Archive for the ‘Insights & Strategy’ Category

More on the dogma of choice

A while back I wrote about Barry Schwartz and his “Paradox of choice”. Sheena Iyengar now takes a multi-cultural view on this. In some comparative studies, she shows how the American dogma of choice, i.e. the belief that having many options is good, isn’t all it is cracked up to be. Not just abroad, but even in the US.

First she presents results about social context of choice, i.e. how the results of choosing can be different depending on if it is an individual choice or not. Then she explains difference in perceptions of what is actually a choice and what isn’t and then uses a very heart-wrenching example how far the belief in the choice dogma can affect people who have to make tough decisions.

I believe what we can learn from this that choice, just like everything else, can become a paralytic when it is turned into a dogma. When choice has an individual or collective purpose it can be catalyst.

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18

08 2010

Bloggers: Can’t We Be Friends?

Check out this Awareness Networks Article about General Mills and their blogger outreach efforts.

It’s a good read, but I was struck by just how good a job GM has done in acting ‘like a blogger’ with the blogging community -

1. Ensuring that they offer value. Kudos to them for recognizing that not everyone is interested in just having their voice ‘bought’, but making them feel special, by treating them in a special way.

2. Being fans of the bloggers, and giving props to them when appropriate.  Bloggers love FEEDBACK.

3. Staying involved, and creating opportunities to lengthen the conversation and relationship.  Once again, showing that the tools and learning from doing CRM can come in mighty handy in our wired world.  Connections matter.

Well done!

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13

08 2010

No More ‘Faster Horses’ for Mobile Couponing

In a recent post on Retail Customer Experience.comJeff Weidauer speaks about how mobile couponing is heading in the wrong direction.  He references the fact that marketers trying to replicate a coupon bar code on mobile devices can be compared to Henry Ford’s famous comment that if he had asked the public what he should build they would have told him - “A faster horse.”

While I agree with his well-thought-out points on the dire situation of mobile coupon display technology, I think the revolution is almost here - where the mobile channel becomes a serious contender in the value chain.  And it all comes down to customer behavior (just like it always does).

Couponing has never been ideal for marketers or the public - with most coupons distributed willy-nilly in broadcast print media, and the vast majority of them never used.  And people hate having to remember to clip and carry - not even willing in most cases to print at home with the slew of online coupon outfits.

Marketers also have to do a careful dance with couponing - realizing that they will unwillingly subsidize a portion of purchases that their loyal consumers would have already planned to make.  And the higher the value, the more possible that they will shift the ideal price point in the consumer’s head for the product or service.

But when couponing is thought of differently, and more personally, we can get to a place where it starts making sense for everyone.  For marketers the only realistic position is personalization - if they can’t customize the coupon value for the individual, then they don’t have any way to assist in developing any real relationship with the person.  Once you are committed to personalization, the mobile channel starts to look more and more like the right place to be, and if you maintain focus on ease of use for the user, you’ll avoid the replication of real-world ‘Faster Horse’ mentality that the article takes issue with.  For retailers, they will continue to push for solutions like Kroger has, that tie manufacturer value-off deals to their existing loyalty cards - creating frictionless experiences for the big chain shoppers.

Via: RetailCustomerExperience

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02

08 2010

HumanKind: Working on a typology of Human Behavior

Within the pursuit of being students of human behavior, Leo Burnett researcher Carol Foley is developing a typology of human behavior, called Behavioral Archetypes (SM).

The Tool allows the classification of human behavior and the brands response behavior.
Our starting point for all explorations of behavior must be to identify and understand what people are doing right now with regard to our brand or product.

The psychological literature is full of references to specific types of behavior.

  • Risk-taking
  • Habit
  • Altruism
  • Status seeking.

Yet no one has sorted out all of these various types of behavior, nor created a schema of their relationships to one another.

Were we to be able to do this, we could begin with the behavior itself, rather than with a psychological perspective, and then allow the relevant perspectives to inform that behavior further.

