How to Deliver Happiness Through Archetypes and Customer Journey

PRODUCING
HAPPINESS BY
DESIGN
Prepared by Dave Norton, Ph.D.
Founder and Principal
Stone Mantel
goStoneMantel.com

SLIDESHARE | 7 JAN 2014

© 2014 Stone Mantel LLC

WHY THIS DECK?
This deck was put together for my friends and fellow Collaborative members
to celebrate 2014.
In 2013 Stone Mantel launched the Digital Consumer Collaborative. Our aim
is to better understand the decision-making processes of digital consumers
and apply new strategies and principles to create meaningful brand
experiences for them.
As a part of our work, several of the Collaborative members began an online
dialogue about positive psychology and subjective well-being. It started as a
side topic but has become somewhat of an ongoing discussion.
This deck reflects on research Stone Mantel has conducted over six years on
the subject. It draws from history, field research, positive psychology theory
and practice, philosophy, and political studies. The objective: to create
principles that organizations could use to keep their promises and help
people be happier through experiences.
(A warning: I have lost some of the references over the years but would love to quote them if they are still out there.)


2


IN 2008
In 2008, as the great recession was just getting started, I did a historical
review of recessions and branding. I assessed how brand strategy had
changed over the years and discovered that major shifts in how businesses
think about branding aligned with recessions. During recessions consumer
priorities shift and business thinking on branding shifts. The pendulum of
brand innovation swings during recessions from ‘promise making’ to ‘promise
keeping’ and back again (see next two slides).
I wanted to project what the next wave of brand innovation would look like. I
came to believe that the next wave of strategic brand thinking would be
based on happiness. Consumers, no longer able or wanting to ‘keep up with
the Joneses’ would prioritize their spending and align themselves with brands
that they felt would actually deliver (not just promise) happiness for them.
The goal then of companies was to determine principles for producing
experiences that made people happier.


3


MACRO BRAND STRATEGY TENDS TO EVOLVE
DURING RECESSIONS
Over the past 30 years, brand strategy has shifted from innovations in how to make a
promise to how to keep a promise, and then to how to make a promise again. In 2008
the shift should have moved to how to keep a promise.

Brand
Leaders

Key Strategic
Concept

BRAND IMAGE

BRAND EXPERIENCE

BRAND TRUTH

Formative
Years

1980 -1982

1990 -1993

2001 -2003

PROMISE MAKING

PROMISE KEEPING

PROMISE MAKING

Type of
Innovation


4


BY 2009 MOST BRANDS PROMISED HAPPINESS
By 2009 many brands began to emphasize in their promise making that consumers would be
happier. Coca Cola and Best Buy were the most obvious. The problem was that consumer
sensibility was shifting to brands who could keep a promise, not brands who could make a
promise. Happiness is easy to promise but hard to deliver on.


5


SOME ARGUE THAT HAPPINESS IS AT AN ALL TIME LOW

“Look around you. While happy families were
once the norm, more and more often we see
parents and children today rushing
frenetically from one task to another—
children whining, bickering, tantruming,
pouting, parents nagging, complaining and
trying to ignore their unruly surly offspring.
Can you go to any store, restaurant, or library
without seeing these joyless children?”
Robert Shaw


6


AND THAT THERE ARE NEW MALADIES IN SOCIETY

hurry sickness
flow

over commercialized
childhood

habituation

pleonexia
out of control greed

Reality evasion

positivism

toxic success syndrome
presentism

7

quick fix

Q

Which is easier for an individual to
recover his or her happiness after?
Death of a spouse
Divorce from a spouse


8


Broken relationships are harder to
rebound from than death.

A

Death of a spouse


9


Q

For your happiness, which is better?

To worry about a global epidemic
To worry about the loss of job


10


Concern about macro events may be
associated with greater happiness. The
more local or personal the fear, the more
unhappy the person is.

