aida model literature review

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• Published: 15 September 2020

Response hierarchy models and their application in health and medicine: understanding the hierarchy of effects

• James K. Elrod 1 &
• John L. Fortenberry Jr. 1 , 2  

BMC Health Services Research volume  20 , Article number:  824 ( 2020 ) Cite this article

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Successful patient engagement pursuits naturally require healthcare providers to possess a detailed understanding of their target audiences, with one of the most important processes to comprehend being the manner in which they learn about particular establishments and decide to extend their patronage. While health services patronage pathways vary between and among consumers, general patronage patterns exist which can provide enlightenment regarding this important process. Achieving knowledge on this front can help healthcare providers maximize opportunities to engage audiences and acquire all-important market share.

The discipline of marketing, in part, focuses on customer engagement practices and, in describing the patronage process, it often uses what are referred to as response hierarchy models. Also known as hierarchy of effects models, these representations can help healthcare providers to understand the course through which individuals become customers of given establishments, aiding them particularly in devising appeals that can accelerate the patronage process. This particular article describes response hierarchy models, presents examples, and discusses the benefits that they offer healthcare institutions in their efforts to engage patients.

Conclusions

As institutional viability and vitality are predicated on abilities to successfully attract and retain patients, healthcare establishments must direct keen attention toward developing associated skills. This necessitates that health and medical providers possess a detailed understanding of their target audiences, notably including the stages through which they pass on their way to becoming patrons. Response hierarchy models present the patronage process, depicting given stages, permitting insights which can assist healthcare providers in their quests to hasten desired exchange and capture market share.

Patients are vital for health and medical establishments, as without their patronage, institutional operations would not be possible [ 1 , 2 , 3 ]. As such, healthcare providers must work intensively over the course of organizational life to attract and retain customers, engaging them in a manner to entice their patronage and, ideally, capture their enduring loyalty [ 2 , 4 , 5 , 6 , 7 ]. Successful patient engagement pursuits naturally require healthcare providers to possess a detailed understanding of their target audiences, with one of the most important processes to comprehend being the manner in which they learn about particular establishments and decide to extend their patronage [ 8 , 9 ]. While health services patronage pathways vary between and among consumers—especially in terms of speed, given that some healthcare decisions must be made immediately, as in cases of emergency medical treatment—general patronage patterns exist which can provide enlightenment regarding this important process. Achieving knowledge on this front can help healthcare providers maximize opportunities to engage audiences and acquire all-important market share [ 2 , 10 , 11 ].

In seeking guidance related to patronage and its acquisition, one need not look further than the discipline of marketing which, in part, focuses on customer engagement practices, including market share development [ 12 , 13 ]. In describing the patronage process, marketing academicians and practitioners often turn to what are referred to as response hierarchy models. Also known as hierarchy of effects models, these representations can help healthcare providers to understand the general course through which individuals become customers of given establishments [ 2 , 11 , 12 , 14 ]. The stages traversed by consumers on their way toward becoming customers and patients indeed must be at the forefront of thought as healthcare institutions design their marketing communications campaigns, as any opportunity to craft conveyances in a manner that accelerates patronage affords obvious benefits for given health and medical establishments and those they serve [ 2 ]. This particular article describes response hierarchy models, presents examples, and discusses the benefits that they offer healthcare institutions in their efforts to engage current and prospective audiences.

Definition, overview, and examples

Formally defined, a response hierarchy model is a depiction characterizing the patronage process; that is, the steps through which consumers pass on their way to becoming customers of given establishments. Known also as hierarchy of effects models, response hierarchy models are general representations depicting the stages leading to patronage [ 2 , 11 , 12 , 14 ]. Understanding the patronage process is particularly helpful for crafting marketing communications in a manner to expedite the conversion of prospects into customers. With such knowledge, marketing communications campaigns can be structured to address prospects at various decision-making stages, hastening customer acquisition and market share development [ 2 , 12 , 14 ]. Response hierarchy models, while describing very complex processes, do so in a very simplistic, logical fashion, permitting most anyone to acquire a solid foundation of knowledge concerning the patronage process [ 2 , 12 ]. Multiple versions of response hierarchy models exist, with each reflecting the particular ideas and beliefs of given authors as to how patronage processes work [ 12 , 15 , 16 ]. Of these models, AIDA and DAGMAR are among the most popular.

AIDA is one of the earliest response hierarchy models and it includes four stages: attention, interest, desire, and action [ 16 , 17 , 18 ]. First published by Strong in 1925 [ 18 ] and attributed to a nineteenth century work by Elmo Lewis [ 16 ], the AIDA model asserts that the attention of sought audiences must first be triggered, perhaps via advertising, direct marketing, or some other form of promotion, evoking interest on the part of targeted groups. Derived interest, in turn, compels prospective customers to research the given offering, forwarding inquiries or using other methods to investigate the particular item. If discovered to be capable of meeting or exceeding associated wants and needs, desire manifests, ultimately leading to action, whereby target audiences decide to extend their patronage, becoming customers of given establishments. Despite its age, AIDA remains a central tenet of many marketing publications [ 19 ].

Derived from the title of the book profiling the given model, Defining Advertising Goals for Measured Advertising Results , the DAGMAR Marketing Communications Spectrum includes five stages: unawareness, awareness, comprehension, conviction, and action [ 2 , 11 , 20 , 21 ]. DAGMAR is very similar to AIDA, with the notable exception that it adds an unawareness stage at the beginning of the process. Although the unawareness stage could logically be assumed to precede AIDA’s attention stage, its inclusion in the DAGMAR model represents a descriptive improvement over AIDA. A further contribution of the DAGMAR model is that Colley [ 20 ] and Dutka [ 21 ], in presenting this work, directed attention toward marketing forces and countervailing forces and their impact on consumers across the spectrum, providing an important reminder of environmental influences. They additionally emphasized designing communications specific to given stages in order to hasten patronage decisions [ 2 , 16 , 20 , 21 ].

While other versions of response hierarchy models exist, the AIDA and DAGMAR models provide a general sense of what these particular representations are seeking to illustrate. Importantly, it must be understood that these are general depictions that show pathways leading to patronage. Quite obviously, not everyone who gains an awareness of an offering advances to subsequent stages [ 2 , 12 ], something that is especially the case for complex products, such as those provided by health services organizations.

Prospects newly aware of a particular medical procedure might, for example, not be suitable candidates for the given service, they might not have insurance or other means to pay for the procedure, they might not be able to overcome concerns regarding potential complications, and so on. These and related obstructions and reservations quite obviously will end their advancement along the patronage pathway. Other prospects, however, will find that they have the desire and means for the noted procedure and, as such, they will advance through associated stages to become customers and patients of the given healthcare establishment. And, of course, there are many scenarios where health services patronage occurs with little to no forethought, as in cases where life-threatening situations are encountered requiring immediate emergency treatment, resulting in instant adoption without consumers traversing through prior stages of response hierarchy models [ 2 ].

Operational reflections

Beyond the value of simply envisioning the stages leading to patronage, adding a degree of insight into consumer behavior, response hierarchy models offer operational value. As indicated earlier, they can be used to help craft marketing communications, tailored to prospects at different stages of the patronage process [ 2 , 16 , 20 , 21 ]. If evidence indicates that consumers in the marketplace do not possess foundational knowledge of a given healthcare entity, perhaps due to its recent introduction or a merger that sees it carry a new brand name, advertisements and related marketing communications can emphasize awareness building, helping audiences to acquire an understanding of the given healthcare provider. Assume, for example, that Evergreen Hospital and Meadowbrook Clinic merge, forming Emerald Hills Medical Center. As the two entities transition into one, operating under a new identity, customers in the marketplace will need to be informed of this, calling for an appeal introducing the new establishment, discussing its origins, and perhaps conveying benefits that can be expected from the union.

But suppose the particular healthcare establishment learns that foundational knowledge exists, however, prospects are not sufficiently engaged to investigate its service offerings. In such cases, marketing communications can be designed to emphasize education, giving prospects opportunities to learn about offerings and their potential benefits. Here, Emerald Hills Medical Center, realizing that the public is already well informed of its new identity resulting from the merger, might decide to emphasize in its marketing communications several key healthcare services provided by the institution, stimulating interest and potentially evoking desirability for the services in the hearts and minds of prospects.

If evidence indicates broad awareness and understanding of the establishment and its services, incentives can be used to compel prospects to extend their patronage and become customers of the given healthcare provider. Here, if Emerald Hills Medical Center sensed that prospects were nearing action, occupying advanced interest and desire stages, it might decide to, say, issue discount coupons for one or more of its services, motivating individuals to take action and become patrons.

