State of fear: Adapting marketing

strategies towards the stressed

consumer
Received (in revised form): 28th November, 2022

JAKE MCKENZIE
CEO, Intermark Group, USA

Jake McKenzie is the CEO of Intermark Group, a psychology-driven marketing agency in the USA that works closely
with psychologists and other behavioural sciences to drive dramatic change for their clients. Jake’s background is in
psychology, which gives him an unparalleled view of changing customer beliefs and behaviour.

Intermark Group, 101 25th Street North, Birmingham, AL 35203, USA

Tel: +1 205 776 2242; E-mail: jake.mckenzie@intermarkgroup.com

Jake McKenzie
JAMES D. MCFARLAND
People Scientist, Intermark Group, USA

James D. McFarland is a graduate from the University of Montana with a PhD in the field of experimental/social
psychology. His research focuses on the origin, maintenance and adaptation of competing cultures and ideologies
along with their associated behaviours.

Intermark Group, 30185 Beavertail Road, Clinton, MT 59825, USA

Tel: +1 406 830 5516; E-mail: james.mcfarland@intermarkgroup.com

Abstract
James D. McFarland Nearly three years of immense environmental stressors may be affecting how consumers process
information and make decisions. Marketers can adapt to these possible changes by understanding how
prolonged stress, fear and uncertainty activate the subcortical (ie more primal) regions of the human
brain. Activation of these areas results in a dynamic shift between deliberate and intuitive thinking, loss
of attention, memory consolidation and an increase in autonomic decision making. Understanding the
potential mindset of the overstressed consumer will facilitate the formulation of more effective marketing
strategies such as eliminating shock value, managing choice overload, providing emotional validation,
leveraging familiarity and solidifying your brand.

Keywords
stress, fear, decision making, marketing strategy

INTRODUCTION of the COVID-19 virus (SARS-CoV-2),

For nearly three years now, consumers
around the world have been struggling to
acclimate their lives to the ‘new normal’
(whatever that may mean) set in motion
by the announcement of a newly discov-
ered strain of coronavirus in late 2019.1
The early and extensive media coverage
combined with the results of the hurried
attempts to model its potential threat,2
created a groundswell of fear and uncer-
tainty among both public and private
individuals across much of the world.3
This fear, along with the implementation
of unprecedented public policies designed

