By identifying the tactics of some of the world\u2019s best brands, and examining their behavioral science<\/a> underpinnings, you can find strategies you might want to adopt for yourself. That way, you can get rid of the guesswork and power up your own marketing efforts with evidence. <\/p>\n\n\n\n Related: Most Businesses Overcomplicate Their Marketing Strategy. Here\u2019s Why \u2014 and What to Do Instead.<\/a><\/strong><\/p>\n\n\n\n Here, we look at five leading brands. We\u2019ll examine what initially made them successful, and then we\u2019ll go beneath the surface to connect their actions to behavioral science principles. And as all good entrepreneurs know, imitation won\u2019t suffice. But consider this a shortcut \u2014 a way to leap years ahead of expensive trial and error by learning what others have already figured out and proven. <\/p>\n\n\n\n (By using the pratfall effect)<\/strong> <\/em><\/p>\n\n\n\n In 1759, Arthur Guinness took out a 9,000-year lease on St. James\u2019s Gate brewery in Dublin, Ireland. That\u2019s how confident he was of future success. And his confidence was well-placed. Ten years later, he began exporting to Great Britain, and today the brand is available in 150 countries.<\/p>\n\n\n\n Up until 1929, Guinness didn\u2019t advertise; the family let the product speak for itself. They were finally persuaded to start advertising<\/a> on the condition that the ads would be as high-caliber as the stout. And they started strong: Their first campaign featured the now famous \u201cGuinness is good for you\u201d slogan, penned by novelist (and natural copywriter) Dorothy L. Sayers. Classic artwork came from John Gilroy. Since then, Guinness advertising has earned cult status. And in 1997, when Guinness put its account up for pitch, the brief sent out to agencies included one interesting stipulation: under no circumstances should the campaign talk about the stout\u2019s slow pour. The aim was to win over lager drinkers and the brand was concerned the wait might put them off. <\/p>\n\n\n\n One of the agencies asked to pitch was Abbott Mead Vickers (AMV). Thankfully, AMV creative Walter Campbell wasn\u2019t a strict rule-follower. A few thoughts came to him, including reviving the original concept of \u201cgoodness\u201d from the first-ever Guinness ads. He went back to the brief and carefully ignored its stipulations. <\/p>\n\n\n\n Why? Because he\u2019d noticed something about his friends\u2019 drinking behavior. They actually liked<\/em> how long it took for a Guinness to pour. It served to fuel the anticipatory joy of the night ahead. Combining this sense of anticipation with the idea that Guinness is good, he came up with this tagline: \u201cGood things come to those who wait.\u201d <\/p>\n\n\n\n AMV won the business. Its first ad emphasized the exact time it takes to pour the perfect pint \u2014 119.5 seconds \u2014 and how that signals quality and credibility. AMV followed that with the now-famous \u201cSurfer\u201d ad in 1999, which depicted a surfer gazing intently and patiently out to sea, trying to spot the perfect wave before plunging into the water as a voiceover says, \u201cHere\u2019s to waiting.