Of course, when tailoring marketing communications to individuals occupying specific stages along patronage pathways, healthcare providers must be reasonably sure that the targeted consumers indeed occupy the particular stage or stages envisioned. Sometimes this is obvious, as in cases where healthcare establishments are new to the market and the public broadly does not possess knowledge of them, warranting awareness-building efforts. But other situations are more ambiguous, requiring the formulation of marketing communications in a manner to address consumers across the spectrum of decision making. Given the broad applicability and appeal of services typically offered by health and medical providers, scenarios requiring institutions to direct attention simultaneously toward prospects occupying different decision-making stages are rather common [ 1 , 2 , 8 ]. This is illustrated by the following example profiling Willis-Knighton Health System’s marketing communications approach, informed by response hierarchy models.

As a comprehensive provider of health services and holder of market leadership in the Ark-La-Tex region of the United States, Willis-Knighton Health System serves virtually every segment of the area’s population, characterized by residents who have lived in the region for enduring periods of time, complemented by a continuous flow of newcomers, hastened notably by the presence of prominent educational and military establishments. As such, the institution must ensure that marketing communications address individuals across the full range of stages of the patronage process. To facilitate comprehensive appeal, Willis-Knighton Health System’s marketing communications campaigns are carefully crafted to incorporate information relevant to consumers spanning the hierarchy of effects. Marketing communications, regardless of service line featured, typically incorporate foundational information about the system, along with avenues for gaining additional details (e.g., via telephone numbers, web links, etc.), supplying helpful content benefiting audiences at any decision point. Occasionally, such communications will incorporate deals (e.g., specials offering discounted services or free consultations), providing incentives particularly for those occupying advanced stages along the patronage pathway, typically also referencing foundational information for those occupying less advanced stages. When carefully formulated with response hierarchy models in mind, such campaigns address individuals most anywhere on the patronage spectrum, improving awareness, closing knowledge gaps, and enticing desire, helping advance patronage decisions with the ultimate goal being market share development.

As illustrated by Willis-Knighton Health System’s approach, response hierarchy models are very helpful for guiding marketing communications planning, ensuring that healthcare providers remain mindful that consumers vary in their developmental stages of patronage, necessitating conveyances suited to their respective places on decision-making spectrums. Response hierarchy models also usefully compel healthcare providers to acquire an enhanced understanding of the market dynamics enveloping their given institutions, as these details are most helpful for ascertaining the particular decision-making stage or series of stages on which to focus attention [ 2 , 10 ]. Additional operational benefits are afforded by engaging in role playing exercises [ 22 ], whereby healthcare providers place themselves in the position of consumers at given stages of patronage and devise campaign elements anticipated to appeal to each stage, assisting health and medical establishments in fielding marketing communications campaigns inclusive to all audiences, helping to move them toward exchange and newfound status as customers and patients of given healthcare providers.

Crucially, once healthcare providers capture the patronage of prospects, converting them into customers, they certainly should not become complacent. Instead, they must remain highly attentive to customers after their initial patient experiences have concluded, addressing any resulting wants and needs, extending what effectively is post-purchase or post-adoption support. This will help bolster retention, a stage typically omitted from response hierarchy models, but vital for engendering loyalty and growing market share, prompting efforts by some researchers to revise these classic representations, accordingly [ 23 , 24 , 25 ]. Achieving success on both patient acquisition and patient retention fronts will yield burgeoning market share and all of the benefits afforded by such.

As institutional viability and vitality are predicated on abilities to successfully attract and retain patients, healthcare establishments must direct keen attention toward developing associated skills. This necessitates that health and medical providers possess a detailed understanding of their target audiences, notably including the stages through which they pass on their way to becoming patrons. Response hierarchy models present the patronage process, depicting given stages, permitting insights which can assist healthcare providers in their quests to hasten desired exchange and capture market share. They are particularly helpful for crafting marketing communications in a manner to expedite the conversion of prospects into customers, warranting acquisition of an associated understanding, allowing health and medical organizations to more effectively engage patient populations.

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Acknowledgments

A special note of thanks is extended to the greater Willis-Knighton Health System family for their helpful assistance throughout the development and publication of this article.

About this supplement

This article has been published as part of BMC Health Services Research Volume 20 Supplement 1, 2020: Marketing communications in health and medicine: perspectives from Willis-Knighton Health System. The full contents of the supplement are available online at http://bmchealthservres.biomedcentral.com/articles/supplements/volume-20-supplement-1 .

Article processing charges were funded by Willis-Knighton Health System.

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The authors jointly developed the submitted manuscript, with each performing critical roles from early conceptualization through to the production of the full manuscript. The manuscript resulted from a collaborative effort. Both authors read and approved the final manuscript.

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JKE is President and Chief Executive Officer of Shreveport, Louisiana-based Willis-Knighton Health System, the region’s largest provider of healthcare services. With over 55 years of service at the helm of the institution, JKE is America’s longest-tenured hospital administrator. A fellow in the American College of Healthcare Executives and honoree as a Louisiana Legend by Friends of Louisiana Public Broadcasting, he holds a bachelor’s degree in business administration from Baylor University, a master’s degree in hospital administration from Washington University School of Medicine, and an honorary doctorate of science and humane letters from Northwestern State University of Louisiana. He is the author of Breadcrumbs to Cheesecake , a book which chronicles the history of Willis-Knighton Health System.

JLF Jr. is Chair of the James K. Elrod Department of Health Administration, James K. Elrod Professor of Health Administration, and Professor of Marketing in the College of Business at LSU Shreveport where he teaches a variety of courses in both health administration and marketing. He holds a BBA in marketing from the University of Mississippi; an MBA from Mississippi College; a PhD in public administration and public policy, with concentrations in health administration, human resource management, and organization theory, from Auburn University; and a PhD in business administration, with a major in marketing, from the University of Manchester in the United Kingdom. He is the author of six books, including Health Care Marketing: Tools and Techniques , 3rd Edition, published by Jones and Bartlett Learning. JLF Jr. also serves as Vice President of Marketing Strategy and Planning at Willis-Knighton Health System.

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Elrod, J.K., Fortenberry, J.L. Response hierarchy models and their application in health and medicine: understanding the hierarchy of effects. BMC Health Serv Res 20 (Suppl 1), 824 (2020). https://doi.org/10.1186/s12913-020-05605-8

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One of many models that analyse and measure the customer's journey from ignorance to purchase. The AIDA model is simple, which partly explains its longevity and widespread use. The model was developed in 1898 by St Elmo Lewis in an attempt to explain how personal selling works. The model laid out a sequence that describes the process a salesperson must lead a potential customer through in order to achieve a sale. The stages, Attention, Interest, Desire, and Action, form a linear hierarchy. In order to be motivated to actually make a purchase, customers must progress from being aware of a product's existence to being interested enough to pay attention to the product's benefits and advantages, to having a desire to benefit from the product. Lewis believed that the fourth stage, Action, would come as a natural result of movement through the first three stages.

Although Lewis's work was primarily focused on helping the personal selling process, it was avidly taken up by marketing and advertising theorists over the next half-century. The action stage became the ultimate goal of all marketing and all advertising. This is also fundamental to the understanding of the hierarchy of effects theory. Later theories distinguished the role of marketing as moving the consumer to action from that of advertising, whose main purpose was to move the consumer through the sequence towards action.

If the seller can successfully gain the consumer's attention, then the next stage is to stimulate interest in the product. For example, what special features or benefits does the product have? What special needs does it address? How might it satisfy any one of the needs and wants that the consumer might have? During this stage the consumer develops a reaction to the product, usually either favourable or unfavourable. If the response is favourable and the advertisement is successful in awakening interest, it then attempts to create in the consumer's mind a desire to purchase. It does this by successfully connecting the benefits of the product with the consumer's needs and wants. This is often the most difficult aspect of advertising design. Portraying a product in an attractive manner that stimulates interest in consumers is the easier part; it is more difficult to persuade consumers to buy it. Advertising rarely makes the sale on its own. So, this phase of advertising has to both show consumers that there is a product available which will satisfy their needs, and show them that they can satisfy that need by purchasing the product in question. This leads to the final stage, action, where consumers actually get up, go out, actively seek the product, and buy it. See also dagmar; three orders model.

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What is the AIDA Model in Marketing?

The aida model hierarchy, first step: attention, second step: interest, third step: desire, fourth step: action, new developments in the aida model, more resources.

The Attention, Interest, Desire, and Action model in advertising

The AIDA Model, which stands for A ttention, I nterest, D esire, and A ction model, is an advertising effect model that identifies the stages that an individual goes through during the process of purchasing a product or service . The AIDA model is commonly used in digital marketing, sales strategies , and public relations campaigns.