A

To worry about a global epidemic


11


Q

Match the country with the fact

Highest suicide rate

Sweden

Highest levels of happiness

Russia


12


Sweden is the answer for both. Suicide at a national level does
not correlate with happiness. High suicide rates nationally
correlate with low levels of belief in God and high incomes, not
subjective well-being.

A

Sweden
Highest suicide rate
Highest levels of happiness


13


THINGS THAT ARE STRONGLY LINKED TO HAPPINESS
Things that are strongly linked to happiness tend to be things that are high in cultural capital.
Things like education, health, income, gender, and physical environment depend on
situational factors.

STRONGLY LINKED

IT DEPENDS

Community
Workplace

Education

Trustworthiness

Belief in God

Health
Income

Happiness

Neighbors
Gender

Family

Physical Environment
Suicide


14


HOW TO DELIVER
HAPPINESS
THROUGH
ARCHETYPES AND
CUSTOMER JOURNEY
REQUIREMENTS



ABOUT THIS SECTION
This section is based on primary research conducted by Stone Mantel and a
review of the history of happiness. It describes four fundamental dispositions
that people throughout history have described when they are happy or are
talking about happiness.
The dispositions (transformative, altruistic, utilitarian, and perceptive) are the
basis for important experience design archetypes that have a demonstrable
ability to help people feel happier. Each archetype includes customer journey
requirements. When the requirements for the journey are present in the
experience, the consumer is very likely to be happier.
Stone Mantel has applied these frameworks to client work in travel, pharma,
banking, and other industries and affected significant lift in customer
happiness. This is a few of the slides for our workshop, Producing
Happiness by Design.
Two articles based on this work are: David W. Norton, Experience Myopia in the Age of Digital Solutions, 2013
(white paper, gostonemantel.com) and Norton, Durgee, and VanDeVelde, Producing Customer Happiness: The Job
to Do for Brand Innovation, 2010 (The Design Management Institute, dmi.org).


16


A SHORT HISTORY OF HAPPINESS
Happiness is not a new research topic. Since Socrates (at least) people have been thinking about what makes humans happy.
Socrates thought philosophy itself brought people to a higher purpose and gave them a powerful internal life. Nietzsche
wasn’t so sure that the contemplated life need to have a higher purpose but he located happiness within the self.
Epicurus reflected on
meaning associated with the
sensory life. Darwin came at
meaning from a physical/
evolutionary stance but
located happiness in a similar
type of experience as
Epicurus.
Du Chatelet, her heart
broken, felt that happiness
was a façade and a lie
caused by the self and
biology. Marx said that
people could not be happy
unless they were a part of the
worker’s movement.
Jeremy Bentham came up
with a theory of happiness
based on utility. Most
economists use it today.
Perpetua and her slave,
Felicitas, converts to
Christianity, died happy
because they believed a
loving God who prepared a
better place for them.

Socrates

Epicurus

Perpetua and
Felicitas

Bentham

Higher
Purposed

Socrates

de La Mettrie

Marx

Vibia Perpetua

du Chatelet

Friedrich Nietzsche

Within
Self

Through
Karl Marx Others
Epicurus

Darwin

Jeremy Bentham
Charles Darwin Marquise du Chatelet

Julien Offray de La Mettrie

Physical
(Sensorial)

Nietzsche

17


A SHORT HISTORY OF HAPPINESS
All philosophers and even modern researchers make assumptions regarding how to locate happiness and what the aim of
happiness is. In fact, these are the only common threads throughout history. By plotting their approaches to happiness
based on locus (or where they situate happiness) and aim, we see four distinct patterns emerge.
Higher
Purposed
Socrates, Plato, Aristotle

Augustine

Thomas Aquinas
John Stuart Mill

Vibia Perpetua

Thomas Jefferson
Martin Luther

Within
Self

Jean-Jacques Rousseau
Thomas More

Friedrich Nietzsche

Locus

Aim

Samuel Coleridge

Benjamin Franklin
Giovanni Pico

Alexis de Tocqueville

Karl Marx

Through
Others

Epicurus
John Locke
Jeremy Bentham

David Hume
Charles Darwin

Marquise du Chatelet

Sigmund Freud
Julien Offray de La Mettrie

Physical
(Sensorial)


18


FOUR HAPPINESS ARCHETYPES
Brands can dramatically increase the likelihood of delivering happiness to consumers when they develop expertise in
one of these four archetypes.

