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Unicist Corporation

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Functional Marketing vs. Empirical Marketing

Functional marketing introduced an upgrade in marketing processes. While empirical marketing is based on the know-how of buying and marketing processes, functional marketing adds to the know-how, the know-why of buying decisions and of marketing actions.

Unicist Binary Actions

Empirical marketing uses multiple unidirectional cause-effect actions while functional marketing uses synchronized binary actions to influence buying processes.

The basics of functional marketing are given by the use of buying process driven segmentation and profiling to establish differentiated strategies for each segment.

This is what makes the difference in the effectiveness of functional marketing processes.

You can access the basics of the functionalist approach to marketing at:
https://www.unicist.org/scientific-collaboration/#Marketing

Martin Alvaro

NOTE: The Unicist Research Institute (TURI) is a world leader in its segment. Since 1976, it has been specialized in complexity sciences applied to the research on the roots of evolution and its application to social, institutional, business and individual evolution.

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Conceptual Marketing in the 4IR

Marketing takes place in the mind of the potential buyer. Therefore, it is necessary to know how the buying process works before a marketing strategy can be defined.

The discovery that the concepts people have stored in their long-term memory drive their actions, allowed developing a conceptual segmentation model that permits finding the buying arguments and developing the complementary selling arguments to drive buying decisions.

Concepts define the root causes of buying processes and also drove to the development of marketing objects and catalyzing objects to drive buying decisions using binary actions.

Conceptual segmentation gives access to the buying argument of potential clients and allows defining clusters that increase notoriously marketing effectiveness. The use of marketing objects and catalysts allows building an empty space in the market and ensuring the functionality of binary actions to influence buying decisions.

Conceptual Marketing became significant with the appearance of the technologies of the 4th Industrial Revolution. Although Conceptual Marketing is extremely effective in all marketing processes, it is unavoidable when it is possible to use the tools of the 4IR.

Some of the companies that use business objects and catalysts are: Airbus, Amazon, Apple, BBC, Boeing, Dassault Systemes, Dupont, Ericsson, Facebook, General Electric, Google, Hilton, Honda, Hyundai, LinkedIn, Lufthansa, Mapfre, Mayo Clinic, Michelin, Novartis, Open Text, P&G, Pfizer, SAP, Siemens, Tata Motors, Toyota, Unilever, Walmart, Walt Disney World and Youtube.

Martin Alvaro

NOTE: The Unicist Research Institute (TURI) is a world leader in its segment. Since 1976, it has been specialized in complexity sciences applied to the research on the roots of evolution and its application to social, institutional, business and individual evolution.

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Advertising: Unicist Strategy to Generate Interest

The strategy to generate interest applies to any kind of actions where one of the participants is promoting an idea or action. It applies to personal issues, education, social behavior, businesses and any kind of situation where something new is being introduced.

The generation of interest is a basic condition in marketing processes. It applies to innovations in B2C businesses and to the establishment of new relationships or introducing new propositions in the B2B business.

Conceptually, the generation of interest implies the development of a maximal strategy to make evident the aesthetic of the benefit of what is being proposed, while sustaining this with a minimum strategy based on the credibility of the value proposition.

Both strategies drive the influential impact that is necessary to generate interest.

The Ontogenetic Map of the Strategy to Generate Interest

The driver of the strategy is the need to stimulate an expectation of need satisfaction, which requires some preconditions:

  1. The concept of the business has to be known.
  2. The environment has to be known.
  3. There has to be an adaptive attitude in the environment.
  4. It is necessary to understand the market to define the segments of those who profit from the proposal.
  5. It is necessary to know the segments of those who do not profit from the proposal.
  6. The influencer has to assume a personal or institutional leadership.
  7. The functionality of the value proposition has been confirmed.

When these conditions are given, the driver of the strategy is functional and requires the use of a catalyst to accelerate the generation of the idea and a gravitational object to sustain the validity of the proposition.

Based on the research on generation of interest led by Peter Belohlavek at The Unicist Research Institute.

Martin Alvaro

NOTE: The Unicist Research Institute (TURI) is a world leader in its segment. Since 1976, it has been specialized in complexity sciences applied to the research on the roots of evolution and its application to social, institutional, business and individual evolution.

