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Brand Desire: Spark Customer Interest Using Emotional Insights
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Displaying 1 - 7 of 7 reviews
November 18, 2025
(The English review is placed beneath the Russian one)
Проблема этой книги в том, что автор делает ложное предположение о роли брендов в современном мире. Я уже давно отметил, что многие авторы литературы по маркетингу считают, что бренд занимает в жизни потребителей приоритетное место, хотя на самом деле единственное у кого бренд может занимать приоритетное место в жизни, это у самих директоров этих самых компаний. Для всех остальных бренд не является важным атрибутом их повседневной жизни, а многие потребители настолько привыкают к бренду, что просто не замечают его, перестают испытывать к нему какие-то чувства (ведь мы не испытываем чувств к таким привычным вещах как дождь, снег, ветер и пр.). Вот возьмём в качестве примера хлебобулочные изделия. Обычно люди фиксируются на самом факте того что они хотят съесть некое пирожное и бренд тут исполняет лишь роль обещания – это пирожное качественное (вкусное, свежее, из качественных ингредиентов и т.д.). Если появится другой бренд с таким же обещанием или если все бренды способны реализовать на практике такое обещание, то в таком случаи ассортимент брендов становится для покупателя маловажным или неважным вовсе. Автор же предлагает идеалистическую картину жизни брендов в современном обществе, как например такую:
Consider a brand that you’ve made a consistent part of your life. How does it make you feel? At some point, it caught your attention, then it sparked your desire, and you started using it. Now, you not only like it, but you would rather not live without it.
Это ошибочная позиция касательно брендов. Исключением может быть лишь очень небольшое количество брендов, таких как Apple или Starbucks, но 98% всех остальных брендов не вызывают у большинства потребителей таких бурных чувств. Так что уже изначально автор основывается на ошибочном предположении о роли брендов в жизни людей.
Так же у автора какой-то странный взгляд на современный маркетинг. Вот что автор пишет по этому поводу.
Like many of my clients, the Center was struggling with one of the biggest challenges with traditional brand strategy… it’s too much about the brand, and not enough for the customer.
Вообще-то нет такой стратегии, которая направлена на бренд, а не на потребности потребителей. Ещё в XX веке маркетологи говорили о важности именно клиентов и только во вторую очередь – бренда, компании, товаров и услуг. Откуда автор выдумал такую «традиционную брендовую стратегию» я не понимаю. Это глупость, такой стратегии не придерживались даже в XX веке. Однако важно не это, а как автор решил проблему маркетинговой стратегии AT&T Performing Arts Center. В качестве примера реализации стратегии на практике автор приводит пример AT&T Performing Arts Center. Проблема тут в том, что это, по существу, стратегия ни о чём, абсолютно пустая стратегия. Вот какую работу проделал автор, будучи ответственным в качестве маркетолога этого проекта.
This all led us to a Brand Idea that was directly tied to these benefits and the strategic goal of introducing the brand to a wider audience.
<…>
It reminds past attendees that there’s always more to discover, and it lets people who are unfamiliar with the Center know where they can find the entertaining experiences that they might enjoy.
It also evokes curiosity about a place that many people have seen but are not yet familiar with.
One of the most important objectives we were working toward for this overall brand evolution was not just to convey in more inviting detail what the AT&T Performing Arts Center was all about, but to encourage people to explore all there is to experience. However, instead of doing so by talking about what the brand offers and what makes it so amazing, we combined a brand benefit with an invitation based on what we learned about how people want to feel.
<…>
It’s welcoming to younger, more family-oriented people. It’s welcoming to those who have a lot of money and those who do not. It’s welcoming to those who want to attend a world-class performance, or to those who want to learn how to create one.
И далее, «Now that we have our brand strategy…». Это у автора такая стратегия?! Чтобы создать такую стратегию, маркетолог не нужен! Именно так бы я определил качество этой стратегии. Про уникальность и говорит нечего – её тут нет.
Далее – не лучше, т.к. автор предлагает главным образом работу над визуальной стороной бренда. На самом деле, логотип и прочие атрибуты бренда в реальности являются наименее важными, а у автора получается наоборот.
For the AT&T Performing Arts Center, we recognized the need for a significant brand evolution, even though we had a relatively modest budget to work with. The first two priorities were evolving the brand messaging and the visual identity.
<…>
As such, we also introduced new brand messaging and a brand messaging style guide, anchored by three copywriting principles: “Be welcoming and inviting; be enthusiastic and passionate; be friendly and informative.”
