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Companies know how we think

Companies can now find out exactly how you think through the science of neuromarketing. Advertisers are currently collaborating with scientists to test their products directly on our brains. Some experts believe that one in ten TV commercials have already been designed using neuromarketing.

The reasons are obvious. The technique allows companies to discover exactly what people like about their products. For example, when we eat a type of potato chip, it may be the color, the flavor, or the pleasant noise it makes when you crunch it in your mouth that we like most.

In order ............ tap into what’s going ............ in consumers’ brains, it all begins ............ laboratories and office buildings.

Groups of volunteers submit themselves to a simple process. Wearing a special headset called an electrode cap, they watch commercials or test products. The caps allow researchers to monitor brain activity. When something attracts the attention of the volunteers, this is highlighted on a computer. They literally use this device to read the minds of their volunteers. This may sound a little scary, but advertisers are just tap-ping into our existing thoughts and desires. And that’s what advertisers have always tried to do.

Previously, companies would give people a survey or questionnaire to complete in order to research their customers. The problem was that people didn’t always tell the truth. They may not want to be critical of a product or advertisement because they don’t want to upset the interviewer. The electrode cap overcomes this problem. It shows when someone really is interested in something.

Neuromarketing is also used to develop packaging for the world’s most famous brands. The aim is to make their products stand out in a busy marketplace. This will become standard as more companies capitalize on the technology. With millions invested in advertising, companies simply cannot afford to hope that their ads and products will be a success. If they can find out what we think first, and change their products to make them more successful, they will quickly pay off the high cost of neuromarketing and dominate their market.

Text 1

Companies know how we think

Companies can now find out exactly how you think through the science of neuromarketing. Advertisers are currently collaborating with scientists to test their products directly on our brains. Some experts believe that one in ten TV commercials have already been designed using neuromarketing.

The reasons are obvious. The technique allows companies to discover exactly what people like about their products. For example, when we eat a type of potato chip, it may be the color, the flavor, or the pleasant noise it makes when you crunch it in your mouth that we like most.

In order ............ tap into what’s going ............ in consumers’ brains, it all begins ............ laboratories and office buildings.

Groups of volunteers submit themselves to a simple process. Wearing a special headset called an electrode cap, they watch commercials or test products. The caps allow researchers to monitor brain activity. When something attracts the attention of the volunteers, this is highlighted on a computer. They literally use this device to read the minds of their volunteers. This may sound a little scary, but advertisers are just tap-ping into our existing thoughts and desires. And that’s what advertisers have always tried to do.

Previously, companies would give people a survey or questionnaire to complete in order to research their customers. The problem was that people didn’t always tell the truth. They may not want to be critical of a product or advertisement because they don’t want to upset the interviewer. The electrode cap overcomes this problem. It shows when someone really is interested in something.

Neuromarketing is also used to develop packaging for the world’s most famous brands. The aim is to make their products stand out in a busy marketplace. This will become standard as more companies capitalize on the technology. With millions invested in advertising, companies simply cannot afford to hope that their ads and products will be a success. If they can find out what we think first, and change their products to make them more successful, they will quickly pay off the high cost of neuromarketing and dominate their market.

Sociologists have, until recently, tended to avoid technology. This began to change significantly in the late 1980s with the growth and development of both (physical) IT and the (social) debate surrounding it. In a broad sense, sociologists of technology are concerned with explaining how social processes, actions and structures relate to technology; and in this are concerned with developing critiques of notions of technological determinism. The theories and concepts which have been developed are increasingly recognised as of value to technologists, notably in the area of information system design.

Technological determinism is the notion that technological development is autonomous of society; it shapes society, but is not reciprocally influenced. Rather, it exists outside society, but at the same time influences social change. In more extreme varieties of technological determinism, the technology is seen as the most significant determinant of the nature of a society. What is remarkable about the notion of technological determinism is neither its theoretical sophistication nor its explanatory utility. It is important because it is “the single most influential theory of the relationship between technology and society”, according to MacKenzie and Wajcman (1985).

The reality, of course, is that technologies do not, in practice, follow some pre-determined course of development. Research and development decisions, for example, are significant determinants of the sorts of technologies which are developed. Also, although technologies clearly have impacts, the nature of these is not built into the technology, but varies from one culture to another, depending on a broad range of social, political and economic factors.

Hughie Mackay. Theorising the IT/Society Relationship. In: HEAP, N. et al. (eds) Information technology and society: a reader. London: Sage Publications, 1996 (adapted)

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India's luxury airline Vistara flies into the sunset

Indian full-service carrier Vistara will operate its last flight on Monday, after nine years in existence.

A joint venture between Singapore Airlines and the Tata Sons, Vistara will merge with Tata-owned Air India to form a single entity with an expanded network and broader fleet.

This means that all Vistara operations will be transferred to and managed by Air India, including helpdesk kiosks and ticketing offices. The process of migrating passengers with existing Vistara bookings and loyalty programmes to Air India has been under way over thepast few months.

"As part of the merger process, meals, service ware and other soft elements have been upgraded and incorporates aspects of both Vistara and Air India," an Air India spokesperson said in an email response.

Amid concerns that the merger could impact service standards, the Tatas have assured that Vistara's in-flight experience will remain unchanged.

Known for its high ratings in food, service, and cabin quality, Vistara has built a loyal customer base and the decision to retire the Vistara brand has been criticised by fans, branding experts, and aviation analysts.

The consolidation was effectively done to clean up Vistara's books and wipe out its losses, said Mark Martin, an aviation analyst.