Higher
Purposed

Altruistic

Transformative
Helps improve the self/org
through goal attainment
and epiphany

Locus

Aim

Helps the individual
connect with and help
others

Within
Self

Through
Others
Maximizes pleasure
from a staged
experience

Helps the individual/org
think/feel positive emotions

Perceptive

Utilitarian
Physical
(Sensorial)


19


MAPPING SELIGMAN’S PERMA MODEL
Martin Seligman has recently updated his theory of well-being. It’s a holistic model that
addresses all four types of happiness. It leans somewhat toward activity within the self,
as do most positive psychology models.

Higher
Purposed

Transformative

5. Accomplishment

Aim

Altruistic

3. Meaning
4. Relationships

Locus Within

Through
Others

Self

2. Engagement
1. Positive Emotion

Physical
(Sensorial)

Perceptive


20

Utilitarian


YOUR BRAND PREDISPOSES YOUR CUSTOMERS TO
EXPERIENCE A TYPE OF HAPPINESS
Higher
Purposed

Aim

Transformative

Altruistic
Harvard

Haliburton

SAP

Siemens

Société Générale

Locus

Within
Self

Weight Watchers
Ernst & Young
Archer Daniels Midland
Apple

Novartis

Google

Newmans Own

Frito Lay

Best Buy
Microsoft

Pandora
Shell

Sodexo

Verizon
Philips

McDonalds

Bath & Body Works


Physical
(Sensorial)
21

Disney

Hallmark

Amway

Through
Others

Canadian Tire
Coca Cola
Hyundai

Nintendo

Royal Caribbean International

Lenovo

Perceptive

Facebook

Bellagio

Utilitarian

CUSTOMER JOURNEY REQUIREMENTS DIFFER
BASED ON ARCHETYPE
Higher
Purposed

Altruistic

Transformative

connect with and help
others

Helps improve the self/org
through goal attainment
and epiphany
Within
Self

Through
Others
Maximizes pleasure
from a staged
experience

Helps the individual/org
think/feel positive emotions

Perceptive

Utilitarian
Physical
(Sensorial)


22


PERCEPTIVE JOURNEY REQUIREMENTS
To deliver on Perceptive happiness, companies develop expertise in producing stimulus that causes the consumer to reflect
and remember positive experience. Then develop something new or adaptive for the experience. This journey is repeated
regularly to prompt positive emotions.

2. Reflection

1. Stimulus

3. Newness/Adaptation

DESIGN OBJECTIVE
Help people to think/feel positive emotions

1. Strong stimulus
Ability to create things that
evoke the right emotion.


2. Reflection
Triggers that encourage the
Ability to create new emotions
customer to reflect on feelings or different emotions.
or thoughts and make
meaning

23


PERCEPTIVE JOURNEY EXAMPLES
Books, cereal boxes, billboards, logos, and Pandora often have the same journey structure and can
produce the same perceptive type of happiness. People value the experience based on their ability to
think/feel deeply.


24


UTILITARIAN JOURNEY REQUIREMENTS
To deliver on Utilitarian happiness, companies invent tools that create dramatic action so that the consumer feels a lift. The
company continually creates better tools and better experiences based on those tools that maximize pleasure.

DESIGN OBJECTIVE
Maximizes pleasure from a
staged experience

2. Dramatic Action
1. Tools

3. Newness/
Adaptation

1. Tools
Simple but robust tools that
reduce unwanted activity.
2. Dramatic Action
Experience builds for customer to
a climatic moment.
Ability to add on new and make
customer feel that next time will
be even better.