\u201d The results were impressive: The campaign, according to Campbell, was credited with a 12% increase in Guinness sales. The idea was reprised in a 2020 TV commercial featuring quarterback legend Joe Montana and the famous Super Bowl touchdown that had fans waiting on the edges of their seats. <\/p>\n\n\n\n Consider the psychology here. A two-minute pour sounds like a turnoff \u2014 especially if you\u2019re used to fast-flowing lager. It seems counterintuitive to highlight that in your commercials. But by choosing to acknowledge it, Guinness taps into a powerful bias. It\u2019s called the pratfall effect<\/em>. <\/p>\n\n\n\n Related: Your Current Digital Marketing Strategy Won\u2019t Hold Up in 2026. Here\u2019s the New Playbook.<\/a><\/strong><\/p>\n\n\n\n The pratfall effect comes from a 1966 study by psychologist Elliot Aronson. He found that people like someone more when they make a small, humanizing blunder \u2014 like in his study when someone aces a quiz, but then spills some coffee on themselves. But very importantly, the effect only works if the person is already seen as capable. If a person is viewed as less competent (like, say, doing poorly on a quiz and then spilling coffee), then mistakes make them seem even more unlikable.<\/p>\n\n\n\n Image Credit: Dan Matutina<\/em><\/p>\n\n\n\n Guinness isn\u2019t literally admitting a \u201cmistake\u201d here \u2014 the long pour isn\u2019t an actual blunder. But the brand is banking on something similar: By acknowledging a potential consumer objection, and then reframing it as a sign of craftsmanship, it\u2019s displaying the confidence of competence. Only a brand with a deep belief in its product can spotlight a perceived drawback and turn it into a strength. <\/p>\n\n\n\n Many brands have succeeded with this strategy. Think about the classic Volkswagen ads with lines such as, \u201cUgly is only skin-deep,\u201d \u201cLemon,\u201d or \u201cAmerica\u2019s slowest fastback.\u201d <\/p>\n\n\n\n Or Avis: \u201cWhen you\u2019re only No. 2, you try harder.\u201d Or Listerine: \u201cThe taste people hate. Twice a day.\u201d Or Southwest Airlines: \u201cWe\u2019re Not Fancy.\u201d <\/p>\n\n\n\n Again and again, the greatest brands boost their appeal by admitting a weakness. <\/p>\n\n\n\n But before you rush to apply this idea, remember the nuance of the pratfall effect: Mistakes or flaws are only charming if they\u2019re coming from competent people. So before you share your brand\u2019s weakness, you must establish yourself as credible<\/a> and high-quality. Once you have your customers\u2019 confidence, a small blunder \u2014 or fessing up to a \u201cflaw\u201d \u2014 can make you a lot more likable. <\/p>\n\n\n\n (By using expectation assimilation)<\/em> <\/strong><\/p>\n\n\n\n Mmm, mac and cheese. It\u2019s the ultimate quick and easy comfort food \u2014 and we\u2019re under no illusion that it\u2019s healthy. But its nutritional credentials may be better than you think. That\u2019s because, when Kraft improved its recipe, it was surprisingly crafty about how it rolled that information out. Let\u2019s take a look at why. <\/p>\n\n\n\n Kraft Mac & Cheese began almost 100 years ago with a salesman\u2019s clever idea: He attached a pack of Kraft cheese to boxes of pasta, then sold them as a pair. Kraft itself developed the idea further, and in 1937, just before the outbreak of World War II, it sold its