Professional Documents
Culture Documents
Module 2
Module 2
Module 2
• Nature of motivation
• Classifying motives
• Motive arousal
Unfulfilled
Needs, Wants, Tension Goal or Need
Drive Behavior
and Desire Fulfillment
Tension
Reduction
Motivation Process - CRED
• One of the youngest Indian startups to reach valuation from 0 to $2.2
Billion. (2017 – 2019)
• In 2020 its loss was Rs360 Cr, being 492% high over 2019
⁃ For every rupee they earned, they spent Rs727.
• Customer Base: 30Lakh, 20% of Premium card holders are using CRED
• Motivation is goal-oriented
https://www.businessinsider.in/retail/the-sinister-story-of-nikes-just-do-it-slogan-which-was-inspired-by-the-last-words-of-a-
murderer-before-he-was-executed/articleshow/70619344.cms
Dogmatism
Social Justice Dogma (SJD)
https://www.linkedin.com/pulse/neglect-fear-emotion-your-
brand-would-pay-penalty-later-shah-m-m/
Classifying Motives
• Monitory motivation
• Emotional Motivation
Paper boat drinks company
• The popular drinks company of India Paper boat needs no introduction. The company which
is in non -- aerated beverages space sells drinks traditional associated with India such as aam
panna, jal jeera and so on. They have innovative with their digital campaigns.
• However, their one campaign called #FloatABoat proved to be a major hit and went viral.
The firm asked people to make small paper boats as they did in their childhood days and
share it on the social media with the hashtag #FloatABoat and along with following their
social media pages.
• The brand announced that for every share on social media channels, the firm Paper Boat will
donate Rs.20 (per share) for children’s education. It combined nostalgia and a social
purpose. The social driven digital campaign helped the brand to spread its word effortlessly
and gain more consumers.
Emotional Motives • Increased investments on
advertisements from 4.6 percent
of revenue to 7.8 percent
Self Actualization
Abraham Maslow
American psychologist
Esteem Needs
Needs drives
motivation
Social Needs
Safety Needs
Basic Needs
Assumptions
Dan Bilzerian
• Needs have Priority
• There is postponement of need if the later is not met
• Interdependent and overlapping
• One need doesn't disappear as the other appears
Limitations
• There cannot be a hierarchy
• Cannot be generalized to all the individuals (some are self contented)
• The greed for money goes on increasing
Motive Arousal
• Physiological Arousal (Basic Needs / McD /Burger K)
• Emotional Arousal
• Hygiene Factors
⁃ Not present – Dissatisfied
⁃ Present – Not Motivate
• Motivational Factors
⁃ Not present – Dissatisfied
⁃ Present – Motivate
Herzberg’s Model
(Two Factor Theory)
• High Hygiene + High Motivation: The ideal situation where employees are highly motivated
and have few complaints.
• High Hygiene + Low Motivation: Employees have few complaints but are not highly
motivated. The job is viewed as a paycheck.
• Low Hygiene + High Motivation: Employees are motivated but have a lot of complaints. A
situation where the job is exciting and challenging but salaries and work conditions are not
up to mark.
• Low Hygiene + Low Motivation: This is the worst situation where employees are not
motivated and have many complaints.
Theory X and Theory Y - 1960
Douglas McGregor
Pizza Hut’s - successful digital marketing campaign
• One successful digital media campaign was by Pizza Hut, which created an app that
allowed customers to create their own pizza by dragging their chosen toppings onto a
graphical pizza base.
• The iPhone would then determine which of the chain's thousands of locations the
customer happened to be nearest. The company advertised the new app online, in print,
and on television - even winning a placement in Apple's own iPhone commercial.
• Within two weeks, the Pizza Hut app was downloaded 100,000 times and within three
months iPhone users ordered $1m worth of pizza. The app now has millions of users
across the iPhone, iPad, and Android platforms
How Dominos Turned around its Market share
satisfying customers..
⁃ Strong Bond
⁃ Increases Involvement
⁃ No formal Structure