25


UTILITARIAN JOURNEY EXAMPLES
A Google search, a roller coaster, and a CAT scan have the same journey structure and can produce the
same functional type of happiness. Consumers value the experience based on pleasure or lack thereof
associated with the experience.


26


TRANSFORMATIVE JOURNEY REQUIREMENTS
To deliver on Transformative happiness, companies identify goals that elevate consumers or organizations. They provide
tools to review current state of the individual, guide individuals, share knowledge, and create flow.

DESIGN OBJECTIVE
Helps the individual/org improve the self/org through goal attainment and epiphany

1. A Goal that Elevates
The ability to define a goal
that stretches and elevates
the customer

2. Current State Review
A diagnostic that effectively assesses
the customer’s current state.

1. Goal that elevates
New knowledge
4.
Current state
review 2.
3.
Guides


5. Flow

3. Guides
Guides that help the
customer progress toward
the goal.

4. New Knowledge
The ability to share new
knowledge that builds on
what was known.

5. Flow
Producing the feeling of
‘flow’ during the
transformation

27


TRANSFORMATIVE JOURNEY EXAMPLES
Weight Watchers, a consulting engagement, a technology upgrade, and a physician visit have the same
journey structure and can produce the same, transformative type of happiness. People value the
experience based on their ability to achieve unstated and stated goals.


28


ALTRUISTIC JOURNEY REQUIREMENTS
To deliver on Altruistic happiness, companies become expert at identifying common causes that people care about, creating
opportunities for individual to prepare, give a gift, and reconnect. The company must be able to facilitate the encounter.

DESIGN OBJECTIVE
Helps the individual/org help others
accomplish something important

1. Common Cause

2. Personal
preparation

5. Reconnection

1. A Shared Common Cause
Ability to produce a common cause
that others share.
2. Personal Preparation
Help participants to be part of the
group.
3. A Facilitated Encounter
A forum or venue for gathering.

3. A facilitated
encounter
4. Gift giving

4. Gift Giving
The ability to facilitate a gift between
two participants.
5. Reconnection
Ability to help participants reconnect.


29


ALTRUISTIC JOURNEY EXAMPLES
Facebook and a cruise have the same journey structure and can produce the same, altruistic type of
happiness. People value the experience based on their ability to find a common purpose and to relate and
connect with others.


30


FOR EXAMPLE
The archetype you deliver for can significantly change the types of innovations you produce and that you pre-dispose your
customers to expect from you. Spotify can do things that Pandora does not have permission to do because the experience
predisposes the customer differently.

Pandora delivers Perceptive


Spotify delivers Altruistic

31


FOR EXAMPLE

Pandora
Uses stimulus, reflection, and adaptation
to create ongoing emotions

Higher
Purposed

Transformative

Altruistic

Stimulus
Sophisticated filtering tool to stream
similar songs

Reflection
Prompts listener to see similarities and
Through
Others differences between artists

Within
Self

Adaptation
Combine streams to create new
similarities

Pandora

Perceptive


Physical
(Sensorial)

Utilitarian

32


FOR EXAMPLE

Spotify
Helps the individual/org help others
accomplish something important

Higher
Purposed

Transformative

Altruistic

Spotify

1. Common cause
Great music should be shared
2. Personal preparation
Create your own station

Within
Self

Through
Others 3. Facilitated encounter

Tools to connect people: find and share
4. Gift giving
Feels like something personal
5. Reconnection
Ability to develop communities

Perceptive


Physical
(Sensorial)

Utilitarian

33


HAPPINESS ARCHETYPES = JOB ARCHETYPES

Job
Definition

Happiness
Definition

The four archetypes for happiness translate into four archetypes of jobs to get done for customers (using
Clayton Christensen’s vernacular). If your goal is to positively affect the well-being of the consumer, use
the happiness definitions. If you need to help your company clarify its innovation priorities, use the job
definitions.