first boxed macaroni and cheese. The food was an immediate hit. In the first year of launch alone, nine million boxes were sold, and its popularity hasn\u2019t dipped since. Kraft now reportedly sells a million boxes per day. <\/p>\n\n\n\n But about a decade ago, as consumers became increasingly focused on natural foods, Kraft decided it was time to improve the health credentials of its recipe, and cut out artificial ingredients like preservatives, flavorings, and colorings. Many brands would likely make these sorts of changes with huge fanfare. Kraft did not. <\/p>\n\n\n\n Related: The Most Dangerous Digital Marketing Mistakes New Entrepreneurs Make<\/a><\/strong><\/p>\n\n\n\n Instead, in 2016, it made the change with no announcement at all; its ingredient list simply changed. Gone, for example, were the artificial colors used previously \u2014 now replaced by spices such as paprika, turmeric, and annatto. And nobody seemed to notice or care. Sales remained strong. <\/p>\n\n\n\n So, why didn\u2019t Kraft trumpet its recipe improvements? <\/p>\n\n\n\n Kraft may have understood something behavioral scientists have shown again and again: People don\u2019t just taste food\u2014they taste their expectations<\/em>. <\/p>\n\n\n\n When we see a \u201chealthier\u201d version of something, we expect it to taste worse. That expectation can then change our sensory experience, so that it literally does<\/em> taste worse. Psychologists often call this either expectation effects (which is kind of like the placebo effect: you experience what you believe to be true) or assimilation effects (which is to say, our brains bend new information toward what we already believe). <\/p>\n\n\n\n For simplicity, we\u2019ll call this expectation assimilation<\/em> \u2014 the idea that expectations color our perception. <\/p>\n\n\n\n This can be a problem for healthier brands. Even though people say<\/em> they want healthier food, they expect that food to taste bad. Then this negative expectation can become self-fulfilling. <\/p>\n\n\n\n Perhaps that\u2019s why many people don\u2019t buy healthy items in the first place. When a brand markets itself as healthy, it risks turning off consumers<\/a> who are more interested in taste and indulgence.<\/p>\n\n\n\n Evidence of this can be found in a 2017 Stanford University study: Researchers set up at a large university cafeteria and, over the course of seven weeks, used varying descriptions on a healthy vegetable dish. These are the four different types of descriptions they used: <\/p>\n\n\n\n The results: Compared to the basic option, \u201chealthy positive\u201d labels reduced sales by 7%, and \u201chealthy restrictive\u201d labels reduced sales by 11%. The only way to boost sales was to describe dishes in an indulgent<\/em> way \u2014 which increased sales by 25% versus the basic option. <\/p>\n\n\n\n This finding has widespread applications, which goes beyond just \u201chealthy\u201d food. It applies to any products that are aiming to be more responsible. For example, when eco-friendly light bulbs were first hitting the market a few decades ago, Philips released a CFL light bulb and marketed it as being good for the environment. It sold poorly. Then they rebranded it as \u201cMarathon,\u201d and emphasized how long it lasted (and