What a bitter herbal toothpaste taught me about honesty in advertising

While the marketing team was confident that the brand promise would appeal to the consumers, they were concerned about the product’s sensory shortcomings. Unfortunately, the toothpaste did not have a pleasant taste and smell, and there was no intention to fix that, as that would have compromised the purity and authenticity of the ingredients.

We wondered what the consumers’ response would be if we were to warn them about the product’s unpleasant taste. So, in a few focus groups, the participants were informed that they might find the taste of the paste disagreeable as no artificial flavors were used to camouflage the taste of the natural ingredients used in the product.

The participants were asked to try the product and share their experiences during the discussion. The product received considerable flak in those groups where the participants were not warned about its taste. Some consumers heard, “I understand that it is a good paste, but the taste is too bitter and strong, and I am not sure if my family would like to start their day with this.”

The response from the informed participants was markedly different. They felt the taste was not as bad as anticipated, signifying the ingredients’ authenticity. As one homemaker said, “A genuine concoction of herbs cannot taste splendid unless they add some scent into it and make it artificially nice, but that will make us a bit suspicious about its effectiveness... also we admire the honesty of the brand to tell us that it doesn’t taste that good, mostly brands hide such things till we find out”.

What influenced them to respond positively to something arguably a product limitation? A bit of probing revealed:

• They hugely appreciated the honesty and integrity of the brand for calling out its weakness.

• The unpleasant taste convinced them that the product is made of natural ingredients and, therefore, it is safe and effective.

• They had expected the taste to be worse than what they experienced.

Social psychologists call this the Pratfall effect. Published and popularized by American Psychologist Elliot Aronson in 1966, the bias known as the Pratfall Effect states that people are more liked when they show some imperfections. He concluded that people who have established their competency and skills in some areas are liked more when they make mistakes and come across as imperfect. It simply makes them more humane and relatable.

The same point has also been echoed in recent times by Brené Brown, research professor at the University of Houston and author of 'Daring Greatly: How the Courage to Be Vulnerable Transforms the Way We Live, Love, Parent, and Lead', where she emphasizes that vulnerability is not weakness, but rather “our most accurate measurement of courage.” Brown’s research has shown that leaders willing to be vulnerable and take risks are likelier to build trusting relationships, encourage innovation, and foster a culture of creativity and growth.

Breaking free from the Perfectionism Trap and ‘Showing off’ one’s flaws and limitations is a phenomenon that seems to be gaining currency, especially among the GenZ. There is a growing belief that a flaw or an end in a person otherwise known to be competent in some field makes him more humane and enhances his appeal. A survey conducted by Ernst & Young LLP among a representative sample of more than 1500 members of Gen Z (2021 Gen Z segmentation study) revealed that they are not looking for “picture perfect.” They embrace quirks and flaws and believe authenticity is more important than other personal values.

But does this principle work beyond people?

Can products, brands and services break free from the Perfectionism Trap and proudly flaunt its flaws and limitations? Well, they can if we look at highly successful advertisement campaigns.

One of the earliest examples was the long-running American VW ad campaign by Doyle Dane Bernbach, which, from 1959, glorified the flaws of the Beetle. The car’s looks were gently mocked with one print ad featuring a photo of the lunar module and the headline, “It’s ugly, but it gets you there.” Another referenced the size of the car with the line “Think Small.” The trade magazine Ad Age ranked it the best ad of the twentieth century. More importantly, it shifted a lot of cars. In 1963, VW sold 277,008 vehicles in the US – more than any other imported brand had ever sold.

Then there’s Lowe’s campaign for Stella Artois, beginning in 1981, which revealed its high price under the headline “Reassuringly Expensive.” The award-winning campaign transformed Stella’s fortunes and ran for 26 years.

There are recent examples of brands taking advantage of the Pratfall Effect, too. Tesla unveiled its futuristic pickup truck at a promotional event in Los Angeles, but things didn’t quite go as planned when showing off its durability. CEO Elon Musk claimed the car was “bulletproof” against a 9mm handgun. But when he got Tesla’s chief designer to throw a metal ball at one of its armored windows, audible surprise could be heard as the glass smashed – twice! “Oh, my f****** God,” Musk exclaimed when it first happened. “Well, maybe that was a little too hard.” While the failed Armor Glass demonstration embarrassed Tesla, the company did not care to call a press conference and apologize. Instead, it embraced the Pratfall and created a viral meme spurring a flood of plastic content in the interwebs.

All this helped to create a buzz around the vehicle, and within a week of the unveiling, Tesla rather boastfully revealed 250,000 orders.

Every marketer wishes to endow his brands with human characteristics so that consumers can identify with them and make them an integral part of their identities. Knowing that humans are not perfect, doesn’t it make sense to flaunt a bit of quirks or flaws in brands (almost all brands have them!) to help them come across as more human?

Some marketers have done it as discussed above, but their proportion, it appears, is minuscule as it is seen by most as a rather risky step. It is arguably a daring proposition if the brand’s core competency is well established. In the age of social media, where brands are constantly under scrutiny and scathing reviews, it is not easy to keep their flaws hidden for too long. So why not get into a confessional mode and talk about them (before others do) with courage and win the hearts of the consumers by coming across as someone who is honest, authentic, brave, and distinctive?

There will be a lot at stake as drawing attention to one’s product’s limitations could negatively impact revenue losses. On the other hand, if one tries it and presses the right buttons, it can do wonders for the brand, as it did to VW, Stella Aroise, Tesla, and others. The marketer must make the choice.

Sandeep Dutta is vice president (insights division) at Kantar group