<…>
As part of our Evolve phase work, we took the opportunity to change the visual identity of the AT&T Performing Arts Center brand. Working with a wonderfully talented designer, we all agreed that the new brand strategy called for a synergistic update to the visual identity.
<…>
The brand logo included the AT&T Performing Arts Center logo type, which was set in a very thin version of the brand’s typeface, and often in colors such as brown and gold. It was combined with the words “Staging the Amazing,” set in all capital letters.
Как по мне, так автором проделана совершенно второстепенная работа, а вот самое сложное – уникальность предлагаемой услуги – осталось без внимания. Логотип, слоганы и прочий маркетинговый мусор является неким бонусом, приятным дополнением к основной работе маркетолога, а не его основой как это хочет показать автор. Далее в книге идёт фотография логотипа из разряда «было» - «стало» и вот он очень хорошо показывает всю бессмысленность той работы, которую проделал автор. Прежний логотип был не намного хуже! Впрочем, и он мало что говорил об уникальности AT&T Performing Arts Center, что в очередной раз хорошо показывает качество маркетинговых специалистов, которые работают в таких крупных компаниях, какой и является AT&T.
The problem with this book is that the author makes a false assumption about the role of brands in the modern world. I have long noted that many authors of marketing literature believe that brands occupy a priority place in consumers' lives, although in reality, the only people for whom brands can occupy a priority place in life are the directors of these very companies themselves. For everyone else, brands are not an important part of their daily lives, and many consumers become so accustomed to brands that they simply do not notice them and cease to have any feelings toward them (after all, we do not have feelings toward such familiar things as rain, snow, wind, etc.). Let's take baked goods as an example. Usually, people focus on the fact that they want to eat a certain pastry, and the brand only serves as a promise that the pastry is of high quality (tasty, fresh, made from high-quality ingredients, etc.). If another brand appears with the same promise, or if all brands are able to deliver on that promise in practice, then the range of brands becomes unimportant or irrelevant to the buyer. The author offers an idealistic picture of the life of brands in modern society, such as this one:
Consider a brand that you’ve made a consistent part of your life. How does it make you feel? At some point, it caught your attention, then it sparked your desire, and you started using it. Now, you not only like it, but you would rather not live without it.
This is a mistaken position regarding brands. The only exceptions are a very small number of brands, such as Apple or Starbucks, but 98% of all other brands do not evoke such strong feelings in most consumers. So, from the outset, the author is basing his argument on a mistaken assumption about the role of brands in people's lives.
The author also has a strange view of modern marketing. Here is what the author writes on this subject.
Like many of my clients, the Center was struggling with one of the biggest challenges with traditional brand strategy… it’s too much about the brand, and not enough for the customer.
In fact, there is no such strategy that focuses on the brand rather than consumer needs. Back in the 20th century, marketers talked about the importance of customers first and foremost, with the brand, company, goods, and services coming second. I don't understand where the author came up with such a “traditional brand strategy.” It's nonsense; even in the 20th century, no one adhered to such a strategy. However, what's important is not this, but how the author solved the marketing strategy problem for the AT&T Performing Arts Center. The author cites the AT&T Performing Arts Center as an example of the strategy in practice. The problem here is that this is essentially a meaningless strategy, an empty strategy. This is the work that the author did as the marketer responsible for this project.
This all led us to a Brand Idea that was directly tied to these benefits and the strategic goal of introducing the brand to a wider audience.
<…>
It reminds past attendees that there’s always more to discover, and it lets people who are unfamiliar with the Center know where they can find the entertaining experiences that they might enjoy.
It also evokes curiosity about a place that many people have seen but are not yet familiar with.
One of the most important objectives we were working toward for this overall brand evolution was not just to convey in more inviting detail what the AT&T Performing Arts Center was all about, but to encourage people to explore all there is to experience. However, instead of doing so by talking about what the brand offers and what makes it so amazing, we combined a brand benefit with an invitation based on what we learned about how people want to feel.
<…>
It’s welcoming to younger, more family-oriented people. It’s welcoming to those who have a lot of money and those who do not. It’s welcoming to those who want to attend a world-class performance, or to those who want to learn how to create one.
And then, “Now that we have our brand strategy...” Is this the author's strategy?! You don't need a marketer to come up with a strategy like this! That's how I would describe the quality of this strategy. There is nothing to say about uniqueness because there is none here.
What follows is no better, as the author mainly suggests working on the visual side of the brand. In reality, the logo and other brand attributes are the least important, but the author seems to think the opposite.