therefore how infrequently it needed to be changed), and it sold much better. <\/p>\n\n\n\n Related: Stop Worrying About AI Taking Your Marketing Job \u2014 and Start Doing This Instead<\/a><\/strong><\/p>\n\n\n\n It\u2019s the same takeaway as the Stanford study: People respond more to desirable outcomes<\/em>\u2014whether it\u2019s taste, convenience, or something else \u2014 and less so to things that feel dutiful, like eating healthy or being eco-friendly. <\/p>\n\n\n\n This could have easily been on Kraft\u2019s mind as they rolled out their improved ingredient list. They waited until everyone ate and enjoyed the new recipe\u2014and only then<\/em> shared that it was healthier. That way, they avoided misconceptions while still doing the right thing. <\/p>\n\n\n\n (By using the Illusion of Effort)<\/em> <\/strong><\/p>\n\n\n\n When Dyson launched its DC01 vacuum cleaner in 1994, the company hammered home this message: This invention took a lot of work!<\/em> <\/p>\n\n\n\n An early advertisement stressed it this way: \u201cAfter testing over 5,000 prototypes, [James Dyson] created the first vacuum cleaner that doesn\u2019t lose suction.\u201d <\/p>\n\n\n\n And in interviews for decades, James Dyson has repeatedly stressed how much work goes into his innovations. \u201cWe develop technology iteratively, making the smallest changes, building prototype after prototype until we have got it as close to perfect as we can muster,\u201d he once told the BBC, for example. \u201cTesting and prototyping is at the heart of the most successful technologies.\u201d <\/p>\n\n\n\n Why do they keep focusing on this? First, because it\u2019s true: Dyson created an entirely new approach to vacuum cleaners, and the iteration process took 15 years. <\/p>\n\n\n\n But there\u2019s likely another reason: It\u2019s because Dyson understands what psychologists call the illusion of effort. <\/em>People tend to perceive a product or service as more valuable, higher quality, or more trustworthy when they believe significant time, work, or dedication was put into its creation. Or, in other words: \u201cIf this took a long time to make, it\u2019s probably good.\u201d <\/p>\n\n\n\n Related: How to Tell If Your Marketing Is Driving Real Business Results<\/a><\/strong><\/p>\n\n\n\n Here\u2019s a study that captures this, done in 2004 at the University of Illinois Urbana-Champaign. Study participants were split into two groups, and both asked to read a certain poem. One group was told: The poet spent four hours writing this poem<\/em>. The second group was told it took 18 hours. Afterward, the groups were asked to rate the poem \u2014 and the \u201c18 hours\u201d group rated the poem 10% better than the other group did. They also believed the poem would sell to a poetry magazine for 90% more money. <\/p>\n\n\n\n It\u2019s a stark outcome: The exact same piece of work was considered better and more valuable, solely because people believed more effort went into it. The lesson for any brand, then, is to be transparent<\/a> about the lengths you\u2019ve gone to create your product. It\u2019s not enough to expend lots of effort; you must let your customer know. <\/p>\n\n\n\n (By using the concreteness effect)<\/em> <\/strong><\/p>\n\n\n\n Music was revolutionized in the early 2000s. That\u2019s when the first MP3 players hit the market, enabling people to carry digital files with them anywhere. <\/p>\n\n\n\n So, how was this revolution marketed? <\/p>\n\n\n\n Here\u2019s how Philips promoted its Rush digital audio player, which launched in 2000. Its print ad headlines said: \u201cMP3 in full motion.