“Don’t do one thing 100% better, do 100 things 1% better.” Kate Nightingale the Head Consumer Psychologist and Founder of Style Psychology is explaining the theory of marginal gains, as shared by James Kerr in his book, Legacy.

In the wake of a pandemic which demands that people learn to live in a state of almost constant uncertainty, that marginal gain is often to be found in regaining a sense of control in the little things. As Nightingale explains: “That desire for control was evident before the pandemic; everything from personalisation to co-creation is a manifestation of that desire to control.”

Yet, in the wake of the pandemic, the need for control has stepped up to the next level; a shift that means brands need to be laser focused on making continual incremental gains that help consumers’ control as much of the buying experience as possible. As Nightingale explains: “From choosing what delivery courier you want to use to being able to have a conversation with a brand on social media, these are all things brands should have done prior to the pandemic, but now is so vital.”

Nightingale, who is speaking as part of Creativebrief’s interview series in partnership with the Women in Marketing Awards, believes that it has never been more important for marketers to obsess about the small changes. 

Marketing in the age of control 

In an era in which consumers are seeking a sense of control wherever they can get it, Nightingale believes that brands need to be transparent and human when it comes to sharing information with consumers. 

This focus on humanity sits at the heart of the Style Psychology proposition. The company describes itself as a ‘human experience consultancy’ delivering a ‘new view on consumer business stemming from an old view on the human’. It’s an empathetic approach which has seen the business work with Swarovski, Snug Shack, Dowsing & Reynolds, Flexology Studio, Crowd DNA. 

Nightingale, who is also a lecturer in consumer behaviour and consumer psychology at Regent's University and the London College of Fashion, is clearly passionate about understanding consumer behaviour. 

“You might look at a product category and think it's so boring,” she explains, pointing out that even Pet Food brands have stories to tell. “They have all the right information, they are easy to buy, there is no scrolling endless pages, but often there is no information about the company.” She adds: “Even with big brands customers really want to know what they are about.”

Positive reinforcement 

As the climate crisis continues to rise up the consumer agenda, Nightingale believes that now is the time for a shift in approach. She explains: “Any communication that attempts to change your behaviour based on shame and telling you off just does not work. Human brains are designed for positive reinforcement and positive associations are much more effective.” 

Pointing to the power of building trust and intimacy she urges brands to really focus on consistency when it comes to tackling emotive challenges such as the climate crisis. In essence, this means that brands need to ensure they don’t suddenly switch tone in their advertising to solely focus on environmental benefits. “You change behaviour for sustainability, or for health, or for social impact by positivity; not by constantly telling people what they are getting wrong.”

In the wake of the challenges of the pandemic, the power of positivity in marketing is potent. Nightingale points to the recent collaboration between luxury brand Coach and Disney as an example of colourful energetic designs which make you engage and care.

Planning for the unpredictable

Sharing the challenges of leading a small business in the midst of the pandemic Nightingale urges leaders to become more self-aware when it comes to understanding customer behaviour and addressing their own preconceptions.

“In the pandemic we have seen people starting businesses that perhaps they would not have started before. The shift was a strong understanding of market needs and target audiences,” explains Nightingale. 

These start-up and scale-up businesses have been key to Style Psychology, with Nightingale launching a bootcamp course to upskill founders on consumer psychology. 

Meet the Chief Behavioural Officer

You only need to say the words ‘toilet roll’ for a simple reminder that consumer behaviour in the wake of the pandemic has the capacity to be equal parts irrational and fast-moving. 

For Nightingale, this underlines the fact that despite the decline in brands looking for support in consulting advice for physical retail spaces, that need for a deep understanding of consumers intensified in the wake of the pandemic.  

She explains: “Suddenly because people were behaving weirdly it became clear that having a Chief Behavioural Officer on your team as a start-up was a great strategy.”

A strategy that calls on the scope and flexibility of Nightingales skills. “We have seen direct to consumer brands with no legacy grow massively in the pandemic,” she says. A growth which underlines the benefits of truly understanding your consumers, not just as a data point or as an abandoned basket, but in the complexity and confusion of their full humanity.