Micheline, head of our International Desk, recently gave me a Time magazine article about seducing customers. Actually, it was about how supermarkets create "zones of seduction" that get customers to spend more. What the author and consumer fan Martin Lindstrom (check out his buy-ology book pictured below), called "seducing," I used to refer to as "engineering." But seducing sounds well, more seductive (and is actually more customer-centric). Don't you think? 

A key point was changing the environment to trigger our primitive, and often subconscious survival responses, like hoarding for lean times. The approach requires lots of customer field research to know what works and to fine-tune the changes. For example, changing a point of purchase sign in the supermarket aisle from $1.95 to 1.95 increased sales. The dollar sign seemed to trigger a greater awareness of expense, not value. Adding the line "maximum 3 cans per customer," coupled with smaller shopping carts and a bumpy (and noisier) tile floor that led people to slow down increased spending sevenfold. Sevenfold!

Think about slot machines in Vegas, starting with your first steps off the airplane.They are everywhere! You can't even go the bathroom without passing a zillion slots seductively beckoning your credit card.

Are we being constantly manipulated? Yes. Is that bad. Sometimes. Is it an inherent part of a capitalistic society? Yes.

And the real bottom line question: How can YOU more effectively and ethically seduce your customer (or client, patient, partner, investor, etc.) to "buy" from your organization?

I ran across Aviva, a global insurance company, through this ad at a U.S. airport. I was immediately intrigued by their customer-centered mission: YOU. While arguably not a formal mission statement (most aren't very good anyway), it makes manifestly clear where they want us to think their focus lies.

And Aviva is consistent with this message throughout their communications. For example, their brand promise explanation is all about a distinctive customer experience that recognizes the value of each one of us:

Aviva has committed to deliver one distinctive experience for our customers, wherever we are in the world - we want them each to feel that "no one recognises me like Aviva".

And they nicely tie this intention to their cause marketing efforts. In fact, their brand is the centerpiece of all their communications. Check it out here.

Aviva (which means "Spring" in Hebrew) gets that branding is a core and essential business discipline. They are a good example of a company in which marketing and customer research have seats at the decision-making table.

Now, having generated such high expectations, it's especially critical that they deliver on their promise.

Leading. Solution. Best. Innovative. These are the top 4 most overused buzzwords in public relations, according to Adam Sherk and PRFilter, a website that searches and aggregates press releases. Here's the Top 10 list and the number of times each word was used in press releases in a 24 hour period:

1. leading (776) 
2. solution (622) 
3. best (473) 
4. innovate / innovative / innovator (452) 
5. leader (410) 
6. top (370) 
7. unique (282) 
8. great (245) 
9. extensive (215) 
10. leading provider (153) 

What does this mean? Clearly, these words lose their impact through overuse. While intended to convey uniqueness and value, instead these words communicate "ho hum," "me too," "jargon," and "I don't really know my customer." Digging deeper, I believe the biggest offender is "solution." What customers talk that way in everyday life?? Aside from being generic and ubiquitous, the term "solution" has a very sterile feel to it that weakens your intimate connections with customers.

So what's the alternative? Stay real. Get to know your customers. Find out what the "solution" is, and what problems you can help them solve. That's what you talk about in press releases, in sales training, and especially with customers.

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(Click here for the full list in PR Daily, and thank you Tom Gable, San Diego PR expert, for posting the link on LinkedIn.)

I was talking with my colleague Frank Bailey, a very smart guy who heads up Education and Outreach at AARP. What came up was this: As an organization grows, as new leadership chooses its path, and as the world changes, do you turn to customers to tell you what they want you to do, or do you exert leadership and simply move forward? 

My answer is this:

1. Always keep the pulse of your customers and the market. Ask them what they want and need, but not in a vacuum. Provide boundaries to the inquiry, which should come from your mission and vision.
2. Marketing research, which we do a lot of and believe in, should inform leadership certainly, but it is not leadership.
3. Do NOT abdicate your responsibility as a business leader to commit, and to make the decisions you need to make.

It's up to you decide what you will do as an organization. Customers can tell you what they value and don’t value; not what you should do. Ultimately it comes down to your core values, what you can do better than any other company, what drives your economic engine, what sets you apart, and what sells in the market. These are your leadership decision tools.