Most new products and almost all new brands fail in-market and are withdrawn as commercial failures, with all that this implies in terms of lost opportunity and wasted resources. This chapter takes a detailed look at the role played by concepts in motivating human behavior in general and purchasing and consumption behavior in particular. In doing so, it explores the complex relationships that exist between concepts, emotions and affect. One of the key learnings to be drawn from this is the distinction that should (and must) be drawn between concepts that are strongly associated with the valence dimension of affect and those concepts that are associated with the orthogonal, non-valence dimensions of affect. A study is described that clearly differentiates and identifies these two concept types. Based on these learnings, two case studies involving major international brands are presented, that demonstrate the greatly enhanced efficacy of concept profiling when implemented using orthogonal, non-valence concept terms. In doing so concept profiling has finally lifted the veil on what lies beyond liking.