\u201d Then it offered a bulleted list of features, such as \u201cBuilt-in memory capacity: 128 MB\u201d and \u201cPlays MP3 and WMA digital audio.\u201d <\/p>\n\n\n\n Then Apple released the iPod in 2001. One of its early ads simply said: \u201c1,000 songs. In your pocket.\u201d Its TV ads were mostly about vibe \u2014 those bright colors and dancing black silhouettes. And as we all now know, the iPod dominated the marketplace and defined MP3 players for a generation. <\/p>\n\n\n\n So, why was Apple\u2019s marketing approach so effective? Psychologists call it the concreteness effect<\/em>. <\/p>\n\n\n\n The concreteness effect says this: Concrete information (like things you can picture) is easier to understand, encode, and recall than abstract information. While Philips focused on abstract ideas, like 128 MB of storage (which means nothing to the average person!), Apple leaned into \u201c1,000 songs\u201d (which absolutely does). Apple\u2019s ad gave us something we could picture in our minds, which is scientifically proven to help us remember the concept.<\/p>\n\n\n\n One of the original studies into concreteness was carried out by Ian Begg at the University of Western Ontario in 1972. <\/p>\n\n\n\n He recruited 25 students and read them a list of 20 two-word phrases, such as: square door, impossible amount, rusty engine, better excuse, flaming forest, apparent fact, muscular gentleman, common fate, white horse, and subtle fault. <\/p>\n\n\n\n Related: Why Marketing Savvy is the Important Attribute of Successful Entrepreneurs<\/a><\/strong><\/p>\n\n\n\n Then he asked the group to remember as many terms as they could. Participants recalled an average of 23% of them. But Begg made a striking observation: People remembered just 9% of the abstract terms (like \u201cimpossible amount\u201d) and 36% of the concrete terms (like \u201cwhite horse\u201d). That\u2019s a fourfold difference! Why? Begg believed it was because those concrete terms could be visualized<\/em> \u2014 and when you can picture something in your head, such as a white horse, you find it easier to hang on to that thought. <\/p>\n\n\n\n The best brands are visual<\/a> \u2014 in their marketing, product descriptions, and even in their taglines. Consider Red Bull. They could have used \u201cRed Bull gives you energy,\u201d but that\u2019s impossible to visualize. So they went with \u201cRed Bull gives you wings,\u201d which is much more memorable. Skittles did it with \u201cTaste the rainbow,\u201d M&M\u2019s with \u201cMelt in your mouth, not in your hand,\u201d and Maxwell House did it with \u201cGood to the last drop.