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Sponsor Building in B2B Marketing

The B2B marketing process of differentiated and innovative products / services requires the integration of sponsors. This B2B marketing process includes the participation of 4 basic roles:

  1. The decision makers
  2. The users
  3. The gatekeepers
  4. The sponsors

There are two alternative paths to introduce a new proposition:

  1. The approach to decision makers, which is the natural path when the value proposition implies a systemic use that includes different functionalities.
  2. The approach to users, which is the natural path when the innovation introduces notorious benefits for the user.

The gatekeepers have a significant role by ensuring the convenience of the new value proposition. They need to be addressed by providing the necessary proofs of the need of the solution and the convenience of its adoption.

The role of the sponsor is to endorse the differentiated or innovative value propositions. To endorse a value proposition, it is necessary to be aware of its functionality. Sponsors of B2B marketing processes have two roles:

  1. To introduce value propositions, which is the case of recommenders.
  2. To endorse the value propositions after they are perceived as necessary.

It has to be considered that the members of the organization that proposes differentiated or innovative solutions need to be the first witnesses that sponsor the value propositions.

The Sponsor Building Process

The possibility of building sponsors is fully related with intrinsic characteristics of the value propositions and of the institution that is proposing them. The basic condition for having sponsors is defined by the existence of a greater good that underlies the value propositions.

This is evident in the sponsoring of sports, arts, or science, but not so evident in the sponsoring of differentiated or innovative B2B value propositions.

The greater good

This requires that the organization that is proposing these innovations is truly sustained by this greater good. The greater good has to be perceived as being underneath the value proposition without being part of it.

Sales agents must witness this greater good when the value propositions are proposed. The greater good provides the benefits for the clients, the sponsors and the providers.

The catalyst of sponsor building

The greater good is only believable if the organization includes a reference group that sustains or builds the greater good, which has to be noticeable in the market. The reference group needs to be recognized by its deeds in the market and is the “intangible” influencer to build sponsors.

The building of sponsors is immediate when the greater good is notoriously differentiated and the reference group is consistent.

The next step to build a sponsor is the establishment of the possibility of a complementation. This requires the development of a sort of pilot test that allows potential sponsors to experience the solution that is being proposed.

Sponsoring implies sharing the benefits of the greater good that sustains the value propositions. This experience establishes the starting point that has to be followed by actions that transfer solutions to the client and sponsor to share the benefits of the greater good.

This drives towards the building of a functional reliability, which needs to include the development of personal relationships among the participants. The participation in exchange spaces with clients builds an environment that helps to maintain the relationships with clients and sponsors.

Sponsors can exist when there is a stable relationship between the members of the organization that proposes the differentiated or innovative value propositions and its users. This relationship requires that the provider has ongoing activities that open the expectation of possibilities of upgrades of the value propositions in the future.

Based on the research on decision making led by Peter Belohlavek at The Unicist Research Institute.

Martin Alvaro

NOTE: The Unicist Research Institute (TURI) is a world leader in its segment. Since 1976, it has been specialized in complexity sciences applied to the research on the roots of evolution and its application to social, institutional, business and individual evolution.

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Breakthrough Innovations: Satisfaction of Latent Needs

The introduction of breakthrough innovations in a market fully depends on the capacity to interpret and satisfy the latent needs of a segment or multiple segments. The discovery of latent needs, which are hidden behind social taboos and myths, depends on the ability of understanding which of the utopias posed by the segments define the latent needs of the market and which are just implicit objections.

The Context

The management of latent needs does not depend on external gravitational forces. It fully depends on the capacity of an entity or person to expand the possibility of what can be achieved. It requires discovering the latent needs and have the technology that allows building a solution that did not exist before.

The catalyst of this process is the credibility the entity or person needs to have in the environment to be believable. Without credibility the solution that is built, cannot be believed. The credibility has to be one of the attributes of the personal or institutional brand that sustains the solution to satisfy latent needs.

Latent Needs Satisfaction

The purpose of the innovation is to provide a solution in fields where it was not possible before. It implies satisfying a hidden utopia that existed in the market.

This requires developing a superior functionality in the specific field which in fact is the innovation that is being installed. The innovation becomes a success in a segment or different segments when the solution exists and satisfies repressed desires of the segments.

Repressed desires are hidden feelings of dissatisfaction that are covered by the innovation. The contagiousness of the solution fully depends of the satisfaction of repressed desires. The success of an innovation requires using destructive tests in the market that go beyond the limits of segments to measure the contagiousness of the solution proposed.