The steps involved in an AIDA model are:

• Attention : The first step in marketing or advertising is to consider how to attract the attention of consumers.
• Interest: Once the consumer is aware that the product or service exists, the business must work on increasing the potential customer’s interest level.

For example, Disney boosts interest in upcoming tours by announcing stars who will be performing on the tours.

• Desire: After the consumer is interested in the product or service, then the goal is to make consumers desire it, moving their mindset from “I like it” to “I want it.”

For example, if the Disney stars for the upcoming tour communicate to the target audience about how great the show is going to be, the audience is more likely to want to go.

• Action: The ultimate goal is to drive the receiver of the marketing campaign to initiate action and purchase the product or service.

Therefore, the AIDA model says that Awareness leads to Interest , which leads to Desire , and finally, Action .

Let us consider ways to use the AIDA model by looking into each part of the hierarchy.

Often, the attention part is overlooked by many marketers. It is assumed that the product or service already got the attention of the consumers – which may or may not be the case. In any event, don’t just assume that everyone is already aware of your product. One of the best approaches to attracting consumer attention is what’s called “creative disruption” – breaking existing patterns of behavior through a highly creative message. This can be done in several ways:

• Placing advertisements in unexpected situations or locations. This is often referred to as guerrilla marketing.
• Creating shock in advertisements through provocative imagery.
• An intensely targeted message. This is also referred to as personalization.

Essentially, the goal is to make consumers aware that a product or service exists.

Creating interest is generally the hardest part. For example, if the product or service is not inherently interesting, this can be very difficult to achieve. Make sure that advertising information is broken up and easy to read, with interesting subheadings and illustrations. Focus on what is most relevant for your target market in relation to your product or service, and on conveying only the most important message you want to communicate to consumers.

A good example of this is Wendy’s “Where’s the beef?” ad campaign that focused on the fact that Wendy’s hamburgers contained more beef than their competitors’ hamburgers.

The second and third steps of the AIDA model go together. As you are hopefully building interest in a product or service, it is important that you help customers realize why they “need” this product or service.

Think about how the content in infomercials is presented – they aim to provide interesting information on the product, along with the benefits of buying it – benefits that ideally make consumers want the product more and more. Infomercials do this extremely well by showing the product being used in several creative situations. Convey to the audience the value of the product or service, and why they need it in their life.

The last step of the AIDA model is getting your consumer to initiate action. The advertisement should end with a call to action –  a statement that is designed to get an immediate response from the consumer. For example, Netflix uses persuasive text to convince the consumer to try their free trial. Netflix communicates how convenient their product is and highlights its value, then urges consumers to sign up for a free trial.

Good advertising should elicit a sense of urgency that motivates consumers to take action RIGHT NOW. One commonly used method for achieving this goal is making limited-time offers (such as free shipping).

Many criticize the AIDA model for being too simplistic. For example, the AIDA model does not take into consideration different possible points of sale. Marketing will be very different for a customer visiting an online store than it is for a customer looking to purchase a new car at a dealership. Therefore, there are many variations of the AIDA model such as the:

• AIDCAS (Action, Interest, Desire, Confidence, Action, Satisfaction) model
• REAN (Reach, Engage, Activate, and Nurture) model
• NAITDASE (Need, Attention, and Interest; Trust, Design, and Action; Satisfaction and Evaluation) model

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Enhancing marketing provision through increased online safety that imbues consumer confidence: coupling ai and ml with the aida model.

1. Introduction

2. materials and methods, 3.1. the adia model and ai/ml, 3.2. the impact of artificial intelligence (ai) and machine learning (ml), 3.3. the link between the aida model and the use of ai/ml, 3.4. challenges in the use of ai and ml in retailing, 3.5. reducing digital myopia, 4. discussion, 5. conclusions and future research, author contributions, institutional review board statement, informed consent statement, data availability statement, acknowledgments, conflicts of interest.

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Lee, Y.-I.; Trim, P.R.J. Enhancing Marketing Provision through Increased Online Safety That Imbues Consumer Confidence: Coupling AI and ML with the AIDA Model. Big Data Cogn. Comput. 2022 , 6 , 78. https://doi.org/10.3390/bdcc6030078

Lee Y-I, Trim PRJ. Enhancing Marketing Provision through Increased Online Safety That Imbues Consumer Confidence: Coupling AI and ML with the AIDA Model. Big Data and Cognitive Computing . 2022; 6(3):78. https://doi.org/10.3390/bdcc6030078

Lee, Yang-Im, and Peter R. J. Trim. 2022. "Enhancing Marketing Provision through Increased Online Safety That Imbues Consumer Confidence: Coupling AI and ML with the AIDA Model" Big Data and Cognitive Computing 6, no. 3: 78. https://doi.org/10.3390/bdcc6030078

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AIDA Model: Definition, Example and Limitations

Consumers may not realize how businesses strategically analyze their buying behavior and influence them at every stage, right from knowing the brand until they buy the product or service. 

Businesses use the AIDA model to achieve the above objectives.

Definition: The AIDA model stands for Attention/Awareness, Interest, Desire, and Action. This model breaks down the customer buying journey into different parts. Then, the business can plan strategies to influence each part, so visitors are constantly engaged with the brand and finally become a buyer.

The AIDA model is used in digital marketing, sales, public relations, and campaigns to collect leads and then convert leads into customers. 

Steps in the AIDA Model

The steps involved in the AIDA model are:

• Attention: The first step in the AIDA model is to grab customers’ attention and make them aware of the brand and the product.
• Interest: After making the audience aware of the product, the business must increase the audience’s interest level, so they start liking the product.
• Desire: After the audience is interested in the product, the goal is to make them feel like they want the product. 
• Action: The goal of this model is to grab the leads’ attention and push them to take buying action.

A visitor moves through each stage of the AIDA model, interacting with the product or service until they purchase the product and become a customer. There is also a possibility that customers can directly jump from the attention phase to the action phase.

Let’s say an advertisement attracts 1,000 visitors who see the ad and learn about the product. Out of these visitors, 800 show interest in it. From this, at least 600 want to buy it, and eventually, 500 of them make a purchase and become customers.

Who Created the AIDA Model?

The AIDA model was introduced in 1898 by American advertising and sales pioneer St. Elmo Lewis in one of his publications on advertising. 

In his words:

“The mission of an advertisement is to attract a reader so that he will look at the advertisement and start to read it; then to interest him, so that he will continue to read it; then to convince him so that when he has read it, he will believe it. If an advertisement contains these three qualities of success, it is a successful advertisement.” Elmo Lewis

Put simply; an advertisement is good if it meets three qualities: attract attention, generate the interest of an audience, and then convince them to buy the goods or services.

What is the AIDA Approach?

• Attract Attention: The ad should be eye-catching to generate interest in the audience, so they want to know more about the product; e.g., a sensational YouTube clip trending in the top 10 will create curiosity for visitors to browse it further.
• Maintain Interest: Once the audience wants to know more, they should be provided with more information. e.g., more descriptions, flyers, photos, video, etc.
• Create Desire: Once interest in the product is created, the audience should feel that they wish to own it. For example, the advertisement can provide the advantages of the product, how it can solve their problems, etc.
• Take Action: Once a customer feels they want the product, the call to action should be easily reachable to buy the product. There should be an add to cart/buy now button for online shopping.

How to Use the AIDA Model

Stage 1: attention/awareness.

The first impression is the last. A brand must grab the customers’ attention right away. Brands often assume that their audience knows all about them, but this is not true. To gain the interest of the audience, a brand should have an attention-grabbing advertisement. 

For an email, the subject should be catchy. 

Consider another example of an eCommerce website: the site should have banners to catch the attention of the visitors. It is preferable to personalize content for each consumer category.

To catch the attention of the audience, businesses should analyze the audience and their persona. Consider their background, industry, obstacles, motivations, and even seasonality to understand why they may be interested in listening. 

Stage 2: Interest

After the business crosses stage 1 and has gained the attention of the customers, the challenge is to keep them engaged. For example, in the case of email, why should they read the email?

Personalization helps connect with readers to show them that businesses understand and care for them. The more aligned the business is with the audience’s needs, the more likely it is that the business will succeed. 

Provide enough information to keep the audience engaged but don’t bombard them with too much information. In the case of the eCommerce website, breaking the content into readable paragraphs with interesting subheadings and illustrations is a good strategy. The goal is to ensure that customers do not feel they are the product.

Stage 3: Desire

Once the customer is engaged, tell them the business’s offering and its benefits so that their interest can turn into desire, making them want the product or service. Sometimes customers might not need a product, but businesses create an ad in a way that encourages the audience to want it. Businesses do this by comparing the product with similar products or services.

Case studies or testimonials can be shown to help generate a desire to buy. There should be uniqueness in the product or service and customer-focused benefits. 

