1. The Second Mind
Jedi Mind Control Techniques for Brands

2. Building a Brand
Stimulates Stimulates
Feelings Thoughts
Brand exists in a
person’s MIND
(the world of a Jedi
Master)

3. Building a Brand
A brand created A deliberately
in a vacuum created brand
is defined by how is defined by a well-
people project their focused set of triggers
own subconscious and associations
thoughts and feelings designed to create
onto the brand specific feelings and
Brand exists in a person’s thoughts
MIND
(the world of a Jedi
Master)

4. Building a Brand
A brand created A deliberately
in a vacuum created brand
Begin by Begin by
understanding the understanding how
“group personality” of the target market
the target market. subconsciously
perceive your brand
What subconscious personality.
thoughts and feelings Brand exists in a person’s
MIND
do they project into What subconscious
the world? (the world of a Jedi
feelings and thoughts
Master) are triggered by the
brand?

5. Building a Brand
What are the What are the
brand’s positive brand’s negative
personality traits? personality traits?
Understand the
Brand Triggers
(the world of a Jedi
Master)

6. The 2nd Mind Processes

7. The 2nd Mind:
The choices, motivations, and behaviours manifested by human beings operate
from the following well-established premises:
• The human mind is a complex, multifaceted phenomenon.
• That part of human consciousness with which we are familiar (ie. the conscious mind) is merely the
tip of the iceberg.
• Human behaviour for the most part is rooted in the 9/10ths of the iceberg which lies beneath the
surface.
• The individual is unaware of the nature of the processing that occurs in the depths of his/her own
being.
• Simple observation and mainstream research are insufficient to uncover non-conscious processing.
• In the field of business, this non-conscious processing impacts organisational culture, brand
effectiveness, and buying behaviour far more than anyone realises.

8. The 2nd Mind:
People
• We can quickly and accurately analyse any individual, group, or demographic sector
• This reveals the shared archetypal elements common to the majority, which can be exploited by
marketers (in projecting a brand and defining market behaviour).
In simple terms, we identify what really gets people going and t
hen strategise how to leverage this to the maximum.

10. The 2nd Mind:
Brands
• We can take an existing brand and identify its strengths and weakness in terms of its impact on this
all-important area of non-conscious processing.
• In other words, we can answer the following questions:
– Is my brand's current projection adequately targeting the 2nd Mind?
– How are people responding to my brand in terms of their non-conscious motivations (which is
actually responsible for 90% of their behaviour)?
– How can I tweak my brand strategy to optimise its impact on the 2nd Mind?

12. The 2nd Mind:
Culture
Whenever human beings aggregate around a common purpose, be it a family, a tennis club, company or
corporation, the group functions as an entity with its own personality, quirks, likes, dislikes, and most
importantly, its own 2nd Mind.
• The way this entity projects itself as a collective is known as “culture”. We have an assessment which
can analyse this entity's persona and 2nd Mind in order to know:
– How to motivate the behaviour of this entity in specific, desirable ways.
– To what extent this entity is harmonising with the business and its brands.
– How to strategise effective interventions in the culture.

13. Identity
Renewal Feeling
Spirit Thought
Freedom Attraction
Structure Energy
Growth

14. Unique Brand Signature: Unaligned Unique Brand Signature: Aligned
Where Most Companies Are Where You Want To Be You vs. Your Competitors

15. Archetypal Brand Positioning
A case study

16. Composite Archetypal Brand Profile
By evaluating how the different archetypes interact with, and impact on, each other we are
able to distil a refinement (1 in 500+) of the basic personality style (1 in 12).