Martin Alvaro

NOTE: The Unicist Research Institute (TURI) is a world leader in its segment. Since 1976, it has been specialized in complexity sciences applied to the research on the roots of evolution and its application to social, institutional, business and individual evolution.

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Possibilities vs. Probabilities in buying processes

The discovery that the concepts individuals have drive their action and therefore their buying decisions, drove to the development of the unicist conceptual segmentation model.

If a value proposition does not fit within the concept the buyer has in her/his mind,, the possibilities to buy are equal to ”0”.

Concepts describe the functionality of a product / service seen from the point of view of the client and are the root cause of the buying process, its DNA.

The use of conceptual segmentation, defined by the concepts individual have made the operation within the field of possibilities (0 or 1) possible.: It allowed integrating the probabilistic approach once these possibilities had been defined.

This implies considering each segment as a universe, defined by the concepts that each one of them “buys”.

Inside or outside of segment?

This is particularly necessary in the development and launching of new products or innovations in the market, where the concept the customer has is unknown and the risk and costs of working outside their segments are high.

The possibilities are materialized when a value proposition fits into the conceptual structure of the customer’s buying argument. On the other hand, the probabilities are defined when the value propositions fit into the credibility zone of the customer. This credibility zone is in constant movement because every satisfied need generates a new need.

Influencing the dynamics of the buying process

As we mentioned, each satisfied need generates a new need in the mind of the potential client during the decision-making process. As people decisions are driven by the need for freedom and security, this generates a permanent pendulum between the sought for freedom and the sought for security that is implicit in any value proposition

The use of binary actions becomes necessary to emulate this dynamic and manage it. Binary actions are synchronized actions that satisfy on the one hand the sought for freedom and on the other hand, the sought for security. This allows managing the root causes of buying processes, by influencing both aspects at the same time.

Going back to the example of the aesthetics of a value proposition it is necessary to ensure that the desirable and harmonic aspects are covered in the mind of the potential buyer.

Annex:

The Unicist Ontology of Aesthetics

The essential ontology of aesthetics is defined by the integration of a completing capacity with an inaccessibility of certain aspects of an object in order to produce expansion. This can be seen in nature (flowers, birds) and is just a demonstration that aesthetics is a basic function of living beings and their deeds.

Aesthetics is a paradigmatic example of the need to follow the laws of evolution. Completing implies satisfying someone’s true needs which is the purpose of aesthetics.

Inaccessibility implies that aesthetics of an object/subject includes necessarily some inexpugnable aspects that are extremely difficult to be accessed.

If someone’s aesthetics is shown through its inaccessible aspects it will produce rejection because it is evident they will not be shared. But if the first aspect is to approach people to complete their needs, the inaccessible aspects will be considered as a price.

Inaccessibility is a hygienic attribute which means it has to be there, but, being there, it will only be considered as part of the complete aesthetics of something but not as a differentiated value.

Aesthetics in real life

Aesthetics in real life is driven by the need to complete others which is defined by the maximal strategy. A minimum strategy becomes necessary only in the cases the price to access an aesthetic proposal is extremely high.

Therefore, we will focus on the development of the maximal strategy of aesthetics that drives most of human actions when using it as an attribute.

Maximal Strategy: the functional concept

Maximal strategies are defined by the functional concept of something. In the case of aesthetics, the maximal strategy implies completing someone’s needs in a desirable and harmonic way.

Completing

The purpose of aesthetics is to complete, which means that in its essence it has to be a complement for an individual.

Opposed poles attract each other. That is why an essential complement is what defines the capacity to complete something. This generates a conflict with the functionality of the aesthetic element.

Complementation has a double role: on the one hand, it attacks the complementary function but, at the same time, it completes it because of its opposed values that cover the implicit weaknesses of the complement.

Complementation completes, because it covers a structural functional need of an entity generating ambivalent feelings in those individuals who need to accept their own lack of functionality in order to be able to accept the complement.

Desirable

The first step when dealing with aesthetics is to be desirable to satisfy a need that drives towards an expectancy of pleasure produced by the satisfaction of that necessity.

It implies being desirable to be possessed, meaning that someone wants to keep the object, to hold it and not only to use it.  Contractive aesthetics is driven by individuals who only want to make use of something.

Something is aesthetic when it satisfies a subjective or objective need. This has to happen within a framework of expectancy of pleasure and satisfaction of a desire.

Finally, it can be said that something is desirable when it covers an extreme need. When a need has been satisfied, an individual becomes instantly completed.