If the organization is running a blog, visitors should be able to subscribe to it, which shows the audience wants more content. Likewise, for mobile apps, the audience should be able to download easily.

Stage 4: Action

Now, the audience has a strong desire to buy the product, so there must be a call to action. Be direct about the next steps the business wants a potential lead to take. Don’t confuse them with lots of options and unclear choices. There should be clear visibility on whether they should proceed to buy, download the app or subscribe with their email or fill out the short contact form.

Businesses can push visitors to act with early bird discounts, free trials, one-on-one offers, referral systems, and other options like “Pay Later” and “EMI” can also be considered.

Examples of AIDA Model

• A popular example of creating “Attractiveness” is Happydent White (India), where they came up with the creative idea of lightening the dark places with their chewing gum.
• A popular example of creating “Interest” is Cred (a credit card app in India) which is creating interest with all its vintage ads.
• Popular examples of creating “Desire” are Wendy’s “Where’s the beef” ad and L’Oreal with customized messages to subscribed customers and their cross-selling opportunities.
• Popular examples of “Action” steps are the Amazon limited deal and the Amazon lightning deal.

Limitations of the AIDA Model

• The AIDA model is straightforward, and some products might create interest and desire, but the audience will eventually buy other products.
• The AIDA model doesn’t say anything about impulse buyers or short sales cycles because some leads would like to pass through all AIDA stages in one shot.
• The AIDA model is limited to first-time customer purchases and doesn’t discuss retaining existing customers or cross-selling and upselling options.
• Companies might focus on one or more parts of the AIDA model (e.g., attractiveness), and their businesses might suffer.

There are other models to overcome these limitations, such as:

• AIDCAS (Action, Interest, Desire, Confidence, Action, Satisfaction) model
• REAN (Reach, Engage, Activate, and Nurture) model
• NAITDASE (Need, Attention, and Interest; Trust, Design, and Action; Satisfaction and Evaluation) model
• Hierarchy of Effects (Awareness, Knowledge, Liking, Preference, Conviction, Purchase)
• Modified AIDA (Awareness, Interest, Conviction, Desire, Action [purchase or consumption]) model
• AIDAS (Attention, Interest, Desire, Action, Satisfaction) model
• AISDALSLove (Attention, Interest, Search, Desire, Action, Like/Dislike, Share, and Love/Hate) model

AIDA is a marketing model introduced in the 19 th century but is discussed even today because of its usefulness and popularity. Many other models were developed based on this model. Any business that wants to focus on its customers should think of strategically applying the AIDA model.

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What is the AIDA model?

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The aim of advertising is to encourage consumers to buy or use what your company is offering. According to the AIDA model, a potential customer goes through four phases when deciding whether to buy a product and these correlate to the four phases of the AIDA model . The acronym stands for:

It therefore marks four objectives of strategic communication measures within the marketing framework.

The development of the AIDA model can be traced back to the American advertising advocate, E. St. Elmo Lewis. In 1898, he formulated the three-part formula; attract attention, maintain interest, create desire . Later, he added a new phase called get action .

Originally developed for structuring sales negotiations , Lewis’ formula was soon applied in all areas of marketing. Even today, AIDA is one of the best-known models of advertising research. The model is an integral part of curricula in schools and universities and is still used as a rule of thumb in the advertising practice for designing web resources and analysing them. Even though the model is well-known, its significance is often disputed.

How does the AIDA model work?

Assuming that brand awareness mostly takes place through advertising and marketing measures, the AIDA model (also known as AIDA formula, AIDA concept, AIDA principle, or AIDA schema) offers explanatory approaches, as to how advertising and other communication policies are involved in the brand selection .

According to the AIDA model, advertisers have to achieve four communication goals to guide potential customers from the stage when they are first aware of a product, and encourage them to make their way to the purchasing stage. The AIDA approach therefore belongs to the group of hierarchical advertising models , based on a linear sequential process of the buying decision process , in which customers go through a series of cognitive and affective stages, which culminate in a purchase.

A – Attract attention

Attention, please! – for an advertising message to be displayed to a potential customer, the advertiser must first attract the target group’s attention . The first phase of the AIDA model is to initiate the activation, perception, and emotional process. To this end, advertising works with various strategies that relate to the content of an advertising message, presentation, or placement.

As a rule, content that attracts attention usually contains new, contradictory, or provocative information:

Only at Tesco: square melons!

Braeburn apples: £1 per kilo!

Which supermarket has the most exciting offer? The reader’s curiosity plays a decisive role here. This can also be fueled by the omission of information.

An attractive layout should ensure that your advertisement has a positive effect on potential customers e.g. by using graphic design elements . An example is a festival poster where the main headliner is emphasised in bold to make it eye catching. The lesser known artists are written in a smaller font underneath. Display advertising gets your attention when it changes, moves, or flashes. You must not overdo it, though, as this can lead to the target group becoming overwhelmed and annoyed by your advertising.

Advertisers make use of auditory elements on TV, radio, or online and are quite subtle with how they achieve it. In almost all ad-supported audiovisual media, short advertisements are played much louder than the actual show. This is to ensure that it catches the viewer’s attention. These ads are often accompanied by catchy jingles or current pop songs.

Some advertisers also revert to old-fashioned methods to lure customers in, for example by using smells so their business is associated with a positive memory. This doesn’t work all the time, but bakeries and confectioners can definitely benefit.

Key stimulus has a specific function in advertising . Certain stimulus patterns are particularly good at catching a person’s attention and awakening their senses. These include, for example, eyes, faces, cute things, and eroticism (hence the phrase 'sex sells'). For example, a potential customer might just click on an ad banner for Bluetooth headphones because they find the model attractive.

I – Maintain interest

Once you’ve attracted a customer’s attention, the next step is to get them interested and sustain this interest. In this phase of the decision-making process, products and brands are presented, their benefits are emphasised, usage scenarios are shown, and the various ways to purchase the product are introduced – in the best case, from the point of view of the customer.

The advertising goal of the second phase of the AIDA model is achieved when the customer starts engaging with the ads and is interested in the products or services that you’re offering. However, unlike during Lewis’ time, advertisers now have so many more possibilities to get the target group’s interest.

Advertisers will get especially far in the second phase of the AIDA model when they know what the target group is interested in, what’s important to them, what needs they have, and what problems they want to have solved. Modern web analysis tools provide online store operators with detailed information about users’ surfing behaviour, enabling them to determine their current status regarding the different phases of the AIDA model or other marketing models – and then react appropriately.

For example, a potential customer, who continues to visit a website and reads up on the information about the battery life of Bluetooth headphones, is probably planning to get some in the near future.

D – Create desire

In the third phase of the AIDA model, the consumer’s general interest develops into a concrete purchasing intent . This is the time to display the models you offer in your online store so that the customer can see what the different options are. Explain how your models are cheaper or look better than the competitor’s model.

In this phase, advertising measures offer information, which emphasises the benefits of their own products and brands against competitors’ products. The aim is to make the target group see the company in a positive light as well as its brands, products, and services.

A – Get action

If advertisers have succeeded in creating a demand for specific products or services for the target group, this should lead to an action in the final phase of the AIDA model, which is that the interested party should ultimately buy the advertised product or use the offered service.

Advertising, which aims to initiate actions, should include a call-to-action. Examples of some classic calls to action are:

Order Bluetooth headphones now!

Simply call for a free quote!

Calls to action are sometimes accompanied by time constraints, which aim to put the potential buyer under pressure so they are more likely to buy.

Bluetooth headphones – bargain price only available today.

Order Bluetooth headphones online now and save 20%.

Limited edition. For a short time only.

If you promise customers security or additional services, it may increase the probability of them making a purchase.

                … order a trial subscription.

                Buy one get one free.

                10 % discount on your first purchase.

                Now with free return delivery.

                Double the data volume with a new contract.

The AIDA model in practice

Models are used in marketing to illustrate processes. The aim is to develop approaches that can be used to optimise processes. Hierarchical advertising models, such as the AIDA formula, show the development that customers experience as part of the purchasing decision-making process. Each phase is characterised by other requirements that must be taken into account when designing advertising campaigns.

Within the AIDA model, ads act as stimuli, which are supposed to start the purchasing decision. It is therefore a stimulus-reaction scheme . Consumers that pass through the stages of the AIDA model, pass through a cognitive stage as well as an affective processing stage. Basically, the purchasing decision-making process can be reduced to three partial steps: cognition (C), affact (A), and behaviour (B), which is referred to as the marketing literature with thinking , feeling , and acting formulas.

The AIDA model looks like an upturned funnel. This illustrates an essential aspect of the hierarchical marketing model. The number of potential customers decreases throughout the purchasing decision process, so that each stage gets smaller. This is known as the purchase funnel .