17. Assessment groups
Strategic Brand Evaluation
Technical National Provincial National Provincial Regional competition
Steering Steering Steering Role Role Role
Committee Committee Committees Players Players Players (per
competitor)
Brand Brand Brand Brand Brand Brand Brand
Personality Personality Personality Personality Personality Personality Personality
+ + + + + + +
10 Archetypal 10 Archetypal 10 Archetypal 10 Archetypal 10 Archetypal 10 Archetypal 10 Archetypal
Triggers Triggers Triggers Triggers Triggers Triggers Triggers
= = = = = = =
Unique Brand Unique Brand Unique Brand Unique Brand Unique Brand Unique Brand Unique Brand
Profile Profile Profile Profile Profile Profile Profile
Consolidated Competitive
Archetypal VS
Archetypal
Brand Profile Brand Profiles

18. The HSS Steering Committee Brand

19. Brand Personality
How did we get here?

20. The Twelve Personalities
40
35
30
25
20
15
10
5
0
Warrior Loyalist Intellectual Healer Ruler Servant Diplomat Magician Sage Executive Rebel Innocent

21. The Twelve Personalities

22. Mastery / Entrepreneurial
Belonging / Democratic Stability / Bureaucratic
Independent / Autocratic
Quadrant Expression & Consumer Perspective Organisational Style
Mastery/ Entrepreneurial Driven by a desire to create personal change and self achievement in An organisation that is driven by risk and opportunity and the desire to
life. You seek to move beyond current boundaries and become create. This type of organisation is highly energetic and courageous and
something more. seeks to dominate and explore beyond its current limits
Independence/ Autocratic Driven by the desire to be an individual, to reflect on your own path, to An organisation that seeks the truth, seeks to communicate and look at
define the right and wrong of your lives and communicate who you are. things in different ways. An organisation that is independent and seeks
to go beyond convention. Can be extremely lateral in order to find a
better way.
Belonging / Democracy Driven by the insatiable human need to connect, to belong and be An organisation that expresses itself emotionally, building and
loved. You are able to express and develop through a relationship. connecting communities. This type of organisation brings healing,
upliftment, emotional release and well being.
Stability / Bureaucracy Driven by the need for routine, comfort, tried and tested. A place An organisation that nurtures, builds and delivers results through
where you can be honest with yourselves and to let go, safely. Where planning and structure. This type of an organisation is solid, secure,
you can restore and nurture yourselves and prepare for a new day. dependable and professional

23. Initiative and Action
Adaptability Sustainability
Style Of Change Description
INITIATIVE & ACTION to get things started. Restless, goal-oriented, active, vigorous and
Initiative & Action
enterprising, with verve, courage, ambition and great leadership potential. Key words: Activating,
Initiating, Creating, Expressing, Illuminating
Sustainability ENDURING, able to see things through. Sustainability. The organiser who is steady, stable,
persistent, intense, filled with purpose and strength, efficient, practical and traditional. Key
words: Harnessing, Utilising, Sustaining, Empowering, Penetrating
Adaptability ADAPTABILITY – able to make changes. This style takes what has been created and attempts to
alter or adapt it, providing the necessary changes. Versatile communicators, multifaceted. Learns
and develops, flexible. Key words: Seeking, Evolving, Reflecting, Demonstrative, Distributing

24. The loyalist
• “Loyalist“ brands have a very specific way of doing things. Managing brand change is a very difficult process and
needs to be very well thought out. Change needs to managed subtly rather than aggressively or forcibly.
• You cannot hope to make a 90° turn overnight. It requires a step-by-step, degree by degree process.
• The brand’s evolution requires planning and “baby steps”.
• The “Loyalist” brand represents passivity, hard work, determination and persistence, a desire to proceed slowly
without harassment.
• This brand invokes the desire to build and grow and achieve practical results. This growth is slow and structured rather
than dynamic.
• A soft approach is required to change or redefine the “Loyalist” brand image. Pushing too hard could result in damage
to the brand.
• People who identify with a Loyalist brand are, well, loyal. They feel a strong sense of brand ownership. They like to
control it, the way the owner of an expensive car does not want anyone else driving it. If this sense of ownership is
taken away, they will become dysfunctional.
• There is a high degree of physical and emotional attachment – maybe even an unhealthy degree of attachment.
• There is a fear of loss. Think of this in terms of a Ferrari owner fearing the theft / loss / damage of his vehicle.

