August 29, 2002

Finding Your Silent Majority

When Lucky Strike cigarette owner George Hill wanted to attract female smokers in the early 1930s, consumer research indicated that women did not like Lucky Strike's green package with the red bull's-eye because it was too masculine and did not coordinate with their favorite clothing. But, Hill refused to change his packaging. He felt that his core group of male smokers would be confused by a change.

Edward Bernays, the self-proclaimed "Father of Public Relations," decided to implement what he called a "big think" campaign to change female perception of the color green on behalf of Lucky Strike. He actively worked with fashion designers and the fashion press to build a crescendo of positive buzz surrounding the beauty, versatility, and sex appeal of green.

Bernays' activities culminated in the grand Green Ball in New York City's Waldorf Astoria Hotel, featuring green fashion and requiring all guests to wear green. Shortly thereafter, publications across the nation proclaimed 1934 as "the year America went green." Suddenly, Lucky Strike's green package was an asset rather than a liability in attracting female smokers.

Despite questioning Bernays' judgment (he claimed that the health risks of cigarettes were not known at that time), I still had to wonder, how easy would it be to shift public attitudes today? Americans in the 1920s were significantly less jaded than they are today. With the average American hearing over 10,000 commercial messages a week, it is a wonder that anybody is listening anymore. What do you do if you have a product, service, or even a cause, whose adoption requires a shift in public attitudes?

In The Practice of Public Relations, Fraser Seitel suggests that the people whose attitudes can be influenced the most are those who haven't made up their minds yet. It is this "silent majority" that is most open to clear, thoughtful and persuasive communication. Political activists have perfected the tactics for communicating with this group (the "swing vote," in their terms), but there are some applicable lessons for most businesses:

1. Choose your spokespeople; don't let them choose you. Your most vocal supporters don't necessarily help you if they are considered fringe or radical - unless that is the kind of organization you want to be. It is easy to rely on your most fervent evangelists, because they will do all the work for you. But if it is a broader audience that you seek, the results may not be what you desire.

2. Do not assume that a change in attitude will lead to a change in behavior. Psychological research indicates that the relationship between attitudes and behavior is often very weak. Once you get people to accept the idea behind your product or service, you need to make it easy for them to find it and try it.

3. Do not use morality as an argument. You won't sell more garden burgers by insinuating that people are "bad" for eating meat. Instead, stress the practical advantages of your solution - such as the health benefits of a diet rich in vegetables.

4. Avoid disturbing information, as it can drive people away instead of drawing them in. Animal activists who use graphic and gruesome images alienate many people who may be receptive to the message, but not the presentation. This type of shocking information rarely leads to sustained changes in attitude.

Think back to the last time you changed your mind about something important. How did it happen and what was the evidence that persuaded you? Researchers have found that the most effective tactics used to motivate attitude changes are facts, emotional appeals, and personal experience. Now, take those lessons and go out and change some minds!

Best wishes,
Patrick Galvin