Through over 10,000 interviews in multiple studies, we’ve been able to quantitatively map all of the major types of behavior into a paradigm.

  • We gave people life situations as stimuli
  • Asked them to rate how likely they would be to engage in a list of behaviors
  • Factor analyzed the behaviors to establish archetypes
  • Used correspondence analysis to map them, so as to understand dimensionality
  • There are over 100 archetypes in the paradigm which collapse into 8 major groupings.

What is important about Behavioral Archetypes(SM), and what substantially validates it, is the degree to which it mirrors models of human motives and values. The model allows for spotting adjacent behaviors (e.g. the freedom behavior’s neighbours are self-interest and change) as well as opposite behaviors (e.g. the the change behavior’s opposite is preservation) as well as 40-50 sub-behaviors per behavior category. See below.

hb1 HumanKind: Working on a typology of Human Behavior

Further investigation into human behavior with this model also leads to insights (behavior tensions) regarding

  1. the effects of exaggerating a behavior (e.g. an exaggerated behavior of self-interest leads to narcissism)
  2. Resolving behaviors, i.e. which behaviors pop-up in situations where things don’t go as people had planned. E.g. (when exhibiting a Preservation behavior and things do not go as planned, preservation behaviors such as “Security Seeking” are replaced by opposite preservation behaviors, such as “Minimizing Impact”.
  3. Defining Themes. i.e. we believe between in the tension within 2 behaviors often lie defining themes in peoples lives, i.e. the personal decision and influence over our own competing behaviors lead to defining themes, such as between Freedom and Conformity behaviors, we always seem to get the question “Who decides?”. When I am exhibiting Freedom behavior it is my will to decide by myself and reject all heteronymy. Therefore, I always battle external forces making the decisions for me.

The tool lends itself to a more structured approach to behavior investigation, spotting behavioral tensions within the people that are most important to a brand and to formulate a brand behavior response.

If you are interested in more information, please feel free to contact us.

moz-screenshot-2 HumanKind: Working on a typology of Human Behavior

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09

07 2010

LEGO’s Strategy Behind Connecting Their Amazing Network of Fans

This is a great video from Jake McKee (formally LEGO’s Global Community Relations Specialist) discussing how LEGO found, supported and incubated their biggest fans from around the world to help pull the company out of a pretty dark time to be back on top of the world, lead in part, by a strong social media strategy.

Diving into LEGO’s Strategy Behind Connecting Their Amazing Network of Fans — presented by Jake McKee from GasPedal on Vimeo.

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16

06 2010

Global Brands on Global Social Platforms

We are often asked whether or not a Global Brand should have just one presence on Global social media platforms. For instance, should there just be one Facebook page for your company?

Facebook prefers to have global brands only have one presence, and says that multiple presences fracture brands, and there are clear benefits to having one central presence -

  • Larger numbers of fan/followers and comments – which can showcase the popularity, breadth and power of global brands
  • Brand Temperature - a place where the ‘Global Pulse’ of the brand can be felt
  • Consistent messaging – which is more easily centrally managed
  • Efficiency and scale – in that fewer, more central teams are required for development and management of assets – which can allow smaller markets to get cheaper access to better content than if they had to create it just for their market.

And bear in mind that local promotions and communications can still be done, using market-based status updates and custom tabs that allow for users to select their market and get local content – making the page “Glocal”.

Many brands, however do not choose to implement a global page, but instead (or IN ADDITION TO) use local or market-restricted pages due to complexities like