UTILITARIAN
Maximizes pleasure
from a staged
experience

PERCEPTIVE

ALTRUSTIC

Helps the
individual/org think/
feel positive
emotions

TRANSFORMATIVE

connect with and
help others

Helps improve the
self/org through goal
attainment and
epiphany

FUNCTIONAL

EMOTIONAL

SOCIAL

ASPIRATIONAL

Help me accomplish
a task

Help me feel deeply
about a moment

Help me relate to
others

Help me change
something important


34


By shifting from one
archetype to another,
you can change the
strategic thrust of your
solutions (no pun
intended).

a functional vs. a social job archetype


35


FIVE KEY THINGS FOR
MARKETERS TO CARE ABOUT IN
DESIGNING FOR HAPPINESS
FROM POSITIVE PSYCHOLOGY AND SOCIAL
SCIENCE RESEARCH


36


1. CONSUMERS PUSH BACK ON CONSPICUOUS
CONSUMPTION
For years consumers had been promised by brands a variation of the theme: if you’ve got the car, you’re going to get
the girl. As incomes and assets dropped, consumers became aware that more income did not translate to more
satisfaction with life or meaningful relationships. At a certain point satisfaction with life goes down when people focus
on money. Satisfaction goes up when they focus on love and friendship.

Relative Importance

HIGH

LOW

1

2

3

4

5

Life Satisfaction

LOW

6

7
HIGH

MONEY
LOVE


37


2. THE HEDONIC TREADMILL CAN HURT
Social scientists who study happiness call what consumers were experiencing in 2008 the hedonic
treadmill. People accumulate at a faster pace but feel that they running in place when it comes to their
sense of well-being. Consuming more does not translate to higher levels of satisfaction. When a major
recession hits its like tripping and falling on the treadmill.


38


3. THE MIND CAN TRIP OVER ANTICIPATION
A number of studies have shown that the mind’s ability to to anticipate, called prospection, can trip up a
person’s ability to be happy. The longer we anticipate an experience, the more likely we are to not be able
to make a decision that will make us happy. Companies that build high expectations through promise
making regarding customer happiness can actually negatively impact the consumer’s felt happiness.

Prospection
1: the act of anticipating
2: the act of viewing
3: the act of exploring (as for
gold)
Foresight


39


4. THE ABILITY TO DEAL WITH REALITY IS IMPERITIVE
TO DURABLE HAPPINESS
People who daydream or fantasize too much tend to be unhappy, while people who are positive about
their reality are happier. A major critique of advertising is that it facilitates fantasy and the hedonic treadmill
and does not help consumers feel positive about their current reality. One could argue that most brands
are not in the business of producing happiness. They are in the business of producing dissatisfaction with
current.

Nick Baylis
“Relationship with reality and the wellbeing of young adults”
2006


40


5. MEMBERSHIP PRODUCES GREATER HAPPINESS
Research by Kitayama and Markus in the early 1990s asked the question: why are these kids from
Sumatra smiling? Answer: because everyone else is smiling. Happiness is contagious. When you are
around others who are happy, you are happier. Companies can help to facilitate happiness by helping
consumers feel a part of a happy group—as long as it’s based in reality, not fantasy.

Sumatran Children


41


THE DIFFERENCE BETWEEN LOYALTY AND HAPPINESS
The implications of the positive psychology research on happiness and business practices today suggest
that most companies are not really in the business of producing happiness, they are in the business of
producing loyalty. To produce happiness requires different strategic objectives, effects on consumers,
design strategies, and success metrics.

Happiness

Loyalty

Objective

Improve the well being of
the customer

Keep the customer as long
as possible

Effect

Extrinsic or intrinsic goal
achievement

Satisfaction with a product

Design Strategy

Align archetype with
customer disposition

Respond to incremental
needs

Success Metrics

Happiness, Time Well
Spent, Goal Achievement

Recommend, Use, Stay


42


Thank You!

To go deeper around a concept or apply these
principles to your research and strategy,
contact:
Dave Norton
Stone Mantel
davenorton@goStoneMantel.com


43


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