© HENRY STEWART PUBLICATIONS 2045-855X JOURNAL OF BRAND STRATEGY VOL. 12, NO. 1, 49–58 SUMMER 2023 49
McKenzie and McFarland
to mitigate the projected threat, expo-
nentially increased the complexity, hard-
ship and anxiety of conducting simple
everyday tasks for individuals and socie-
ties as a whole.4 Needless to say, the odd
combination of events that have come to
define the year 2020 (eg masking, social
distancing, isolation) have undoubtably
played an important role in the forma-
tion of the near historic levels of chronic
stress and worries regularly being reported
by the general population.5 Indeed, some
studies show that even when the acute
levels of depression and anxiety recede,
the functional impairment of one’s daily
living tasks often still remains an issue.6
For example, recent studies looking at
the effects of social distancing and isola-
tion on the mental health of children and
adolescents have found that the increased
stress resulting from loneliness and social
isolation has negatively impacted the life-
styles, behaviours, attitudes and mental
health of the participants.7,8 According to
some researchers, these negative impacts
are anticipated to have long-term mental
health repercussions within large swathes
of the general population, including ele-
vated levels of fear, irritability, unhappi-
ness, depression, anxiety and higher rates
of post-traumatic stress disorders (PTSD).9
While it is unknown how long these
specific effects will remain in the cur-
rent population,10 research based on the
long-term effects of other communica-
ble outbreaks (eg SARS-CoV-1) suggests
that the containment strategies used in
response to the COVID-19 virus likely‌‌‌
results in similar health outcomes that were
observed in the individuals and groups
who were personally affected by previous
health crises. (In these cases, long-term
health outcomes included elevated levels
of alcohol use, PTSD, fear, distrust, uncer-
tainty, anxiety and perceived risk.)11,12
50 © HENRY STEWART PUBLICATIONS 2045-855X JOURNAL OF BRAND STRATEGY VOL. 12, NO. 1, 49–58 SUMMER 2023
Of course, the massive global response to
the COVID-19 virus is relatively unprec-
edented, and it is difficult, if not impos-
sible, to accurately predict the magnitude
and duration of its specific effects on the
world’s population further into the future.
STRESS AND ANXIETY WITHIN THE
CURRENT POPULATION
In general, stress levels among consum-
ers in the last two to three years appear
to be higher than normal and have yet
to recede. In March of 2021, a survey
by the American Psychological Associa-
tion (APA) showed that consumers were
experiencing more stress and in higher
numbers than ever before.13 In this sur-
vey, almost half (48 per cent) of the peo-
ple polled reported that they had elevated
stress levels owing to the pandemic and its
associated hardships, and more than half
(67 per cent) reported that they had sleep-
ing issues since the pandemic started. In
another poll from the APA conducted in
2021, researchers found that the effects of
prolonged stress were playing a significant
role in the daily lives of many consumers,
with 67 per cent of Americans report-
ing that they felt overwhelmed by all the
issues the country was facing.14 Similar
findings about the effects of prolonged
stress come from a longitudinal study by
Gallagher et al. published in 2022. In this
study, researchers found that the envi-
ronment shaped by the presence of the
COVID-19 virus not only contributed to
higher levels of acute stress, anxiety and
depression among the participants in the
short term (decreasing towards the end of
the study) but also appeared to contribute
to the long-term functional impairment
of those individuals in their daily activi-
ties.15 This functional impairment among
participants occurred across five different
 Adapting marketing strategies towards the stressed consumer
domains  (family/relationships,  work,
home management and both private and
social leisure activities) and remained sta-
ble throughout the longitudinal study.
While the events of 2020–2021 were
bad enough in terms of inducing stress
and uncertainty, little did we know that
it could get worse. In March 2022, the
APA released another survey showing
that we are experiencing even more stress
now than in any of the previous but that
this time that stress also included some
entirely new reasons.16 Fears and concerns
about rising inflation topped the APA’s
list, as 87 per cent of respondents said it
was a significant source of stress in their
lives (the highest level of stress associated
with any issue since the APA began taking
the annual survey in 2007). Supply chain
issues (81 per cent) and the unrest sur-
rounding the current state of affairs with
Russia (80 per cent) were also reported
as significant potential worries and signif-
icant sources of stress among participants.
It would appear that the recent cascade
of negative events are being added onto
an already overstressed population. A
recent study by Low and Mounts helps
illustrate the disturbing degree that the
current financial and economic worries
have been compounded by the functional
impairment created by the ‘new normal’
of today’s world.17 In their study the inter-
action of those two factors was found to
significantly increase the daily levels of
psychological distress, conflict and loneli-
ness found among the individual members