Air India has essentially been "suckered into taking a loss-making airline" in a desperate move, he added.

"Mergers are meant to make airlines powerful. Never to wipe out losses or cover them."

To be sure, both Air India and Vistara's annual losses have reduced by more than half over the past year, and other operating metrics have improved too. But the merger process so far has been turbulent.

The exercise has been riddled with problems − from pilot shortages that have led to massive flight cancellations, to Vistara crew going on mass sick leave over plans to align their salary structures with Air India.

There have also been repeated complaints about poor service standards on Air India, including viral videos of broken seats and non-functioning inflight entertainment systems.

The Tatas have announced a $400m (£308m) programme to upgrade and retrofit the interiors of its older aircraft and also a brand-new livery. They've also placed orders for hundreds of new Airbus and Boeing planes worth billions of dollars to augment their offering.

But this "turnaround" is still incomplete and riddled with problems, according to Mr Martin. A merger only complicates matters.

Experts say that the merger strikes a dissonant chord from a branding perspective too.

Harish Bijoor, a brand strategy specialist, told the BBC he was feeling "emotional" that a superior product offering like Vistara which had developed a "gold standard for Indian aviation" was ceasing operations.

"It is a big loss for the industry," said Mr Bijoor, adding it will be a monumental task for the mother brand Air India to simply "copy, paste and exceed" the high standards set by Vistara, given that it's a much smaller airline that's being gobbled up by a much larger one.

Mr Bijoor suggests a better strategy would have been to operate Air India separately for five years, focusing on improving service standards, while maintaining Vistara as a distinct brand with Air India prefixed to it.

"This would have given Air India the time and chance to rectify the mother brand and bring it up to the Vistara level, while maintaining its uniqueness," he adds.

Beyond branding, the merged entity will face a slew of operational challenges.

"Communication will be a major challenge in the early days, with customers arriving at the airport expecting Vistara flights, only to find Air India branding," says Ajay Awtaney, editor of Live From A Lounge, an aviation portal. "Air India will need to maintain clear communication for weeks."

Another key challenge, he notes, is cultural: Vistara's agile employees may struggle to adjust to Air India's complex bureaucracy and systems.

But the biggest task for the merged carrier would be offering customers a uniform flying experience.

These are "two airlines with very different service formats are being integrated into one airline. It is going to be a hotchpotch of service formats, cabin formats, branding, and customer experience. It will involve learning and unlearning, and such a process has rarely worked with airlines and is seldom effective," said Mr Martin.

Still, many believe Vistara had to go − now or some years later.

A legacy brand like Air India, with strong global recognition and 'India' imprinted in its identity, wouldn't have allowed a smaller, more premium subsidiary to overshadow its revival process.

Financially too, it makes little sense for the Tatas to have two loss-making entities compete with one another.

The combined strength of Vistara and Air India could also place the Tatas in a much better position to compete with market leader Indigo.

The unified Air India group (including Air India Express, which completed its merger with the former Air Asia India in October) "will be bigger and better with a fleet size of nearly 300 aircraft, an expanded network and a stronger workforce", an Air India spokesperson said.

"Getting done with the merger means that Air India grows overnight, and the two teams start cooperating instead of competing. There will never be one right day to merge. Somewhere, a line had to be drawn," said Mr Awtaney.

But for many Vistara loyalists, its demise leaves a void in India's skies for a premium, full-service carrier - marking the third such gap after the collapse of Kingfisher Airlines and Jet Airways.

It's still too early to say if Air India, which often ranks at the bottom of airline surveys, can successfully fill that void.

https://www.bbc.com/news/articles/c5ygp1w5eq7o

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Chatbots could be used to steal data, says cybersecurity agency

The UK’s cybersecurity agency has warned that there is an increasing risk that chatbots could be manipulated by hackers.

The National Cyber Security Centre (NCSC) has said that individuals could manipulate the prompts of chatbots, which run on artificial intelligence by creating a language model and give answers to questions by users, through “prompt injection” attacks that would make them behave in an unintended manner.

The point of a chatbot is to mimic human-like conversations, which it has been trained to do through scraping large amounts of data. Commonly used in online banking or online shopping, chatbots are generally designed to handle simple requests.

Large language models, such as OpenAI’s ChatGPT and Google’s AI chatbot Bard, are trained using data that generates human-like responses to user prompts. Since chatbots are used to pass data to third-party applications and services, the NCSC has said that risks from malicious “prompt injection” will grow.

For instance, if a user inputs a statement or question that a language model is not familiar with, or if they find a combination of words to override the model’s original script or prompts, the user can cause the model to perform unintended actions.

Such inputs could cause a chatbot to generate offensive content or reveal confidential information in a system that accepts unchecked input.

According to the NCSC, prompt injection attacks can also cause real world consequences, if systems are not designed with security. The vulnerability of chatbots and the ease with which prompts can be manipulated could cause attacks, scams and data theft. The large language models are increasingly used to pass data to third-party applications and services, meaning the risks from malicious prompt injection will grow.

The NCSC said: “Prompt injection and data poisoning attacks can be extremely difficult to detect and mitigate. However, no model exists in isolation, so what we can do is design the whole system with security in mind.”

The NCSC said that cyber-attacks caused by artificial intelligence and machine learning that leaves systems vulnerable can be mitigated through designing for security and understanding the attack techniques that exploit “inherent vulnerabilities” in machine learning algorithm.

Adapted from: The Guardian, Wednesday 30 August 2023, page 4.