling you the diagnosis.” The same goes for marketers. Your customer is telling you how to innovate, how to retain loyalty, how to drive sales.
  • People may see “manipulation” as acceptable or as a violation of their privacy based entirely on how respected they feel and the level of trust that has been earned.
  • When experimentation is celebrated and “failure” is replaced with “learning” workspaces become more productive, cohesive and creative.
  • Companies that will flourish in the future will care intensely about their cultures, knowing that purpose makes profit, and it all starts with their people.
  • You have to recognize that consumers will help you build your brand, but if you try misguiding them, they can also kill your brand.
  • We need to fully embrace the concept of making things people want rather than making people want things.
  • Share ideas with consumers, ask for their opinion, allow them to contribute in the development, testing and production of new products.


Mental model 1: WHY:

  • From push and persuade for sales toward multi-win outcomes.
  • The old model of advertising was about making a sale, but the new model recognizes the greater potential for an ongoing relationship.
  • From sponsoring contests to establishing a summer workshop program to hiring a lucky fan, brands can be highly influential in teens’ seasonal prospects and dreams for the year ahed. For the young fans, there is nothing as rewarding as recognition of their eforts and work from the brands they love.

Mental model 2: WHAT:

  • From ads and campaigns toward orchestrated value creation at every touchpoint.
  • The what of advertising should be an exchange of value that transpires at every touchpoint.

Mental model 3: WHO:

  • From siloed advertising and marketing toward cross-silo collaborators with and for people.
  • Engage consumers as partners, co-producers, co-designers, co-distributors, and co-marketers.
  • The titles and designations that have served for decades may no longer be significant, and in fact are preventing us from taking advantage of our innovative potential.

Mental model 4: WHERE:

  • From reach toward where needed, wanted, and appreciated.
  • “Where” means the many diverse opportunities for positive or negative experiences people can have with a brand.

Mental model 5: WHEN:

  • From frequency toward when needed, wanted, and/or appreciated.
  • The “when” requires a thorough understanding of people’s preferences and tendencies in order to provide messages and experiences at the “rigth time” as needed and wanted.

Mental model 6: HOW:

  • From ad campaigns toward holistic, dynamic ecosystems for value creation?
  • The change in marketing will start with a lot more emotional intelligence and then doubling down on the intelligence qutient.
  • In the near future brands will create a community aligned around a compelling brand purpose, and they will be empowered with real-time feedback from the standpoint of consumers.


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Thank you for your time. I hope you have found this book review helpful. Talk to you in the comment section.

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