For the AT&T Performing Arts Center, we recognized the need for a significant brand evolution, even though we had a relatively modest budget to work with. The first two priorities were evolving the brand messaging and the visual identity.
<…>
As such, we also introduced new brand messaging and a brand messaging style guide, anchored by three copywriting principles: “Be welcoming and inviting; be enthusiastic and passionate; be friendly and informative.”
<…>
As part of our Evolve phase work, we took the opportunity to change the visual identity of the AT&T Performing Arts Center brand. Working with a wonderfully talented designer, we all agreed that the new brand strategy called for a synergistic update to the visual identity.
<…>
The brand logo included the AT&T Performing Arts Center logo type, which was set in a very thin version of the brand’s typeface, and often in colors such as brown and gold. It was combined with the words “Staging the Amazing,” set in all capital letters.
In my opinion, the author has done a completely secondary job, while the most difficult part—the uniqueness of the proposed service—has been neglected. Logos, slogans, and other marketing garbage are a kind of bonus, a pleasant addition to the main work of a marketer, and not its basis, as the author wants to show. Further on in the book, there is a “before and after” photo of the logo, which clearly shows the futility of the author's work. The old logo wasn't much worse! However, it did little to convey the uniqueness of the AT&T Performing Arts Center, which once again demonstrates the quality of the marketing specialists who work for large companies such as AT&T.
Проблема этой книги в том, что автор делает ложное предположение о роли брендов в современном мире. Я уже давно отметил, что многие авторы литературы по маркетингу считают, что бренд занимает в жизни потребителей приоритетное место, хотя на самом деле единственное у кого бренд может занимать приоритетное место в жизни, это у самих директоров этих самых компаний. Для всех остальных бренд не является важным атрибутом их повседневной жизни, а многие потребители настолько привыкают к бренду, что просто не замечают его, перестают испытывать к нему какие-то чувства (ведь мы не испытываем чувств к таким привычным вещах как дождь, снег, ветер и пр.). Вот возьмём в качестве примера хлебобулочные изделия. Обычно люди фиксируются на самом факте того что они хотят съесть некое пирожное и бренд тут исполняет лишь роль обещания – это пирожное качественное (вкусное, свежее, из качественных ингредиентов и т.д.). Если появится другой бренд с таким же обещанием или если все бренды способны реализовать на практике такое обещание, то в таком случаи ассортимент брендов становится для покупателя маловажным или неважным вовсе. Автор же предлагает идеалистическую картину жизни брендов в современном обществе, как например такую:
Consider a brand that you’ve made a consistent part of your life. How does it make you feel? At some point, it caught your attention, then it sparked your desire, and you started using it. Now, you not only like it, but you would rather not live without it.
Это ошибочная позиция касательно брендов. Исключением может быть лишь очень небольшое количество брендов, таких как Apple или Starbucks, но 98% всех остальных брендов не вызывают у большинства потребителей таких бурных чувств. Так что уже изначально автор основывается на ошибочном предположении о роли брендов в жизни людей.
Так же у автора какой-то странный взгляд на современный маркетинг. Вот что автор пишет по этому поводу.
Like many of my clients, the Center was struggling with one of the biggest challenges with traditional brand strategy… it’s too much about the brand, and not enough for the customer.
Вообще-то нет такой стратегии, которая направлена на бренд, а не на потребности потребителей. Ещё в XX веке маркетологи говорили о важности именно клиентов и только во вторую очередь – бренда, компании, товаров и услуг. Откуда автор выдумал такую «традиционную брендовую стратегию» я не понимаю. Это глупость, такой стратегии не придерживались даже в XX веке. Однако важно не это, а как автор решил проблему маркетинговой стратегии AT&T Performing Arts Center. В качестве примера реализации стратегии на практике автор приводит пример AT&T Performing Arts Center. Проблема тут в том, что это, по существу, стратегия ни о чём, абсолютно пустая стратегия. Вот какую работу проделал автор, будучи ответственным в качестве маркетолога этого проекта.
This all led us to a Brand Idea that was directly tied to these benefits and the strategic goal of introducing the brand to a wider audience.
<…>
It reminds past attendees that there’s always more to discover, and it lets people who are unfamiliar with the Center know where they can find the entertaining experiences that they might enjoy.
It also evokes curiosity about a place that many people have seen but are not yet familiar with.
