System1

Creative Promotions Offer Alternatives to Discounting

Sam Panzer argues that marketers should move beyond routine discounting and use creative promotional mechanics to deliver value without eroding margins. Citing Mark Ritson’s critique of indiscriminate price cuts and Talon.One data showing an average discount rate of 22% in 2025, Panzer advocates for “creative currencies” — non-price rewards that tap cultural moments, aspiration, game mechanics and behavioral framing. He references Maslow’s hierarchy and Prospect Theory to explain why framing and experience can be more valuable than straight discounts. Panzer also reports research conducted with System1 Group across 1,800 consumers in six markets that found gamified promotions (e.g., a “roll the die” mechanic) are perceived as more unique and memorable than discounts. Examples include Coca‑Cola’s Panini sticker World Cup tie-up and Patagonia’s 2011 “Don’t Buy This Jacket” campaign.

Customers Mislead: Emotional Measurement Beats Focus Groups

Andrew Tindall, a senior leader at System1, reflects on being fired from The Young Apprentice in 2011 after a focus-group verdict and argues that customers' self-reports are unreliable. He reviews behavioural science (Lake Wobegon effect, say-do gap, heuristics) and cites academic studies and industry research to make the case for emotion-first advertising measurement. Tindall reports re-testing his Apprentice ad using System1's emotional creative testing and says his ad outperformed the rival on emotional response, brand recognition and predicted long-term brand-building. The piece advocates combining customer-centred research with emotional measurement and longer-running creative to improve marketing decisions.

Hugo Spritz vs Aperol Shows Power of Patience

Andrew Tindall argues recent headlines about St‑Germain (the Hugo Spritz) outgrowing Aperol obscure a deeper industry problem: drinks companies are dismantling the long-term brand-building systems—patient experiential activation and emotionally resonant advertising—that created category winners. The piece highlights St‑Germain’s sharp sales and search gains in some markets while noting Aperol’s far larger absolute volumes, and warns the spirits category faces structural headwinds (falling US spirits revenue in 2024, tariff pressure, GLP‑1 drugs reducing consumption). Many big alcohol groups are responding with short-term cost cuts—selling incubation brands, closing innovation teams and scaling back experiential and broad emotional advertising—despite evidence that emotional campaigns drive growth. Tindall cautions this short-termism risks prolonged decline and urges renewed investment in slow, experience-led brand building. He uses St‑Germain and Aperol as examples of the long game the industry is abandoning.