\u201d <\/p>\n\n\n\n So as you draft your next marketing copy, trying to cut through the clutter, it\u2019s worth asking yourself: Are you giving people something they can easily remember? <\/p>\n\n\n\n (By using the Keats heuristic)<\/em> <\/strong><\/p>\n\n\n\n Everyone knows the Pringles tagline: Once you pop, you can\u2019t stop<\/em>. <\/p>\n\n\n\n But it\u2019s more than just a fun rhyme. It also takes advantage of a funny shortcut known as the Keats heuristic<\/em>. The Keats heuristic is the scientific finding that rhymes make things sound more true. Therefore, brands like Pringles can make use of rhyme to sway consumers<\/a> toward the credibility of their claims. We don\u2019t question how addictively delicious Pringles chips are, because \u201conce you pop, you can\u2019t stop\u201d \u2014 it just sounds true.<\/p>\n\n\n\n To be clear, this idea isn\u2019t universally accepted \u2014 but it has been identified by some very noteworthy experiments. <\/p>\n\n\n\n The most famous one is from 1999, by psychologists Matthew McGlone and Jessica Tofighbakhsh from Lafayette College, Pennsylvania. They gave participants a list of lesser-known proverbs. Some of those proverbs rhymed; some did not. (For example: Some participants heard \u201cWoes unite foes\u201d and others heard \u201cWoes unite enemies\u201d.) Afterward, participants were asked to rate the truthfulness of the proverbs they heard. They trusted the rhyming proverbs 17% more.<\/p>\n\n\n\n Image Credit: Dan Matutina<\/em> <\/p>\n\n\n\n Why would this happen? Here\u2019s the hypothesis: Rhymes improve reading flow, making a sentence easier for our brains to process. And we equate ease of processing with truth. <\/p>\n\n\n\n Related: I Run A Global Advertising Agency. Here\u2019s How We Create Great Ideas \u2014 By Rewarding Lots of Bad Ideas<\/a><\/strong><\/p>\n\n\n\n (McGlone and Tofighbakhsh were the ones to coin this the Keats heuristic. It\u2019s a reference to a line from the poet John Keats: \u201cBeauty is truth, truth beauty.\u201d The idea is that a beautiful rhyme can create the feeling of truth.) <\/p>\n\n\n\n Another research team, based at the University of Oslo and the Norwegian University of Science and Technology, attempted a similar experiment in 2013 \u2014 but specifically looked at brand marketing. They generated slogans for brands that either rhymed or didn\u2019t, then asked participants to read and respond to the slogans. The rhyming slogans were easier to remember (by 25%), and were also more likable (24% higher), trustworthy (22% higher), and persuasive (21% higher). <\/p>\n\n\n\n So it\u2019s no wonder that brands like rhyming slogans! Bounty calls itself \u201cthe quicker picker-upper.\u201d Folgers says, \u201cThe best part of waking up is Folgers in your cup.\u201d And Pringles has spent decades creating rhymes \u2014 at least as far back as a ridiculous 1980s ad starring Brad Pitt, which called Pringles \u201cthe fever reliever.\u201d (The \u201cfever\u201d here was a fever for snacks.) <\/p>\n\n\n\n What\u2019s the lesson in all this?<\/strong> It\u2019s simple: There is a lot more to marketing than just pitching<\/a> why your brand\u2019s great. It\u2019s about understanding the people you\u2019re marketing to. The more you understand these common human biases, the more you can tailor your message to be as memorable, trustworthy, and effective as possible. Or, to be inspired by the Keats heuristic: If you learn the brain, you\u2019ll win the game. <\/p>\n\n\n\n Adapted Excerpt from<\/em> Hacking the Human Mind: The Behavioral Science Secrets Behind 17 of the World\u2019s Best Brands<\/a> by Richard Shotton and MichaelAaron Flicker, published by Harriman House, an imprint of Pan Macmillan, on September 30, 2025. Copyright \u00a9 2025 by Richard Shotton and MichaelAaron Flicker.