Harmonic

Aesthetics implies harmony. Harmony implies that the complement is consistent in itself and consistent in the context. This generates attraction but does not generate desire.

Harmony sustains aesthetics; it stabilizes it and confirms it, materializing all those aspects that complete the essential needs of an individual.

Aesthetics requires an essential harmony that, although being sustained by observable aspects, needs to be discovered. Harmony has been fulfilled when it has been perceived generating a powerful attraction.

When there is only a formal harmony, aesthetics becomes an “empty” object that generates no attraction because of its inconsistency. This essential inconsistency works although individuals cannot justify it.

Structural Segments of Aesthetics

Aesthetics has four structural segments that define its functionality. Aesthetics works as long as it completes, within a context of inaccessibility and generates desire to be possessed or used in a context of formal or essential harmony based on the expectancy awoken by the object.

Aesthetics

Conceptual Aesthetics

It is a functional aesthetics that satisfies the deep desires of individuals.

Conceptual aesthetics makes people and objects integrate in a unit. It is the typical case of sport devices such as skis, rackets, sailboats, etc. These devices are integrated with their owners, when they are strongly depending on their use.

The harmony of this aesthetic is essential and, from a functional point of view, timeless.

This aesthetic perception varies based on the functionality of the objects. For example, the changes in the functionality of skis can make them appear old-fashioned or dysfunctional.

Conceptual aesthetics is naturally complemented by the seducing aesthetics and put into action by the aggressive one.

Classic Aesthetics

Classic aesthetics is the one that wants to be imitated. Its complementation is based on filling the need of others based on a superior and perfect harmony.

It is the most difficult aesthetics to be achieved, because it naturally collides with modernity. It can only beat modernity if it is extremely desirable and essentially harmonic.

This type of aesthetics is typical in classic art. Beyond the world of art, this aesthetics is based on the use of perfect shapes.

It can frequently be found associated with nature and it always includes subliminal aspects that make it desirable and harmonic.

Classic aesthetics is naturally complemented by the aggressive aesthetics and put into action by the seducing one.

Seducing Aesthetics

Seducing aesthetics impacts because of its inaccessibility. Its context is the world of unsatisfied desires and utopias. Seducing aesthetics traps individuals in a subtle web where they cannot leave once they have deposited their expectations on it.

Seducing aesthetics provokes the desire to dispose the object. The feeling provoked by seduction is jealousy, because one wants to be in disposition of the objects and its formal harmony without wanting to share it.

Seduction uses formal harmony which does not generate permanent adhesions. That is why seducing aesthetics needs to change when it has satisfied an existing need in order to continue being noticed.

It is an aesthetics that endures as long as it produces an impact through its inaccessibility. That is why it requires a permanent renovation.

The seducing aesthetics is naturally complemented by the conceptual aesthetics and put into action by the classic one.

Aggressive Aesthetics

Aggressive aesthetics is frequently found in arts. It is based on impact, newness, originality and uniqueness.

This type of aesthetics is based on incidental actions that produce a high level of adhesion when they are accurately targeted to the audience, but disappear as fast as they appeared.

This aesthetics requires permanent renewal and careful communication because the excess of aggression repels people.

Aggressive aesthetics generates extreme segmentation, gaining the complementation with some, but losing others. It is perceived as suspicious by people.

Aggressive aesthetics is naturally complemented by the classic aesthetics and put into action by the conceptual one.

Based on the research on aesthetics led by Peter Belohlavek at The Unicist Research Institute.

Martin Alvaro

NOTE: The Unicist Research Institute (TURI) is a world leader in its segment. Since 1976, it has been specialized in complexity sciences applied to the research on the roots of evolution and its application to social, institutional, business and individual evolution.

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Generating empty spaces in the market: The Counter-cycles´ Language

Ambiguous language is the natural language for creating an empty space in the client’s mind. It is the key to open markets, and the necessary language to build commercial counter-cycles.

The particularity of the use of this language is that it opens the boundaries. Its ambiguity makes it the necessary language to establish a dialogue with clients.

It is the natural language of marketing catalysts. The ambiguity allows to enter in the right timing, creating a space where the person turns to satisfy their needs.

One of the most common difficulties when we are communicating is not to invade the client’s vital space because this produces an instantaneous rejection.

Ambiguous language allows to enter into the individual’s need without touching it, and establishing the framework for dialogue.