The purchase funnel shows that only a part of the planned target group can be encouraged by advertisements to take the next step. Advertising that is broadcasted via mass media generally has an enormous reach, but only part of the numerous addressees will be interested in what the advertised company is offering, and even fewer people will be interested enough to actually make a purchase.

In practice, the model gives advertisers a kind of checklist , which can be used to analyse and optimise communication measures in the context of advertising, sales talks, presentations, and moderation.

This formula is useful for owners of online shops to check whether all aspects of an optimal purchasing decision-making process were considered during the product presentation. Possible questions could be:

• Is the shop easy to find?
• Does the shop’s design attract the attention of the target group?
• Do the product descriptions provide the right information to arouse the interest of potential customers?
• Do image galleries, product videos, and augmented reality elements give an idea of how your product can enrich a customer’s life?
• Does the product presentation create a sense of 'desire' for the customer?
• Does the website contain call-to-action elements that make it possible for prospective buyers to purchase immediately, or are extras included to make the products more attractive i.e. discount, free delivery, etc.
• Has the ordering process been freed from all obstacles and barriers (unsuitable data collection, limited payment options, less than ideal delivery conditions, etc.?).

The list of possible checking points based on the AIDA formula is therefore not yet exhausted.

Criticism of the AIDA model

Since the development of the AIDA model more than a hundred years ago, the understanding of advertising and marketing communication has changed fundamentally with the digital revolution. Nonetheless, there are hardly any marketing specialist books that don’t mention AIDA. The secret to success is simplicity . This makes it possible to use this model in many areas of marketing. Basically, single-level communication measures (press advertising, B2C telephone sales) can be better illustrated than multi-level processes used in dialogue-oriented media. Reducing the decision-making process to a simple stimulus-response scheme is considered outdated. Critics have also pointed out that the decision to buy is based on a variety of other influencing factors, such as availability, pricing, advice, customer satisfaction, and recommendations. The influence of emotional aspects on the perception of the brand is also barely taken into account in the AIDA model. Since the 1990s, however, emotion research has been recognised in the framework of neuromarketing and delivers important insights for the design, analysis, and optimisation of advertising methods. The AIDA model should therefore be viewed as what it is: a simplified formula that lays the foundation for systematic consideration of the buying decision-making process after being created by Lewis more than 100 years ago. Over the years, this has been adapted several times, modified, and extended to current circumstances.

AIDA model extensions

A major deficiency of the AIDA model is that the purchase decision process is not considered anymore after it ends i.e. when a customer makes a purchase. All post-purchase effects such as satisfaction, dissatisfaction, customer ratings, and recommendations remain unaffected.

More approaches have been developed based on the AIDA formula and these have extended the basic model by additional phases as well as taking the role of modern, dialogue-oriented media (e.g. social media and online communities) into account. Established models include the hierarchy of effects model , the DAGMAR formular , the AIDA model , and AISDALSLove .

The hierarchy of effects model

The hierarchy of effects model, created by Lavidge and Steiner, is also made up of a hierarchical sequence of different advertising effects and breaks the purchasing decision-making process into a total of six stages:

• Awareness: in the first phase of the hierarchy of effects model, advertising measures are aimed at making potential customers aware of the advertised products.
• Knowledge: the awareness phase is followed by the knowledge phase where the products are better described.
• Liking: in the third phase, interested parties should start to become fonder of the advertised products. 
• Preference: in the fourth phase, the customer’s fondness results in a preference for certain products over others.
• Conviction: the fifth phase is where the decision to purchase takes place. The potential customer has made up their mind and wants to purchase the product.
• Purchase: the final phase of the hierarchy of effects model includes the intended action: the purchase.

The DAGMAR formula

Based on the AIDA model, the American advertising researcher Russell H. Colley published the so-called DAGMAR formula in 1961. The acronym stands for D efining A dvertising G oals for M easured A dvertising R esults . DAGMAR is also a hierarchical advertising model, based on the assumption that advertising not only needs economic objectives, but also communicative tasks. These can be divided into six areas.

• Awareness: advertising must create awareness of the advertised brands and products.
• Comprehension: advertising must provide the potential customer with an understanding of the features and the benefits of the advertised product or service.
• Conviction: good advertising has a convincing effect by showing the customer the personal benefits and advantages compared to the alternatives.

Action: the end of the decision-making process is the step where the purchase is made.

The AIDAS model

The AIDAS model adopts the four phases of the AIDA model and extends it with an extra phase: satisfaction . This means that the model doesn’t stop once the purchase has been made, but also continues so the company knows whether the customer is happy with their purchase or not.

• S atisfaction

What happens after a consumer becomes a customer? The satisfaction phase takes this exact question into account. Advertising measures do not simply end once there has been an acquisition. An advertiser’s goal is to satisfy customers so that they come back and share positive experiences with others. If a consumer has reached the stage of satisfaction during the purchasing process, it is important to make sure you don’t lose them.

AISDALSLove

The AISDALSLove model by Bambang Sukma Wijaya also emphasises the importance of post-buying effects and expands on the AIDA model with phases such as: search , like/dislike , share , love/hate .

• L ike/dislike

With the search phase, Wijaya’s advertising model considers the fact that consumers are now more critically opposed to advertising promises. The internet provides consumers with a comprehensive research tool where they can review facts and compare offers.

The like/dislike phase takes the consumer’s experience into account after they have made their purchase. If the customer is satisfied, this usually shows in their behaviour. The same applies to dissatisfied customers. If the product delivers what it promises, the customer is more likely to buy from the company again and recommend it to their friends and family.

If a customer shares their experiences with other potential customers, this is known as word of mouth . With the internet, social networks, online communities, and rating portals provide consumers with powerful communication channels that can have a significant impact on a company’s reputation. In the AISDALSLove model, whatever happens after the purchase is considered as an independent stage in the share phase.

In addition, the AISDALSLove model assumes that advertising measures can also lead to long-term effects, which in turn lead to positive ( love ) or negative ( hate ) feelings towards products, brands, or companies. An aspect that takes centre stage in the love/hate phase.

Comparison of advertising effectiveness models

All hierarchical level models have one thing in common, which is the fact that they adapt the basic structure of the buying decision-making process, which is based on the AIDA model’s basic structure in three levels: thinking ( cognition ), feeling ( affact ), and acting ( behaviour ).

Good advertising should therefore always take these three aspects into account in human behaviour.

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Overview…

Tried and true method. One of the longest serving models used in advertising, having been developed in the late nineteenth century.

Attention (Awareness)  – What message would best pull our reader in and get them to consider our piece?

Interest (Inspire)  – Challenge the norms of the topic, explore counter-intuitive perspectives.

Desire  – Entice! Build the allure of your topic or product by appealing to the emotions of the reader; what’s the big win for them?

Action  – Don’t forget to ask them to do something.

This can all be accomplished in something as short as a headline, or as long as a webinar.

The AIDA model In-depth

The AIDA model is just one of a class of models known as  hierarchy of effects models or  hierarchical models , all of which imply that consumers move through a series of steps or stages when they make purchase decisions. These models are linear, sequential models built on an assumption that consumers move through a series of cognitive (thinking) and affective (feeling) stages culminating in a behavioural stage (doing e.g. purchase or trial) stage. [1]

The steps proposed by the AIDA model are as follows: [2][3]

Attention  – The consumer becomes aware of a category, product or brand (usually through advertising)

Interest  – The consumer becomes interested by learning about brand benefits & how the brand fits with lifestyle

Desire  – The consumer develops a favorable disposition towards the brand

Action  – The consumer forms a purchase intention, shops around, engages in trial or makes a purchase

Some of the contemporary variants of the model replace  attention  with  awareness . The common thread among all hierarchical models is that advertising operates as a stimulus (S) and the purchase decision is a response (R). In other words, the AIDA model is an applied  stimulus-response model . A number of hierarchical models can be found in the literature including Lavidge’s hierarchy of effects,  DAGMAR and variants of AIDA. Hierarchical models have dominated advertising theory, [4]  and, of these models, the AIDA model is one of the most widely applied. [5]

As consumers move through the hierarchy of effects they pass through both a cognitive processing stage and an affective processing stage before any action occurs. Thus the hierarchy of effects models all include Cognition (C)- Affect (A)- Behaviour (B) as the core steps in the underlying behavioral sequence. [6] Some texts refer to this sequence as Learning → Feeling → Doing or C-A-B (cognitive -affective-behavioral) models.Cognition (Awareness/learning) → Affect (Feeling/ interest/ desire) → Behavior (Action e.g. purchase/ trial/ consumption/ usage/ sharing information) [7] The purchase funnel illustrates the relative number of prospective purchasers over time