of consumers’ households.
Considering the cumulative events of
the last two years, it could be suggested
that if there is a tipping point for the
amount of prolonged stress one can suc-
cessfully endure, we are collectively being
pushed closer and closer to it with each
passing day.
© HENRY STEWART PUBLICATIONS 2045-855X JOURNAL OF BRAND STRATEGY VOL. 12, NO. 1, 49–58 SUMMER 2023
EXTENDED PERIODS OF FEAR AND
UNCERTAINTY CHANGE HOW WE
PROCESS INFORMATION
When experiencing intense amounts of
stress, we tend to process and respond to
incoming information as if we are under
threat, as of course, you are must be aware,
given that you are living through all of this
as well. What may not be obvious is that
prolonged periods of intense stress can
change how we consume information and
make decisions.
Past research on the nature of stress sug-
gests that the human body accommodates
the presence of acute and chronic stress
in very different ways.18 While acute stress
is generally adaptive to singular moments
in time (with largely transitory costs and
effects), prolonged stress and worry tend
to trigger fundamental long-lasting neu-
rological changes, ultimately altering
our abilities and behaviours for years to
come.19 For example, research shows that
chronic worry and rumination are asso-
ciated with significant increases in future
health risk behaviours (eg substance
abuse, overeating and smoking).20 Typ-
ically, when placed under stress, elevated
levels of cortisol (or ‘the stress hormone’)
circulate throughout the nervous system,
preparing the organism to swiftly take
corrective action to something aversive.21
This can be advantageous, of course, in
instances where a heightened physical
reaction or an intense memory can help
stave off the immediate danger or prevent
a future threat from occurring. But when
the elevated stressor is chronically present,
certain areas of the brain begin to rewire
themselves in response to the perceived
presence of a constant long-term threat.22
Continued exposure to stress (even at
lower cortisol levels) increases the size
and connectivity of the brain regions
associated with negative emotions
51
McKenzie and McFarland
(eg the amygdala23) and decreases the
size and connectivity of the brain regions
associated with learning, memory consol-
idation, goal-directed behaviour and cog-
nitive flexibility (eg the prelimbic area of
the prefrontal cortex and the anterior cin-
gulate cortex).24,25 In other words, when
subjected to elevated and prolonged stress,
all our fears and anxieties become stronger,
more salient and closer to the surface. We
also have greater difficulty focusing our
attention, integrating memories, mak-
ing decisions and manipulating multiple
items of information for immediate use
(ie working memory26). If all that was not
enough, studies also suggest that this type
of stress tends to reduce cognitive flexi-
bility (ability to see multiple outcomes)
and increases the tendency to engage in
more habit-based responses rather than
goal-based decisions.27 Taken all together,
a very clear and unpleasant picture is
beginning to come into focus. The pres-
ence of long-term stressors appears to
have an effect on our ability to interact
with the world around us.
Indeed, it can be asserted that the
weeks, months and years of threatening
news, debilitating fears, limited mobil-
ity and looming uncertainty may have
resulted not only in a general population
that is currently more fearful and anxious
but also one that is possibly processing its
information differently.28–30
PROCESSING INFORMATION IN AN
ENVIRONMENT OF PROLONGED
STRESS
This deeper understanding of the neurobi-
ological process has profound implications
for marketing to a stressed consumer. In a
more relaxed environment, where stress-
ors have not been consistently present
for an extended period, the human brain
has greater access to advanced cognitive
52 © HENRY STEWART PUBLICATIONS 2045-855X JOURNAL OF BRAND STRATEGY VOL. 12, NO. 1, 49–58 SUMMER 2023
processing abilities (eg via the prefrontal
cortex and the anterior cingulate cortex
structures). This collection of special-
ised cognitive processing abilities is often
referred to in psychology as ‘System 2’
processing.31 When applied to problems
within one’s environment, the use of
System 2 processing often results in more
efficient behaviour patterns and helps pro-
vide answers based on the rationality and
logic of the supplied variables.32 During
times of minimal stress, the functionality
of the structures that constitute System 2
remains relatively unobstructed and is
more easily accessed for the deliberate
methodological processing of information
and exploration of multiple alternatives.
For example, the cognitive reflec-
tion test (CRT)33,34 provides one way to
demonstrate how System 2 processing
can allow one to arrive at the correct
answer despite the presence of emotional
and intuitive clues that might otherwise
lead us astray. The following is a sample
question from Frederick’s 2005 CRT that
helps illustrate this cognitive process.
A bat and a ball cost $1.10 in total. The
bat costs $1.00 more than the ball. How
much does the ball cost? _____ cents.‌‌‌35
The use of System 2 processing allows one
to focus on the rational information found
in the question, thus enabling you to
ignore or discount the otherwise intuitive
answer of ‘10 cents’. Similarly, System 2