One of the most important objectives we were working toward for this overall brand evolution was not just to convey in more inviting detail what the AT&T Performing Arts Center was all about, but to encourage people to explore all there is to experience. However, instead of doing so by talking about what the brand offers and what makes it so amazing, we combined a brand benefit with an invitation based on what we learned about how people want to feel.
<…>
It’s welcoming to younger, more family-oriented people. It’s welcoming to those who have a lot of money and those who do not. It’s welcoming to those who want to attend a world-class performance, or to those who want to learn how to create one.
И далее, «Now that we have our brand strategy…». Это у автора такая стратегия?! Чтобы создать такую стратегию, маркетолог не нужен! Именно так бы я определил качество этой стратегии. Про уникальность и говорит нечего – её тут нет.
Далее – не лучше, т.к. автор предлагает главным образом работу над визуальной стороной бренда. На самом деле, логотип и прочие атрибуты бренда в реальности являются наименее важными, а у автора получается наоборот.
For the AT&T Performing Arts Center, we recognized the need for a significant brand evolution, even though we had a relatively modest budget to work with. The first two priorities were evolving the brand messaging and the visual identity.
<…>
As such, we also introduced new brand messaging and a brand messaging style guide, anchored by three copywriting principles: “Be welcoming and inviting; be enthusiastic and passionate; be friendly and informative.”
<…>
As part of our Evolve phase work, we took the opportunity to change the visual identity of the AT&T Performing Arts Center brand. Working with a wonderfully talented designer, we all agreed that the new brand strategy called for a synergistic update to the visual identity.
<…>
The brand logo included the AT&T Performing Arts Center logo type, which was set in a very thin version of the brand’s typeface, and often in colors such as brown and gold. It was combined with the words “Staging the Amazing,” set in all capital letters.
Как по мне, так автором проделана совершенно второстепенная работа, а вот самое сложное – уникальность предлагаемой услуги – осталось без внимания. Логотип, слоганы и прочий маркетинговый мусор является неким бонусом, приятным дополнением к основной работе маркетолога, а не его основой как это хочет показать автор. Далее в книге идёт фотография логотипа из разряда «было» - «стало» и вот он очень хорошо показывает всю бессмысленность той работы, которую проделал автор. Прежний логотип был не намного хуже! Впрочем, и он мало что говорил об уникальности AT&T Performing Arts Center, что в очередной раз хорошо показывает качество маркетинговых специалистов, которые работают в таких крупных компаниях, какой и является AT&T.
The problem with this book is that the author makes a false assumption about the role of brands in the modern world. I have long noted that many authors of marketing literature believe that brands occupy a priority place in consumers' lives, although in reality, the only people for whom brands can occupy a priority place in life are the directors of these very companies themselves. For everyone else, brands are not an important part of their daily lives, and many consumers become so accustomed to brands that they simply do not notice them and cease to have any feelings toward them (after all, we do not have feelings toward such familiar things as rain, snow, wind, etc.). Let's take baked goods as an example. Usually, people focus on the fact that they want to eat a certain pastry, and the brand only serves as a promise that the pastry is of high quality (tasty, fresh, made from high-quality ingredients, etc.). If another brand appears with the same promise, or if all brands are able to deliver on that promise in practice, then the range of brands becomes unimportant or irrelevant to the buyer. The author offers an idealistic picture of the life of brands in modern society, such as this one:
Consider a brand that you’ve made a consistent part of your life. How does it make you feel? At some point, it caught your attention, then it sparked your desire, and you started using it. Now, you not only like it, but you would rather not live without it.
This is a mistaken position regarding brands. The only exceptions are a very small number of brands, such as Apple or Starbucks, but 98% of all other brands do not evoke such strong feelings in most consumers. So, from the outset, the author is basing his argument on a mistaken assumption about the role of brands in people's lives.
The author also has a strange view of modern marketing. Here is what the author writes on this subject.
Like many of my clients, the Center was struggling with one of the biggest challenges with traditional brand strategy… it’s too much about the brand, and not enough for the customer.
In fact, there is no such strategy that focuses on the brand rather than consumer needs. Back in the 20th century, marketers talked about the importance of customers first and foremost, with the brand, company, goods, and services coming second. I don't understand where the author came up with such a “traditional brand strategy.” It's nonsense; even in the 20th century, no one adhered to such a strategy. However, what's important is not this, but how the author solved the marketing strategy problem for the AT&T Performing Arts Center. The author cites the AT&T Performing Arts Center as an example of the strategy in practice. The problem here is that this is essentially a meaningless strategy, an empty strategy. This is the work that the author did as the marketer responsible for this project.