The basic AIDA model is one of the longest serving hierarchical models, having been in use for more than a century. Using a hierarchical system, such as AIDA, provides the marketer with a detailed understanding of how target audiences change over time, and provides insights as to which types of advertising messages are likely to be more effective at different junctures. Moving from step to step, the total number of prospects diminishes. This phenomenon is sometimes described as a “ purchase funnel “. A relatively large number of potential purchasers become aware of a product or brand, then a smaller subset becomes interested, with only a relatively small proportion moving through to the actual purchase. This effect is also known as a “customer funnel”, “marketing funnel”, or “sales funnel”. [8]

The model is also used extensively in selling and advertising. According to the original model, “the steps to be taken by the seller at each stage are as follows:Stage I. Secure attention.Stage II. Hold attention Through Interest.Stage III. Arouse Desire.Stage IV. Create Confidence and Belief.Stage V. Secure Decision and Action.Stage VI. Create Satisfaction.” [9]

A major deficiency of the AIDA model and other hierarchical models is the absence of post-purchase effects such as satisfaction, consumption, repeat patronage behaviour and other post-purchase behavioural intentions such as referrals or participating in the preparation of online product reviews. [10]  Other criticisms include the model’s reliance on a linear nature, hierarchical sequence. In empirical studies, the model has been found to be a poor predictor of actual consumer behaviour. [11]  In addition, an extensive review of the literature surrounding advertising effects, carried out by Vakratsas and Ambler found little empirical support for the hierarchical models. [12]

Another important criticism of the hierarchical models include their reliance on the concept of a linear, hierarchical response process. [13]  Indeed, some research suggests that consumers process promotional information via dual pathways, namely both cognitive (thinking) and affective (feeling) simultaneously. [14]  This insight has led to the development of a class of alternative models, known as  integrative models. [15]

In order to redress some of the model’s deficiencies, a number of contemporary hierarchical have modified or expanded the basic AIDA model. Some of these include post purchase stages, while other variants feature adaptations designed to accommodate the role of new, digital and interactive media, including social media and brand communities. However, all follow the basic sequence which includes Cognition- Affect- Behaviour. [16]

Selected variants of AIDA:Basic AIDA Model: Awareness → Interest → Desire → Action [17] Lavidge et al’s Hierarchy of Effects: Awareness → Knowledge → Liking → Preference → Conviction → Purchase [18] McGuire’s model: Presentation → Attention → Comprehension → Yielding → Retention → Behavior. [19] Modified AIDA Model: Awareness → Interest → Conviction → Desire → Action (purchase or consumption) [20] AIDAS Model: Attention → Interest → Desire → Action → Satisfaction [21] AISDALSLove model : Awareness → Interest → Search → Desire → Action → Like/dislike → Share → Love/Hate [22]

The term, AIDA and the overall approach are commonly attributed to American advertising and sales pioneer,  E. St. Elmo Lewis . [23]  In one of his publications on advertising, Lewis postulated at least three principles to which an advertisement should conform:

The mission of an advertisement is to attract a reader, so that he will look at the advertisement and start to read it; then to interest him, so that he will continue to read it; then to convince him, so that when he has read it he will believe it. If an advertisement contains these three qualities of success, it is a successful advertisement. [24]

According to F. G. Coolsen, “Lewis developed his discussion of copy principles on the formula that good copy should attract attention, awaken interest, and create conviction.” [25]  In fact, the formula with three steps appeared anonymously in the February 9, 1898, issue of  Printers’ Ink:  “The mission of an advertisement is to sell goods. To do this, it must attract attention, of course; but attracting attention is only an auxiliary detail. The announcement should contain matter which will interest and convince after the attention has been attracted” (p. 50).

On January 6, 1910 Lewis gave a talk in Rochester on the topic “Is there a science back of advertising?” in which he said:

I can remember with what a feeling of resigned and kindly tolerance some of the old advertising men hear a writer say, ‘All advertising must attract attention, maintain interest, arouse desire, get action.’ Even that primitive attempt to place advertising art under tribute to formula aroused the ire of the anointed ones of ten years ago, and we had to undergo a good deal of more or less good-natured chaffing. But we don’t hear so much about that sort of thing now; some of the “upstart youngsters” of ten years ago are now getting big salaries making that simple formula work. [26]

The importance of attracting the attention of the reader as the first step in copy writing was recognized early in the advertising literature as is shown by the  Handbook for Advertisers and Guide to Advertising :

The first words are always printed in capitals, to catch the eye, and it is important that they should be such as will be likely to arrest the attention of those to whom they are addressed, and induced them to read further. [27]

A precursor to Lewis was Joseph Addison Richards (1859–1928), an advertising agent from New York City who succeeded his father in the direction of one of the oldest advertising agencies in the United States. In 1893, Richards wrote an advertisement for his business containing virtually all steps from the AIDA model, but without hierarchically ordering the individual elements:

How to attract attention to what is said in your advertisement; how to hold it until the news is told; how to inspire confidence in the truth of what you are saying; how to whet the appetite for further information; how to make that information reinforce the first impression and lead to a purchase; how to do all these, – Ah, that’s telling, business news telling, and that’s my business. [28]

Between December 1899 and February 1900, the  Bissell Carpet Sweeper Company  organized a contest for the best written advertisement. Fred Macey, chairman of the Fred Macey Co. in Grand Rapids (Michigan), who was considered an advertising expert at that time, was assigned the task to examine the submissions to the company. In arriving at a decision, he considered inter alia each advertisement in the following respect:

1st The advertisement must receive “Attention,” 2d. Having attention it must create “Interest,” 3d. Having the reader’s interest it must create “Desire to Buy,” 4th. Having created the desire to buy it should help “Decision”. [29]

The first published instance of the general concept, however, was in an article by Frank Hutchinson Dukesmith (1866–1935) in 1904. Dukesmith’s four steps were attention, interest, desire, and conviction. [30]  The first instance of the AIDA acronym was in an article by C. P. Russell in 1921 where he wrote:

An easy way to remember this formula is to call in the “law of association,” which is the old reliable among memory aids. It is to be noted that, reading downward, the first letters of these words spell the opera “Aida.” When you start a letter, then, say “Aida” to yourself and you won’t go far wrong, at least as far as the form of your letter is concerned. [31]

The model’s usefulness was not confined solely to advertising. The basic principles of the AIDA model were widely adopted by sales representatives who used the steps to prepare effective sales presentations following the publication, in 1911, of Arthur Sheldon’s book,  Successful Selling. [32]  To the original model, Sheldon added  satisfaction  to stress the importance of repeat patronage.

AIDA is a linchpin of the Promotional part of the 4Ps of the  Marketing mix , the mix itself being a key component of the model connecting customer needs through the organisation to the marketing decisions. [33]

Theoretical developments in hierarchy of effects models

The marketing and advertising literature has spawned a number of hierarchical models. [34]  In a survey of more than 250 papers, Vakratsas and Ambler (1999) found little empirical support for any of the hierarchies of effects. [35]  In spite of that criticism, some authors have argued that hierarchical models continue to dominate theory, especially in the area of marketing communications and advertising. [36]

All hierarchy of effects models exhibit several common characteristics. Firstly, they are all linear, sequential models built on an assumption that consumers move through a series of steps or stages involving cognitive, affective and behavioral responses that culminate in a purchase. [37]  Secondly, all hierarchy of effects models can be reduced to three broad stages – Cognitive→ Affective (emotions)→Behavioral (CAB). [38]

Three broad stages implicit in all hierarchy of effects models: [39]

Cognition (Awareness or learning)

Affect (Feeling, interest or desire)

Behavior (Action)

Recent modifications of the AIDA model have expanded the number of steps. [40]  Some of these modifications have been designed to accommodate theoretical developments, by including customer satisfaction (e.g. the AIDAS model) [41]  while other alternative models seek to accommodate changes in the external environment such as the rise of social media (e.g. the AISDALSLove model). [42]

In the  AISDALSLove model , [43]  new phases are ‘Search’ (after Interest), the phase when consumers actively searching information about brand/ product, ‘Like/dislike’ (after Action) as one of elements in the post-purchase phase, then continued with ‘Share’ (consumers will share their experiences about brand to other consumers) and the last is ‘Love/hate’ (a deep feeling towards branded product, that can become the long-term effect of advertising) which new elements such as Search, Like/dislike (evaluation), Share and Love/hate as long-term effects have also been added. Finally, S – ‘Satisfaction’ – is added to suggest the likelihood that a customer might become a repeat customer, provide positive referrals or engage in other brand advocacy behaviors following purchase.

