times we simplify her shopping experience, easing her movement through the store with shopping carts, clear signage that looks some- what like street signs, and scanners that show her exactly what the price and savings are on the product she wants buy. But we also want to improve on the social and emotional aspect of shopping that we believe our customers still want to experience. When she wants to spend more time in our stores, weve added things like cafes that serve Starbucks coffee, soothing lighting, different types of music in different departments, flat-screen TVs, and nuances to put some wow back into the shopping experience."

The most successful retailers and brands, like legendary rock bands, reflect changes in consumer mood, affecting not only what people relate to and connect with, but also what they buy and consume. Dur- ing times of war, the lyrics and mood of popular songs reflect senti- ments different from those during high-flying times of economic booms. Songs by Peter, Paul, and Mary and Bob Dylan provided unof- ficial anthems during the 1960s, while Cyndi Laupers "Girls Just Wanna Have Fun" reflected the sentiment of society in the carefree 1980s.

Few things affect mood more than music. Just as some bands strike a chord with fans when they reflect the societal mood, some find success by creating music to change the mood, providing an escape from the pressures of the real world. Retailers may be victims of consumer mood during times of global conflict and stock melt- down, but they can also be change agents of consumer mood, creat- ing havens to which consumers want to flock. Engaging consumers through all of their senses-from colors that convey happiness and security and scents that are inviting-makes them want to spend more time in the store. Certainly price counts, but so do friendly faces, helpful associates, and security measures, inviting consumers to turn off the depressing news on the television and spend time in retailers stores.

Retailers might not be able to change dramatically the number of shopping bags leaving the store during periods of depressed consumer mood, but they can create places people want to be. Ultimately, con- sumer mood changes, and the stores that invest in an emotional rela- tionship with their customers, even when customers arent buying, are c r e at i ng cu lt u r a l ly r el e va n t br a nd s | 4 9

poised to reap the rewards when mood and financial circumstances turn upward. Like the success of the tours of legendary bands, todays emotional connection often turns into tomorrows financial transac- tion. Look at the popularity and success of Paul McCartneys 2002 tour in Table 2.1, built primarily on the emotional connection he has with fans from his time with the Beatles and Wings. Just because his fans may not continuously buy all his music, they are willing to invest time with him when he tours.

People as Brands

In addition to retailers being brands, so too are people. In fact, one type