This all led us to a Brand Idea that was directly tied to these benefits and the strategic goal of introducing the brand to a wider audience.
<…>
It reminds past attendees that there’s always more to discover, and it lets people who are unfamiliar with the Center know where they can find the entertaining experiences that they might enjoy.
It also evokes curiosity about a place that many people have seen but are not yet familiar with.
One of the most important objectives we were working toward for this overall brand evolution was not just to convey in more inviting detail what the AT&T Performing Arts Center was all about, but to encourage people to explore all there is to experience. However, instead of doing so by talking about what the brand offers and what makes it so amazing, we combined a brand benefit with an invitation based on what we learned about how people want to feel.
<…>
It’s welcoming to younger, more family-oriented people. It’s welcoming to those who have a lot of money and those who do not. It’s welcoming to those who want to attend a world-class performance, or to those who want to learn how to create one.
And then, “Now that we have our brand strategy...” Is this the author's strategy?! You don't need a marketer to come up with a strategy like this! That's how I would describe the quality of this strategy. There is nothing to say about uniqueness because there is none here.
What follows is no better, as the author mainly suggests working on the visual side of the brand. In reality, the logo and other brand attributes are the least important, but the author seems to think the opposite.
For the AT&T Performing Arts Center, we recognized the need for a significant brand evolution, even though we had a relatively modest budget to work with. The first two priorities were evolving the brand messaging and the visual identity.
<…>
As such, we also introduced new brand messaging and a brand messaging style guide, anchored by three copywriting principles: “Be welcoming and inviting; be enthusiastic and passionate; be friendly and informative.”
<…>
As part of our Evolve phase work, we took the opportunity to change the visual identity of the AT&T Performing Arts Center brand. Working with a wonderfully talented designer, we all agreed that the new brand strategy called for a synergistic update to the visual identity.
<…>
The brand logo included the AT&T Performing Arts Center logo type, which was set in a very thin version of the brand’s typeface, and often in colors such as brown and gold. It was combined with the words “Staging the Amazing,” set in all capital letters.
In my opinion, the author has done a completely secondary job, while the most difficult part—the uniqueness of the proposed service—has been neglected. Logos, slogans, and other marketing garbage are a kind of bonus, a pleasant addition to the main work of a marketer, and not its basis, as the author wants to show. Further on in the book, there is a “before and after” photo of the logo, which clearly shows the futility of the author's work. The old logo wasn't much worse! However, it did little to convey the uniqueness of the AT&T Performing Arts Center, which once again demonstrates the quality of the marketing specialists who work for large companies such as AT&T.
September 10, 2025
Brand Desire is a refreshing and insightful guide for anyone who wants to understand how brands can move beyond transactions to create genuine emotional connections with customers. Kevin Perlmutter makes a compelling case that most companies only scratch the surface when it comes to customer focus. Through clear frameworks and engaging examples, he demonstrates how emotional insights, not just data or demographics, are the real drivers of customer loyalty and brand preference. The book is both practical and thought-provoking, bridging the gap between marketing theory and actionable strategies that can be applied by businesses of any size.
What sets this book apart is Perlmutter’s ability to humanize branding. He doesn’t just talk about logos or campaigns, he dives into the psychology of desire and shows how tapping into emotions can transform the way customers perceive and engage with a brand. The writing is accessible, the insights are backed by science and real-world cases, and the advice feels immediately usable. Whether you’re a business leader, marketer, or entrepreneur, Brand Desire offers a powerful roadmap for standing out in a noisy marketplace and creating brands that people truly want. I have to admit this book changed my life, I now look at brand "taglines" completely differently and can see which companies are customer focused and which companies are not and inward focused.
What sets this book apart is Perlmutter’s ability to humanize branding. He doesn’t just talk about logos or campaigns, he dives into the psychology of desire and shows how tapping into emotions can transform the way customers perceive and engage with a brand. The writing is accessible, the insights are backed by science and real-world cases, and the advice feels immediately usable. Whether you’re a business leader, marketer, or entrepreneur, Brand Desire offers a powerful roadmap for standing out in a noisy marketplace and creating brands that people truly want. I have to admit this book changed my life, I now look at brand "taglines" completely differently and can see which companies are customer focused and which companies are not and inward focused.
June 12, 2026
Most marketing books offer surface-level advice, but Brand Desire is an exception to the rule.
I came to this book already familiar with author Kevin Perlmutter's thinking. We connected in an online marketing group during the pandemic and share a passion for brand strategy. His idea that marketing should be "less about us, and more for you" always stuck with me, and Brand Desire explains in great detail how to actually execute it.