<\/em><\/p>\n\n\n\n \u770b\u5230\u4e00\u4e2a\u7edd\u5999\u7684\u5e7f\u544a\u5ba3\u4f20\u6d3b\u52a8\uff0c\u7136\u540e\u8bf4\uff1a\u201c\u6211\u5e0c\u671b\u81ea\u5df1\u4e5f\u80fd\u505a\u5230\u90a3\u6837\u3002\u201d\u8fd9\u662f\u4e00\u56de\u4e8b\uff1b\u800c\u8bf4\uff1a\u201c\u6211\u60f3\u505a\u90a3\u6837\u7684\u4e8b\u60c5\uff0c\u800c\u4e14\u6211\u6709\u4fe1\u5fc3\u53bb\u5c1d\u8bd5\uff0c\u56e0\u4e3a\u6211\u77e5\u9053\u5b83\u6210\u529f\u7684\u539f\u56e0\u3002\u201d\u5219\u662f\u53e6\u4e00\u56de\u4e8b\u3002 <\/p>\n\n\n\n \u4f5c\u4e3a\u521b\u4e1a\u8005\uff0c\u6211\u4eec\u5e38\u5e38\u8fc7\u4e8e\u4f9d\u8d56\u76f4\u89c9\u3001\u672c\u80fd\u548c\u201c\u8425\u9500\u9b54\u6cd5\u201d\u4e4b\u7c7b\u7684\u60f3\u6cd5\uff0c\u800c\u5ffd\u7565\u4e86\u8bc1\u636e\u3002\u6b63\u662f\u8fd9\u4e00\u70b9\u4fc3\u6210\u4e86\u6211\u4eec\u4e24\u4eba\u7684\u5408\u4f5c\u2014\u2014\u8fc8\u514b\u5c14\u00b7\u4e9a\u4f26\u662f\u4e00\u4f4d\u57fa\u4e8e\u884c\u4e3a\u79d1\u5b66\u521b\u529e\u4e86\u4e5d\u5bb6\u516c\u53f8\u7684\u4f01\u4e1a\u5bb6\uff0c\u800c\u7406\u67e5\u5fb7\u5219\u64b0\u5199\u4e86\u4e09\u672c\u76f8\u5173\u4e66\u7c4d\u3002\u6211\u4eec\u90fd\u662f\u8425\u9500\u4e13\u5bb6<\/a>\uff0c\u4e00\u76f4\u5728\u5bfb\u627e\u63d0\u9ad8\u5de5\u4f5c\u6548\u7387\u7684\u65b9\u6cd5\u3002\u6211\u4eec\u610f\u8bc6\u5230\uff0c\u4e16\u754c\u5404\u5730\u7684\u7814\u7a76\u4eba\u5458\u90fd\u5728\u8fdb\u884c\u968f\u673a\u5bf9\u7167\u8bd5\u9a8c\uff0c\u6d4b\u8bd5\u5404\u79cd\u5e72\u9884\u63aa\u65bd\uff0c\u5e76\u53d1\u8868\u8bba\u6587\uff0c\u63ed\u793a\u4eba\u7c7b\u51b3\u7b56\u7684\u771f\u5b9e\u8fc7\u7a0b\u3002\u7136\u800c\uff0c\u4ed6\u4eec\u7684\u7814\u7a76\u6210\u679c\u5728\u7f8e\u56fd\u5374\u9c9c\u5c11\u88ab\u5e94\u7528\u4e8e\u5546\u4e1a\u9886\u57df\u3002 <\/p>\n\n\n\n \u901a\u8fc7\u5206\u6790\u4e00\u4e9b\u4e16\u754c\u9876\u7ea7\u54c1\u724c\u7684\u8425\u9500\u7b56\u7565\uff0c\u5e76\u7814\u7a76\u5176\u80cc\u540e\u7684\u884c\u4e3a\u79d1\u5b66<\/a>\u539f\u7406\uff0c\u60a8\u53ef\u4ee5\u627e\u5230\u4e00\u4e9b\u503c\u5f97\u501f\u9274\u7684\u7b56\u7565\u3002\u8fd9\u6837\u4e00\u6765\uff0c\u60a8\u5c31\u53ef\u4ee5\u6446\u8131\u76f2\u76ee\u731c\u6d4b\uff0c\u7528\u6570\u636e\u9a71\u52a8\u81ea\u8eab\u7684\u8425\u9500\u5de5\u4f5c\u3002 <\/p>\n\n\n\n \u76f8\u5173\u9605\u8bfb\uff1a\u5927\u591a\u6570\u4f01\u4e1a\u90fd\u628a\u8425\u9500\u7b56\u7565\u641e\u5f97\u592a\u590d\u6742\u4e86\u3002\u539f\u56e0\u4f55\u5728\uff1f\u4ee5\u53ca\u5e94\u8be5\u600e\u4e48\u505a\uff1f<\/a><\/strong><\/p>\n\n\n\n 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\u53e6\u4e00\u652f\u7531\u5965\u65af\u9646\u5927\u5b66\u548c\u632a\u5a01\u79d1\u6280\u5927\u5b66\u7ec4\u6210\u7684\u7814\u7a76\u56e2\u961f\u57282013\u5e74\u8fdb\u884c\u4e86\u4e00\u9879\u7c7b\u4f3c\u7684\u5b9e\u9a8c\uff0c\u4f46\u4ed6\u4eec\u7684\u7814\u7a76\u5bf9\u8c61\u662f\u54c1\u724c\u8425\u9500\u3002\u4ed6\u4eec\u4e3a\u4e00\u4e9b\u54c1\u724c\u8bbe\u8ba1\u4e86\u62bc\u97f5\u548c\u975e\u62bc\u97f5\u7684\u6807\u8bed\uff0c\u7136\u540e\u8ba9\u53c2\u4e0e\u8005\u9605\u8bfb\u5e76\u5bf9\u8fd9\u4e9b\u6807\u8bed\u505a\u51fa\u53cd\u5e94\u3002\u7ed3\u679c\u663e\u793a\uff0c\u62bc\u97f5\u7684\u6807\u8bed\u66f4\u5bb9\u6613\u88ab\u8bb0\u4f4f\uff08\u8bb0\u5fc6\u7387\u9ad8\u51fa25%\uff09\uff0c\u4e5f\u66f4\u53d7\u6b22\u8fce\uff08\u9ad8\u51fa24%\uff09\u3001\u66f4\u503c\u5f97\u4fe1\u8d56\uff08\u9ad8\u51fa22%\uff09\u3001\u66f4\u6709\u8bf4\u670d\u529b\uff08\u9ad8\u51fa21%\uff09\u3002 <\/p>\n\n\n\n \u6240\u4ee5\u54c1\u724c\u559c\u6b22\u62bc\u97f5\u7684\u5e7f\u544a\u8bed\u4e5f\u5c31\u4e0d\u8db3\u4e3a\u5947\u4e86\uff01Bounty \u81ea\u79f0\u201c\u5feb\u901f\u63d0\u795e\u9192\u8111\u201d\u3002Folgers \u8bf4\uff1a\u201c\u9192\u6765\u6700\u7f8e\u597d\u7684\u4e8b\u5c31\u662f\u4e00\u676f Folgers\u201d\u3002\u800c Pringles \u51e0\u5341\u5e74\u6765\u4e00\u76f4\u5728\u521b\u4f5c\u62bc\u97f5\u5e7f\u544a\u8bed\u2014\u2014\u81f3\u5c11\u53ef\u4ee5\u8ffd\u6eaf\u5230 20 \u4e16\u7eaa 80 \u5e74\u4ee3\u5e03\u62c9\u5fb7\u00b7\u76ae\u7279\u4e3b\u6f14\u7684\u4e00\u5219\u8352\u8bde\u5e7f\u544a\uff0c\u5e7f\u544a\u4e2d Pringles \u88ab\u79f0\u4e3a\u201c\u9000\u70e7\u836f\u201d\u3002\uff08\u8fd9\u91cc\u7684\u201c\u9000\u70e7\u836f\u201d\u6307\u7684\u662f\u5bf9\u96f6\u98df\u7684\u6e34\u671b\u3002\uff09 <\/p>\n\n\n\n \u8fd9\u4e00\u5207\u544a\u8bc9\u6211\u4eec\u4ec0\u4e48\uff1f<\/strong>\u5f88\u7b80\u5355\uff1a\u8425\u9500\u8fdc\u4e0d\u6b62\u4e8e\u515c\u552e<\/a>\u54c1\u724c\u4f18\u52bf\u3002\u5b83\u66f4\u5173\u4e4e\u7406\u89e3\u4f60\u7684\u76ee\u6807\u53d7\u4f17\u3002\u4f60\u8d8a\u4e86\u89e3\u8fd9\u4e9b\u5e38\u89c1\u7684\u4eba\u6027\u504f\u89c1\uff0c\u5c31\u8d8a\u80fd\u7cbe\u51c6\u5730\u5b9a\u5236\u4fe1\u606f\uff0c\u4f7f\u5176\u66f4\u6613\u4e8e\u8bb0\u5fc6\u3001\u66f4\u503c\u5f97\u4fe1\u8d56\u3001\u66f4\u6709\u6548\u3002\u6216\u8005\uff0c\u501f\u7528\u6d4e\u6148\u7684\u540d\u8a00\uff1a\u4e86\u89e3\u5927\u8111\uff0c\u5c31\u80fd\u8d62\u5f97\u80dc\u5229\u3002 <\/p>\n\n\n\n \u6539\u7f16\u81ea\u7406\u67e5\u5fb7\u00b7\u8096\u987f\u548c\u8fc8\u514b\u5c14\u00b7\u4e9a\u4f26\u00b7\u5f17\u5229\u514b\u6240\u8457<\/em> \u300a\u7834\u89e3\u4eba\u7c7b\u601d\u7ef4\uff1a17\u4e2a\u4e16\u754c\u9876\u7ea7\u54c1\u724c\u80cc\u540e\u7684\u884c\u4e3a\u79d1\u5b66\u79d8\u5bc6\u300b<\/a>How <\/strong>GUINNESS earns people\u2019s trust<\/strong> <\/h2>\n\n\n\n
![\"\"](\"https:\/\/www.entrepreneur.com\/wp-content\/uploads\/sites\/2\/2026\/01\/ent26_janfeb_feat-excerpt2.jpg?w=721\")
<\/figure>\n\n\n\nHow <\/strong>KRAFT seems so delicious <\/strong><\/h2>\n\n\n\n
\n
How <\/strong>DYSON seems so innovative <\/strong><\/h2>\n\n\n\n
How <\/strong>APPLE beat the competition <\/strong><\/h2>\n\n\n\n
How <\/strong>PRINGLES became so memorable <\/strong><\/h2>\n\n\n\n
![\"\"](\"https:\/\/www.entrepreneur.com\/wp-content\/uploads\/sites\/2\/2026\/01\/ent26_janfeb_feat-excerpt3.jpg?w=817\")
<\/figure>\n\n\n\n<\/strong>\u5409\u5c3c\u65af\u5982\u4f55<\/strong>\u8d62\u5f97\u4eba\u4eec\u7684\u4fe1\u4efb<\/strong> <\/h2>\n\n\n\n
<\/figure>\n\n\n\n\u5361\u592b<\/strong>\u770b\u8d77\u6765\u771f\u597d\u5403 <\/strong><\/h2>\n\n\n\n
\n
<\/strong>\u6234\u68ee\u7684\u521b\u65b0\u80fd\u529b<\/strong>\u771f\u662f\u4ee4\u4eba\u60ca\u53f9\u3002 <\/strong><\/h2>\n\n\n\n
<\/strong>\u82f9\u679c\u662f\u5982\u4f55<\/strong>\u51fb\u8d25\u7ade\u4e89\u5bf9\u624b\u7684 <\/strong><\/h2>\n\n\n\n
<\/strong>\u54c1\u5ba2\u85af\u7247\u662f\u5982\u4f55<\/strong>\u53d8\u5f97\u5982\u6b64\u4ee4\u4eba\u96be\u5fd8\u7684 <\/strong><\/h2>\n\n\n\n
<\/figure>\n\n\n\n