processing plays an important role when
encountering novel situations and/or
exploring one’s curiosity.36 In fact, System 2
processing is often the mainspring of sci-
entific breakthroughs and/or structured
innovation (ie via the scientific method).
Thus, System 2 processing allows us not
only to approach problems analytically,
thereby allowing us to formulate accurate
and rational answers to those problems but
 Adapting marketing strategies towards the stressed consumer
also to accommodate novel situations and
unexpected surprises in our environments
in a constructive way.
Unfortunately, as noted earlier, periods
of prolonged stress tend to reduce and
strain those specialised cognitive resources,
thereby compromising our ability to
engage in System 2 processing and instead
increasing the likelihood of using a more
primal cognitive process instead, such as
System 2’s faster counterpart, ‘System 1’.37
With System 1 processing, the intuitive
and reactive areas of our brain are largely in
control; that is to say, we operate more on
the basis of instinct and prior experience
rather than empirical logic and reason.
Taking the example of the CRT question
listed previously as an example, the intuitive
response to it would generally be ‘10 cents’.
Such an answer is quick, easy, on the sur-
face and makes perfect sense. Based on our
prior experience with mathematics, mixed
in with some gut-level instinct, the answer
of ten cents comes almost effortlessly to
mind. The fact that it requires very lit-
tle effort to engage in System 1 process-
ing is indeed one of its most useful traits.
Researchers suggest that autonomous
processing may be the defining feature
of System 1 processing.38 The ability to
automatically process parts of the world
around us has many benefits (it would be
hard to get anything done otherwise), but,
ultimately, this ability was intended for
survival, especially by those who are under
threat or feeling overwhelmed.
The dynamic exchange between Sys-
tem 1 and System 2 processing is beyond
doubt a crucial factor that allowed our
ancestors to overcome a much harsher
world than the one we currently inhabit.
But even in the absence of things like
sabretooth tigers, exposure to inclement
weather or impending starvation, those
same neural circuits still inform many of
our behaviours and decisions today in the
© HENRY STEWART PUBLICATIONS 2045-855X JOURNAL OF BRAND STRATEGY VOL. 12, NO. 1, 49–58 SUMMER 2023
modern world — a world that might be
free from many of the physical threats that
plagued our ancestors but one that is still
more than capable of inflicting a great deal
of stress and uncertainty.
APPEALING TO CONSUMERS IN A
HYPER-STRESSED ENVIRONMENT
When our ‘survival mode’ is activated by
elevated and/or prolonged stress, a differ-
ent decision-making process begins to be
established, and there is a shift from analyt-
ical thinking to more intuitive thinking.39
Research suggests that when subjected
to chronic stress, we are more hesitant to
choose a course of action and that when
we do, our decisions are based on values
and principles rather than utilitarian cal-
culations.40 It does not help matters that
this ‘survival mode’ type of thinking may
often be compounded and reinforced by
the uncertainty of what the next day’s
news cycle or public policy might bring.41
Recent polling data published by the
APA (October 2022) finds that 27 per
cent of adult respondents are so over-
whelmed by stress that they are una-
ble to function in their daily activities.42
Furthermore, a total of 34 per cent of
respondents reported that stress causes
them to feel completely overwhelmed on
most days. Other polling questions found
that 76 per cent of respondents reported
that their stress levels have negatively
affected their health in the last month
and that, overall, inflation (83 per cent),
money (66 per cent) and the economy
(69 per cent) are the primary sources of
respondents’ stress.43 What is interesting
about this data is that the average stress
level reported is unchanged from all of
the polls taken since 2020 (all averaging 5
on a 1–10 scale; in the years prior to 2020
the average was slightly lower); however,
this continued stress appears to be having
53
McKenzie and McFarland
a cumulative effect on daily functioning
and overall health, particularly among
younger adults. Taken all together, this
may be a good time to re-examine those
tried-and-true marketing techniques as
today’s consumers are likely‌‌‌ processing
incoming information with a slightly dif-
ferent mindset than they were a few years
ago. In what follows, you will find five
easy-to-apply marketing strategies that
may be relevant to today’s overwhelmed
consumer.
Reduce or eliminate the shock value
The initial challenge of advertising is to
get people to pay attention to the mes-
sage. To overcome this, advertisers some-
times use ‘shock’ advertising as a way to
capture customer focus.44 From years
past, you might remember some shock-
ing ads, such as the one from Volkswagen’s
‘Safety Happens’ campaign that showed
an unexpected car crash in order to high-
light their advanced safety features. The
value of this type of ‘shock’ invariably
hinges on how much attention is gar-
nered from the portrayed event. That is
to say, was the event surprising or unusual
enough to capture the sustained attention
of the observer.45,46 Research shows that