Perlmutter builds a compelling case for putting emotional intelligence at the center of brand strategy, organized around five sections: Feel, Focus, Connect, Evolve, and Lead. What sets this apart from similar books is that it practices what it preaches: instead of lecturing, it guides you through real-life case studies drawn from industries as varied as performing arts and B2B SaaS.
The most valuable insight is Perlmutter's concept of "shared emotional motivation" — combining client interviews with behavioral science techniques to surface the deeper motivations that drive real loyalty. The goal is never consumer manipulation, but helping brands to get better at actually serving the people they exist for.
If you're a brand strategist, marketer, entrepreneur, or business owner looking for a modern, rigorous approach to branding, this book is well worth reading. PS, I liked it better than Storybrand.
I came to this book already familiar with author Kevin Perlmutter's thinking. We connected in an online marketing group during the pandemic and share a passion for brand strategy. His idea that marketing should be "less about us, and more for you" always stuck with me, and Brand Desire explains in great detail how to actually execute it.
Perlmutter builds a compelling case for putting emotional intelligence at the center of brand strategy, organized around five sections: Feel, Focus, Connect, Evolve, and Lead. What sets this apart from similar books is that it practices what it preaches: instead of lecturing, it guides you through real-life case studies drawn from industries as varied as performing arts and B2B SaaS.
The most valuable insight is Perlmutter's concept of "shared emotional motivation" — combining client interviews with behavioral science techniques to surface the deeper motivations that drive real loyalty. The goal is never consumer manipulation, but helping brands to get better at actually serving the people they exist for.
If you're a brand strategist, marketer, entrepreneur, or business owner looking for a modern, rigorous approach to branding, this book is well worth reading. PS, I liked it better than Storybrand.
January 27, 2026
This is not only a valuable resource for emotionally intelligent marketing strategies, it is a powerful approach to communication, hard stop. It clarifies how to create, in real time, the powerful dynamic of customers emotionally connecting to a company's brand. I would support the notion that this could be required reading for students, marketing professionals and entrepreneurs. What sets it apart from a typical academic script, however, is the writing style of the author, Kevin Perlmutter. Added to the author's captivating voice explaining the background of the movement are the examples he provides, often drawing on his own experiences throughout his highly successful career. This is a masterclass that we, his readers, are fortunate to have at our fingertips. I challenge all readers to incorporate the concepts in this book into their lives, as I believe no reader will be left behind in gaining valuable tools to apply to their own environment.
January 31, 2026
Great Read Alert - I just finished Kevin Perlmutter's Brand Desire: Spark Customer Interest Using Emotional Insights, and I love it!
The book highlights that fundamental question every marketing leader should be asking: "Why should people care about my brand today?"
Kevin challenges us to move beyond traditional legacy "persuasion-based" brand strategies and instead focus on what truly matters: understanding the emotional drivers that make people care about a company in the first place.
His Limbic Sparks process, rooted in behavioral science and neuromarketing, gives marketers the tools to create those deeper customer connections, and that’s just the shift our industry needs – shifting the conversation from being all about the company to making the customer the hero of their journey.
The book highlights that fundamental question every marketing leader should be asking: "Why should people care about my brand today?"
Kevin challenges us to move beyond traditional legacy "persuasion-based" brand strategies and instead focus on what truly matters: understanding the emotional drivers that make people care about a company in the first place.
His Limbic Sparks process, rooted in behavioral science and neuromarketing, gives marketers the tools to create those deeper customer connections, and that’s just the shift our industry needs – shifting the conversation from being all about the company to making the customer the hero of their journey.
February 2, 2026
An illuminating read, even for those (like myself) outside the field of brand strategy. Brand Desire develops a mindset that’s powerful in any context, a mindset grounded in listening, connection, and creativity. I got to work with Kevin on one of the projects featured in the book, so I’ve experienced firsthand the effectiveness of these strategies, as well as Kevin’s talent for communicating them. His voice makes Brand Desire read like the best kind of conversation, moving between stories, analysis, questions, and ideas to keep thinking about and using to drive positive action.
July 22, 2026
It's rare to find a non-fiction book that can be easily digested by so many different types of readers. In the case of Brand Desire, I can confidently say that college students, small business owners, CEOs and marketing professionals would all benefit from learning how to forge emotional connections with customers. The case studies shared throughout the book were really impactful and I also loved the interview questions found on Page 51.
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