Abstract

Managers today are under tremendous pressure to uncover factors driving customers’ attitudes and behavior. Unfortunately, traditional methods suffer from well-known limitations and have remained largely unchanged since their introduction decades ago. As a result, there is growing interest in brain-based approaches that may enable managers to directly probe customers’ underlying thoughts, feelings, and intentions. This article provides practical guidance to managers on using these tools, focusing on two distinct uses: validation of existing insights and generation of novel insights. Throughout, we emphasize that managers should see traditional and brain-based approaches as complements, rather than substitutes, in understanding customers.