Other theorists, including Christian Betancur (2014) [44]  and Rossiter and Percy (1985) [45]  have proposed that  need recognition  should be included as the initial stage of any hierarchical model. Betancur, for example, has proposed a more complete process: NAITDASE model (in Spanish: NAICDASE). Betancur’s model begins with the identification of a Need (the consumer’s perception of an opportunity or a problem). Following the Attention and Interest stages, consumers form feelings of Trust (i.e., Confidence). Without trust, customers are unlikely to move forward towards the Desire and Action stages of the process. Purchase is not the end stage in this model, as this is not the goal of the client; therefore, the final two stages are the Satisfaction of previously identified and agreed needs and the Evaluation by the customer about the whole process. If positive, it will repurchase and recommend to others (Customer’s loyalty).

In Betancur’s model, trust is a key element in the purchase process, and must be achieved through important elements including:

• Business and personal image (including superior brand support).
• Empathy with this customer.
• Professionalism (knowledge of the product and master of the whole process from the point of view of the customer).
• Ethics without exceptions.
• Competitive Superiority (to solve the needs and requirements of this customer).
• Commitment during the process and toward the customer satisfaction.

Trust (or Confidence) is the glue that bonds society and makes solid and reliable relations of each one other.

Cultural references

In the film  Glengarry Glen Ross  by  David Mamet , the character Blake (played by  Alec Baldwin ) makes a speech where the AIDA model is visible on a chalkboard in the scene. A minor difference between the fictional account of the model and the model as it is commonly used is that the “A” in Blake’s motivational talk is defined as  attention  rather than  awareness  and the “D” as  decision  rather than  desire.

The song  7 Rings  by  Ariana Grande  includes the line “I see it, I like it, I want it, I got it.” Though this is consistent with the AIDA framework, there is not evidence to suggest this was a deliberate reference.

• Advertising – socio-historical account of advertising
• Advertising campaign
• Advertising media selection
• Ad tracking
• Advertising research
• Advertising management -advertising as a function of marketing management
• AttentionTracking
• Attitude-toward-the-ad models
• Brand awareness
• Consumer behaviour
• DAGMAR marketing
• Integrated marketing communications
• Marketing communications
• Media planning
• Promotion (marketing)
• Promotional mix
• Purchase funnel
• Sales management
• Sales promotion

Advertising models

• Overview of theories of advertising effects
• AISDALSLove
• Elaboration likelihood model  (article)
• Elaboration likelihood model  (section)
•  Demetrios Vakratsas and Tim Ambler, “How Advertising Works: What Do We Really Know?”  Journal of Marketing Vol. 63, No. 1, 1999, pp. 26-43 DOI: 10.2307/1251999 URL:  https://www.jstor.org/stable/1251999
•  Priyanka, R., “AIDA Marketing Communication Model: Stimulating a purchase decision in the minds of the consumers through a linear progression of steps,”  International Journal of Multidisciplinary Research in Social Management,  Vol. 1 , 2013, pp 37-44.
•  E. St Elmo Lewis,  Financial Advertising.  (The History of Advertising), USA, Levey Brothers, 1908
•  O’Shaughnessy, J.,   Explaining Buyer Behavior , Oxford, Oxford University Press, 1992
•  Diehl, D. and Terlutter, R., “The Role of Lifestyle and Personality in Explaining Attitude to the Ad,” in  Branding and Advertising , Flemming Hansen, Lars Bech Christensen (eds), p. 307
•  Howard, J.A.  Marketing Management,  Homewood, Ill. 1963
•  Howard, J. A.” in: P. E. Earl and S. Kemp (eds.),  The Elgar Companion to Consumer Research and Economic Psychology,  Cheltenham 1999, pp 310-314.
•  Peterson, Arthur F. (1959).  Pharmaceutical Selling . Heathcote-Woodbridge.
•  Kitson, H.S.,  Manual for the Study of the Psychology of Advertising and Selling,  Philadelphia 1920, p. 21
•  Egan, J.,  Marketing Communications,  London, Thomson Learning, pp 42-43
•  Bendizlen, M.T., “Advertising Effects and Effectiveness,”  European Journal of Marketing,  Vol. 27, No. 10, pp 19-32.
•  Vakratsas, D. and Ambler, T., “How Advertising Works: What Do We Really Know?”  Journal of Marketing,  Vol. 63, No. 1 (Jan., 1999), pp. 26-43 DOI: 10.2307/1251999 URL:  https://www.jstor.org/stable/1251999
•  Huey, B., “Advertising’s Double Helix: A Proposed New Process Model”  Journal of Advertising Research,  May/June, 1999, pp 43-51; Belch, G. E. and Belch, M.A., “Evaluating The Effectiveness of Elements of Integrated Marketing Communications: A Review of Research,” Occasional Paper, <Online: cbaweb.sdsu.edu>
•  Yoon,K., Laczniak, R.N., Muehling, D.D. and Reece, B.B., “A Revised Model of Advertising Processing: Extending the Dual Mediation Hypothesis,”  Journal of Current Issues & Research in Advertising,  Vol. 17, no. 2, 1995, pp 53-67
•  Barry, T.E., “The Development of the Hierarchy of Effects: An Historical Perspective,”  Current Issues and Research in Advertising,  vol. 10, no. 2, 1987, pp. 251–295
•  Priyanka, R., “AIDA Marketing Communication Model: Stimulating a Purchase Decision in the Minds of the Consumers through a Linear Progression of Steps,”  International Journal of Multidisciplinary Research in Social Management,  Vol. 1 , 2013, pp 37-44.
•  Lavidge,R.J. and Steiner, G.A., “A Model for Predictive Measures of Advertising Effectiveness,”  Journal of Marketing , October, 1961, pp 59-62
•  McGuire, W. “An Information Processing Model of Advertising Effectiveness,” in  Behavioral and Management Science in Marketing,  Harry L. Davis and Alvin J. Silk, eds. New York: John Wiley, 1978, pp 156-80.
•  Barry, T.E. and Howard, D.J., “A Review and Critique of the Hierarchy of Effects in Advertising,”  International Journal of Advertising,  vol 9, no.2, 1990, pp. 121–135
•  Barry, T.E. and Howard, D.J., “A Review and Critique of the Hierarchy of Effects in Advertising,”   International Journal of Advertising,  Vol. 9, no. 2, 1990, pp 121-135
•  Wijaya, Bambang Sukma (2012). “The Development of Hierarchy of Effects Model in Advertising”,  International Research Journal of Business Studies , 5 (1), April–July 2012, p. 73-85
•  Barry, T.E. , The development of the hierarchy of effects: an historical perspective,  USA, 1987
•  “Catch-Line and Argument,”  The Book-Keeper , Vol. 15, February 1903, p. 124. Other writings by E. St. Elmo Lewis on advertising principles include “Side Talks about Advertising,”  The Western Druggist,  Vol. 21, February 1899, p. 65-66;  Financial Advertising,  published by Levey Bros. in 1908; and, “The Duty and Privilege of Advertising a Bank,”  The Bankers’ Magazine,  Vol. 78, April 1909, pp. 710–11.
•  “Pioneers in the Development of Advertising,”  Journal of Marketing  12(1), 1947, p. 82
•  “St. Elmo Lewis on Modern Publicity Methods,”  Democrat and Chronicle , January 7, 1910, p. 16.
•  London: Effingham Wilson 1854, Sixth Edition, p. 17
•  “Well Told is Half Sold,”  The United Service. A Monthly Review of Military and Naval Affairs,  Vol. 9 (N.S.), 1893, p. 8. An identical ad appeared in  The Century  of the same year.
•  “The Bissell Prize Advertisement Contest,”  Hardware , March 1900, p. 44.
•  “Three Natural Fields of Salesmanship,”  Salesmanship  2(1), January 1904, p. 14.
•  C. P. Russell, “How to Write a Sales-Making Letter,” Printers’ Ink, June 2, 1921
•  Sheldon, A.,  Successful Selling, (Part 1),  USA, Kessinger Publishing [Rare Reprint Series], 1911
•  Jobber, David; Ellis-Chadwick, Fiona (2013). “1, 15”.  Principles and Practices of Marketing  (7 ed.). Maidenhead: McGraw-Hill Education. pp. 21, 540.  ISBN   9780077140007 .
•  Demetrios Vakratsas and Tim Ambler, “How Advertising Works: What Do We Really Know?”  Journal of Marketing,  Vol. 63, No. 1, 1999, pp. 26-43, DOI: 10.2307/1251999 URL:  https://www.jstor.org/stable/1251999
•  O’Shaughnessy, J.,  Explaining Buyer Behavior , Oxford, Oxford University Press, 1992
•  Barry, T.E., “The Development of the Hierarchy of Effects: An Historical Perspective,”  Current Issues and Research in Advertising  vol. 10, no. 2, 1987, pp. 251–295
•  J. A. Howard,  Marketing Management,  Homewood 1963; cf. M. B. Holbrook, “Howard, John A.” in: P. E. Earl, S. Kemp (eds.),  The Elgar Companion to Consumer Research and Economic Psychology,  Cheltenham 1999, pp 310-314.
•  Barry, T.E., “The Development of the Hierarchy of Effects: An Historical Perspective,”  Current Issues and Research in Advertising  Vol. 10, no. 2, 1987, pp. 251–295.
•  Wijaya, Bambang Sukma (2012). “The Development of Hierarchy of Effects Model in Advertising”,  International Research Journal of Business Studies , Vol. 5, no 1, 2012, pp 73-85
•  Christian Betancur,  El vendedor Halcón: sus estrategias. El poder de la venta consultiva para ganar más clientes satisfechos,  Medellín, Colombia, 2nd ed., 2014, ICONTEC International,  ISBN   978-958-4643513 www.elvendedorhalcon.com
•  Rossiter, J.R. and Percy, L.,”Advertising Communication Models”, in:  Advances in Consumer Research,  Volume 12, Elizabeth C. Hirschman and Moris B. Holbrook (eds), Provo, UT : Association for Consumer Research, 1985, pp 510-524., Online:  http://acrwebsite.org/volumes/6443/volumes/v12/NA-12  or  http://www.acrwebsite.org/search/view-conference-proceedings.aspx?Id=6443
• Ferrell, O.C.; Hartline, Michael (2005).  Marketing Strategy . Thomson South-Western.  ISBN   978-0-324-20140-6 .
• Geml, Richard and Lauer, Hermann: Marketing- und Verkaufslexikon, 4. Auflage, Stuttgart 2008,  ISBN   978-3-7910-2798-2