If we make a conceptual analogy from physics we could say that ambiguous language flows in terms of waves while operational language flows in terms of particles.

Ambiguous language has been used since immemorial times and can be found in the most successful advertising campaigns in history, starting with “Follow me”.

A way to improve day by day our ambiguous language is by seeking to integrate two contradictory positions in a superior order.

Martin Alvaro

NOTE: The Unicist Research Institute (TURI) is a world leader in its segment. Since 1976, it has been specialized in complexity sciences applied to the research on the roots of evolution and its application to social, institutional, business and individual evolution.

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Business Education for Growth

Business happens in the future and requires dealing with the unknown. Managing market growth, where by definition one seeks to expand the boundaries, makes it naturally necessary to deal with the unknown.

Just as an architect does when designing a house; he visualizes a solution, which does not exist today, designs it, and makes it happen.

On the other hand, administration necessarily implies dealing with the known. It is an activity where “the house” is already made and now it has to be administrated.

If we see in superior business education case studies manage the dissection of a dead body: the case.

This is very useful when one seeks to acquire operational knowledge. But in the field of markets, which by definition are in motion, this approach becomes dysfunctional and makes a research-based learning necessary.

The most famous educational models in this field are the PHDs in Physics and Education in Medicine where, in the medical residences of teaching hospitals, the physician learns to cure living patients. There, his education is based on dealing with the unknown.

Martin Alvaro

NOTE: The Unicist Research Institute (TURI) is a world leader in its segment. Since 1976, it has been specialized in complexity sciences applied to the research on the roots of evolution and its application to social, institutional, business and individual evolution.

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Unicist Testing Rooms for B2B Marketing

The unicist testing rooms were designed to manage on-line  the commercial processes of differentiated value propositions with  prospective customers or clients. They are based on exploring what is possible to be achieved, the root-causes of the solutions and the clarification of how the solutions work.

The Coronavirus-crisis introduced, in one step, the 4th Industrial Revolution in the field of B2B marketing. It generated the shock of integrating virtual communication as a core pathway to generate value.

The new stage drove to the substitution of Showrooms and Demos by Unicist Testing Rooms, which are virtual teamwork spaces with potential customers.

This changes the role of salesmen/women, account managers and professionals in order to be able to work using virtual communication to manage marketing and close sales.

It uses the differentiation of the value propositions, their reliability and their transparency to generate a space where B2B sales can be “produced” using maximal and minimum strategies materialized in binary marketing actions that include the use of catalysts.

This is one of the operational tools that sustain the building of countercycles in the B2B market.

Unicist Press Committee

NOTE: The Unicist Research Institute (TURI) is a world leader in its segment. Since 1976, it has been specialized in complexity sciences applied to the research on the roots of evolution and its application to social, institutional, business and individual evolution.

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About the Conceptual Short-Term Memory (CSTM)

It has to be considered that any value proposition made to a person is recognized by the Conceptual Short-Term Memory (CSTM) that uses the concepts stored in the Long-Term Memory (LTM). Therefore, the marketing actions that are based on conceptual segmentation increase notoriously their effectiveness.

Unicist Conceptual Marketing

The unicist marketing technologies have been developed at The Unicist Research Institute to manage the root causes of buying processes.

Unicist Conceptual Marketing is an approach based on the use of business objects and the unicist segmentation.

Buying decisions are driven by the concepts individuals have. That is why buying decision are driven by the instantaneous actions of the Conceptual Short-Term Memory that use the information stored as a concept in the long-term memory.

The unicist root cause marketing includes:

Unicist Marketing Strategy: to define the short-term and long-term segmented strategies, including both maximal strategies to grow and minimum strategies to sustain the customer base.

Unicist Root Causes of Buying Processes: to define the root drivers of buying processes, including the conceptual and the functional and psychological drivers.

Maximal & Minimum Marketing Actions: to define the actions and their synchronicity that need to be developed in order to have a critical mass in buying decisions.

Unicist Conceptual Design Groups: to define the concepts that drive the actions of the different segments of the market and define the segmented proposals and actions to be developed.

Benefits of the Unicist Conceptual Marketing:
• Increase of marketing effectiveness

Peter Belohlavek

NOTE: The Unicist Research Institute has been, since 1976, the pioneer in complexity science research to deal with adaptive entities and became a private global decentralized leading research organization in the field of adaptive systems and environments. It was one of the precursors of the Industry 4.0 concept

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