surprise (and its subsequent attention) is
strongly associated with a desire to learn
and explore the world around us.47 When
in survivalist mode, however, the human
brain becomes much less capable of satis-
fying its curiosity and much more inter-
ested in preventing additional or potential
harm.48 While ‘shocking ads’ will still
capture attention, since we are hardwired
for them, in a hyper-stressed consumer,
chances are that they will primarily gen-
erate large amounts of negative emotion,
which could ultimately be damaging for
the brand.
54 © HENRY STEWART PUBLICATIONS 2045-855X JOURNAL OF BRAND STRATEGY VOL. 12, NO. 1, 49–58 SUMMER 2023
Manage choice overload
Despite what we think, consumers do
not really react well to the availability
of numerous options. Numerous stud-
ies show that consumers will buy more
frequently when presented with fewer
options even in normal times.49,50 Stressed
consumers likely‌‌‌ have fewer cognitive
resources to dedicate to intense decision
making,51 affecting, in turn, how they
approach their buying decisions. Thinking
too hard or too long about things that dis-
tract from ‘survival’ is not a natural path
for the stressed mind to take. Take a cue
from Apple (the most valuable company
in the world) on how to manage this —
for their new iPhone 13, Apple gives con-
sumers two options to choose from — a
base model or the ‘Pro’, with a better
camera. Additionally, Apple’s website is
incredibly easy to navigate and provides a
natural path to buy without overloading
the consumer with a barrage of distract-
ing options or choices. All of this can help
provide the survivalist brain with a clearly
delineated path that feels safe to follow.
Provide emotional validation
Psychologists will tell you that when a
friend is in a spot mentally, acknowledging
what they are feeling is a great way to start
helping them.52 Marketing can leverage
this as well by acknowledging the difficul-
ties we are all collectively going through.
The emotional release of this helps not
only capture the attention of the con-
sumer but also create a strong emotional
connection with the brand. One great
example of this comes from the recent
State of Alabama Tourism Department’s
advertising campaign. Over the past two
years this campaign validated consumers’
feelings of stress and emphasised how a
vacation in Alabama provides the perfect
 Adapting marketing strategies towards the stressed consumer
opportunity to slow down and relax in an
otherwise stress-filled world.53,54
Leverage familiarity and nostalgia
When we are stressed, we seek things
that make us feel better.55 Things that
are familiar, comfortable and nostalgic all
help to achieve this feeling for consum-
ers.56,57 Not only are these familiar items
of information easier for the overstressed
brain to process (via System 1), but the
positive emotions elicited often provide
a much-needed therapeutic experience,
creating feelings of goodwill towards
the source of that information. Exam-
ples of this filled several Super Bowl ads
this year, such as Rocket Mortgage using
famous and very familiar toys from child-
hood (Barbie and Skeletor) to promote
their company’s app. Tactics like these can
be highly effective because the selective
nature of the survivalist brain gives prior-
ity to old habits and familiar patterns. As
an added bonus, the positive environment
created by nostalgia not only provides
consumers with an easier path in focus-
ing their attention but also helps create a
positive emotional connection that can
ultimately drive brand preference. This
brings us to our last thoughts before we
conclude.
Build your brand
In a world of prolonged and intense stress,
consumers lack the mental resources, time
and energy to analytically compare prod-
ucts or services.58 Instead, they leverage
‘default decision making’ and respond
emotionally to incoming information.This
can result in primarily using the products
and services they are familiar with (default
behaviour), but it may also lead them to
unexpectedly shift to a competing product
© HENRY STEWART PUBLICATIONS 2045-855X JOURNAL OF BRAND STRATEGY VOL. 12, NO. 1, 49–58 SUMMER 2023
or brand if they feel it better supports their
immediate needs (default emotion). Thus,
during periods of high stress, clearly dif-
ferentiating your brand’s image allows
consumers to easily identify and connect
with your products and services on a more
accessible emotional level.59 Admittedly, a
strong brand is not built overnight. But as
the proverb says, ‘The best time to plant a
tree was twenty years ago.The second best
time is now.’
CONCLUSION
Consumers have been reporting high lev-
els of stress and anxiety, and while these
feelings are certainly not permanent, it is
also not clear when those levels will begin
to dimmish.60 The relentless bombardment
of panic-inducing headlines, immobilis-
ing doubt and worry about the future has
seemingly produced (for the time being) a
‘new normal’ of anxiety and uncertainty.
Research suggests that a highly stressful
environment may have an effect on how
the average person processes incoming
information and makes decisions.61 This
means that previous marketing strategies
may not be as effective as they were just
a few short years ago and that now might
be a good time to consider adapting your
marketing strategies towards the mind of
the stressed consumer.
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