External links

• AIDA –  konzultace při tvorbě www stránek  – Czech text about using AIDA in web design

Bibliographic details for “AIDA (marketing)”

• Page name: AIDA (marketing)
• Author: Wikipedia contributors
• Publisher:  Wikipedia, The Free Encyclopedia .
• Date of last revision: 1 June 2020 18:01 UTC
• Date retrieved: 8 July 2020 20:28 UTC
• Permanent link:  https://en.wikipedia.org/w/index.php?title=AIDA_(marketing)&oldid=960207122
• Primary contributors:  Revision history statistics
• Page Version ID: 960207122

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• #Competitor-Analysis (1)
• #Headline-Tool (3)
• #Minimalistic-Word-Processor (2)
• #Reference-Resource (2)
• #Research-Tool (1)
• #Smart-Content-Editor (3)
• #Swipe-Reference (1)
• #Word-Exploration (4)
• Brainstorming (4)
• Editing (3)
• Research (2)
• Rough Draft (3)
• Testing (1)

ATTENTION In the first 4 methods I’ll break down several insane ways to brainstorm attention-grabbing content that pulls your reader into your orbit.

BANNER BLINDNESS BUSTER Keywords you can use to take a browser out of their hypnotic state so they can actively pay attention to your message.

SOCIAL STRATEGY A caveman strategy you can use to place yourself at the head of the pack when it comes to authority and social proof.

✅ ATTENTION In the first 4 methods I’ll break down several insane ways to brainstorm attention-grabbing content that pulls your reader into your orbit

✅ BANNER BLINDNESS BUSTER Keywords you can use to take a browser out of their hypnotic state so they can actively pay attention to your message.

✅ SOCIAL STRATEGY A caveman strategy you can use to place yourself at the head of the pack when it comes to authority and social proof.

Let me send you a boatload of copywriting tips... Click Here 📩

• Take Control of Your Life by Defining Your “Why Not”
• fear is a compass
• The Founding Fathers of Copywriting, Copywriters Podcast with David Garfinkel & Guest Sean Vosler
• Copywriting AI Tool’s legit or overhyped?
• beep boop… this was written by a robot
• CSS ::Before ::After Image Background Code Snippet In Code Snippets
• Advertising Executive Albert Lasker Recounts Meeting Copywriter John E. Kennedy in 1905 – Source: The Lasker Papers In History of Copywriting
• Take Control of Your Life by Defining Your “Why Not” In Mindset, Sean.co
• Video Notes: Change Your Life – One Tiny Step at a Time by Kurzgesagt In Sean.co
• Want to create? Meditate. Define “hidden gems” of your creative process to keep you going… In Creativity, Sean.co

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Using the AIDA model for social media marketing

Want to know how to use AIDA model in your social media marketing?

Whilst AIDA is a marketing model that was established long before social media even existed it doesn’t mean that the model isn’t relevant for social media marketing. Below I’m going to explain how you can use the AIDA model to be strategic with your social media marketing content.

This page includes affiliate links, which means that if you choose to make a purchase, I may earn a commission. This commission comes at no additional cost to you.

WHAT IS THE AIDA MODEL?

The AIDA model is a marketing model that is used to show the steps on an individual goes through in order to become a customer. The acronym stands for

By using this framework you can ensure that every piece of content have a purpose and is helping to move people along a journey to become your customer. Below you’ll find out what to do at each stage.

One part of your social media marketing strategy should be focused on making new people aware of you. To do this you can:

• Using hashtags – Choosing the right hashtags will mean that your posts have a wider reach than your immediate followers. This means there is an opportunity for new people to see your posts via a hashtag and find out about you and your business
• Ask people to tag other people – You’ve probably seen social media posts that say ‘Tag a friend who XXX’. This sort of post is designed specifically to increase the reach and have relevant new people see their posts. By being prescriptive in your caption you can increase the probability of the right type of person being tagged and most people will look at posts that they’ve been tagged in by friends.
• Run paid adverts – Paid adverts are a great way to put your business in front of new people. Most social media advertising platforms will allow you to run adverts, but ensure they aren’t served to people who already follow you on that platform. This means you can create adverts specifically for people who you know will be coming across you for the first time (or if they have come across you before they haven’t compelled enough to follow you).
• Ask people to share a post – On platforms like LinkedIn, Twitter and Facebook where you can share a post you can encourage people to do so. Whenever someone shares a post it can now be seen by all of their followers, thus increasing your risk.

INTEREST & DESIRE

Making someone aware of you and getting them to follow you is just the beginning. In most cases, in order for someone to buy from you, you’ll need to continue to build the relationship. You want to make people interested in you and your services, and then ultimately make them want to work to buy from you.

Unlike awareness content, content that is designed to build interest and desire will be more in-depth. Some examples are:

• Going into detail about your services – You can’t expect everyone to know what you offer. From time to time you’ll have to make it clear what you offer and what the benefits of your services are
• Case studies from previous clients – This enables people to see exactly what experience and transformation they could get by working with you.
• Sharing personal stories – People buy from people and in a world where there are other people selling exactly the same thing as you it is important to show your personality as that will help someone realise if you are a better fit for them than someone else.

The final part of your social media marketing strategy should focus on getting people to take action. By this point, your interest and desire focused content should have people engaged with you and hopefully read to buy, or at least take the next step. Whilst they might be ready most people don’t take action on their own accord. You need to tell people what you want them to do. Some example actions are:

• Buying something
• Booking a discovery call
• Requesting further information
• Sending you a DM
• Joining your email list
• Visiting a blog post
• Listening to a podcast episode
• Watching a video
• Registering for a webinar or masterclass

There you have it. Now you know how you to use the AIDA model to be strategic and intentional with the content you create for your social media marketing.

Has reading about all the types of content you need to create is overwhelming don’t worry I’m here to help. You can find out how to work with me ongoing or via an intensive strategy by clicking here.

Has reading about all the types of content you need to create is overwhelming don’t worry I’m here to help. You can find out how to work with me ongoing or via an intensive strategy day by clicking here .

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Computer Science > Machine Learning

Title: diffusion model for planning: a systematic literature review.

Abstract: Diffusion models, which leverage stochastic processes to capture complex data distributions effectively, have shown their performance as generative models, achieving notable success in image-related tasks through iterative denoising processes. Recently, diffusion models have been further applied and show their strong abilities in planning tasks, leading to a significant growth in related publications since 2023. To help researchers better understand the field and promote the development of the field, we conduct a systematic literature review of recent advancements in the application of diffusion models for planning. Specifically, this paper categorizes and discusses the current literature from the following perspectives: (i) relevant datasets and benchmarks used for evaluating diffusion modelbased planning; (ii) fundamental studies that address aspects such as sampling efficiency; (iii) skill-centric and condition-guided planning for enhancing adaptability; (iv) safety and uncertainty managing mechanism for enhancing safety and robustness; and (v) domain-specific application such as autonomous driving. Finally, given the above literature review, we further discuss the challenges and future directions in this field.

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