25. The 10 Brand Triggers
The Brand Personality is influenced by the 10 Archetypal Brand Triggers
Identity
50
45
Renewal 40
Feeling
35
30
25
20 Brand Clarity
Spirit 15 Thought
10
Score
5
0 47%
Freedom Attraction
Structure Energy
Growth

26. Growth and Thought Meme Interaction
The strong influence of the Growth and Thought Memes will elicit the following behavioural traits from
the group involved with the brand:
• The combination of the growth and thought memes is typical of a very big project.
• These brand types tend to be very idealistic. As such, they are subject to the pitfalls associated with big
idealistic projects.
– In practical terms, in reality, the brand fails to live up to the ideal that was advertised.
– This idealism from the group involved leads to them being too confident in the rightness of their cause and in
the correctness of their methodologies. This could result in failure to transform the ideal into reality.
• The brand vision tends have too much big picture thinking and gung-ho energy and not enough
attention to implementation detail.
• This brand has the ability to gather and marshall the troops. But everyone runs around on cloud nine
with big smiles on their faces, patting each other on the back, while the people on the ground looked
upwards and scratch their heads and wonder what all the partying and merriment is about.

27. The Growth and Thought Meme Interaction
The interaction between the Growth and Thought Memes within the brand will produce the
following influences/trends/characteristics:
Positive
• Planning and implementing the "big idea".
• Grandiose ideas.
• Respect and desire for knowledge.
• A love of teaching and disseminating knowledge.
• An optimistic and hopeful orientation - perhaps even too much so.
• Good planning and discernment abilities.
• A talent for selling itself.
• The ability to compromise.
• Maintains positivity even in the face of obstacles.

28. The Growth and Thought Meme Interaction
The interaction between the Growth and Thought Memes within this group will produce the
following influences/trends/characteristics:
Negative
• Disdain for details and trivialities.
• Promising more than can be delivered.
• Exaggerating one's own influence and abilities.

29. The Growth Meme
People who resonate with the Growth Meme exhibit the following traits:
• Collectively, they are manifesting an urge for self-improvement and personal growth.
• They feel an imperative to venture forth and explore life, seizing opportunities and seeking rewards.
• They are people with vision. They understand the big picture, the ideal. They are intrinsically optimistic
that this ideal can be reached.
• As a group, they demonstrate a tendency towards orthodox religion.
• For the most part, this group is benevolent and charitable. They want to be kind and to do good for
others who are less fortunate.
• They are conservative and respect the law.
• They are driven to succeed and have a high level of respect for success.
• On the downside, problems could emerge from being overconfident and perhaps boasting or
exaggerating a level of ability or importance which does not match up with the reality on the ground.

30. The Thought Meme
People who resonate with the Thought Meme exhibit the following traits:
• The ability to manage knowledge and sensory inputs and useful ways. (Intelligence.)
• The ability to express and communicate such knowledge.
• A preoccupation with mentality - intellect, intelligence, thinking, learning, teaching, reasoning.
• A talent for the written and spoken word.
• Nervousness and restlessness.
• Profanity and gossip.

31. Maslow's Hierarchy
Additional Analysis

32. Maslow’s Hierarchy
Total
Male 44
Female
38
33
31
25 26 25
24 24
19 20
18
14
12
9 9 8
1
physiological security love esteem self-actualisation transcendence

33. Maslow’s Hierarchy
The Group
• The archetypes around “love and family” emerged as a significant level in the pyramid.
• Aspirational figures such as Oprah and Cyril Ramaphosa have a strong resonance with this group.
They were stirred by these images.
• If one exploits level 4 & 6 type “messages” in the branding and behaviour modification strategies,
you are guaranteed to impact 43% of the target market.
Women
• A large differential was observed on level 5 (self-actualisation) scores between men and women.
• The women of this group appear to focus more on food, sex, money and religion before they will
engage in any creative self-actualising activity.
Men
• By contrast, the men are strongly motivated by creative, self-actualising processes.
General Conclusions around the archetypal content of the group, as revealed by the Maslow series:
• HSS is a system that would be used by sophisticated, successful (& intelligent?) people
• using HSS will lead to success
• the HSS and its raison d'etre represents the highest ideals that human beings can aspire to
• the HSS is on a “mission from God”
• participating in the HSS ethos elevates oneself and is spiritually fulfilling