  • Operations - the challenge of planning and executing across markets can be one of the biggest hurdles companies face in creation and management of global platforms, due to the organization needed to corral Brand managers across markets into a unified strategy and editorial calendar.  Along with a strong central agency, some specialist partners can help with planning and implementation.
  • Moderation – who will remove offensive posts and users who abuse the page or page visitors?  Moderation guidelines must be set centrally, but we recommend use of local or regionalized community management to ensure that fluent language speakers can catch nuance and hidden needs.
  • Escalation – the community management action is generally well equipped to handle escalation, but many markets do not have a Consumer Affairs group ready to be the recipients of complaints or issues from this new channel.
  • Legal/policy restrictions – legal variances exist for how companies must treat User Generated Content, and these policies and restrictions are still an emerging area for legal – standards are not fixed yet.
  • Product availability – users may be upset when made aware of variances in products by market.  If you have starkly differentiated product lines (Diet Coke versus Coke) or consumer segments (your product fans versus your F1 team fans, moms versus kids), a unified presence may not make sense.
  • Relevant content - Good old-fashioned local relevance can be a big factor.  Including language concerns, and if local promotions are a large focus of the page, you may still have some markets not served by global promotions, which can create unhappy users.  Again, a custom tab can help in this case.

Starbucks, for example, has a global site, but offers redirects to international local sites for increased relevance.  Adidas offers a local customization page on their global page, but you can also find Adidas Running, Basketball, and other specialty sites as well.  The oft-discussed Coke maintains one main, fan-powered site, and local market sites do not appear to take advantage of any centrally built applications.

Twitter also presents challenges since localization depends on users turning on location settings or a full profile - a rarity on that platform.  But that will be covered in another post!

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06

06 2010

Facebook Credits - friend or foe?

A new article from TechCrunch outlines the current fight between Zygna and Facebook on the Credit System that they prefer (require) payments to go through.

The fight is interesting in that Facebook clearly would like to benefit from some of the amazing spend that some loyal users are throwing at the Zygna platforms, but also in regards to Brands who may wish to get in on the action.  When the payment platform that Facebook prefers/requires includes a cut for the ‘house’ then Brands have to think twice about playing.

We’ve spoken about the cost of participation on social platforms before, but this discussion also raises a few new questions about how to measure actions taken on the platform.  We can imagine some of the possible benefits for Brands working with Facebook to utilize, offer and redeem credits - whether or not those credits are bought, or earned through engagement on the platform.  After all, if the value of the experience that we are offering is great enough, why would some virtual currency not change hands? Rewards for positive behaviors may extend to offering these virtual benefits, which will then require more scrutiny as to their ROI than some current offerings/rewards schemes.

Via: TechCrunch

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10

05 2010

Leo Burnett iPad Test (via Horizont TV)

Check our the iPad report on Horizont TV.

Part 1:
Talks about possible 3 directions of best-practices of iPad Apps for media companies.

Part 2:
Talks about Branded Applications, Target Audiences and Creative Possibilities

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05

05 2010

Digital as Advertising DNA?

I just read an interesting article from Augustine Fou over at ClickZ about Digital being at the root of modern advertising, and it seemed to resonate with some discussions we had been having in the Frankfurt office over the last few years.

The point is not that everything begins and ends with a website/banner/facebook page, but rather the cultural impact made by the rise of all our digital options for living.  And it’s not that people live their lives online, but rather that people use digital ‘properties’ to do so much STUFF in their lives, even when they don’t think they’re ‘online’.  You use digital technology when you pay for gas with a card.  You use digital when you check the movie times on your phone.  You use digital when you Google the actors in a TV program you’re watching. You use digital when you watch a screen in a store while you wait to check out.  Your TV is as digital as most computers are.  It’s kind of everywhere, and you relate to it and use it, even if you’re not actively searching for information about a product or service.  Ultimately, there is more and more human behavior that is linked, or tracked, or enabled by digital properties. And due to the Request/Receive nature of digital properties, this behavior can be leveraged to understand needs and desires.

The value of this information about behavior (digital breadcrumbs left in our modern world) can’t be overemphasized.  Integrating digital at the core of marketing activities allows for unprecedented analysis of data related to how people interact with digital properties, making the case for more efficient and effective work, especially when it is designed from the beginning to take advantage of human insights and behavior.

I’m not sure I buy that Digital is the center, but I prefer to think of it as a key element of the modern human landscape, rather than a channel, for sure.

Via: Stephane Grunenwald @sgrunenwald on Twitter

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04

05 2010

iPad: A push for Silver Surfing: Testing the iPad with a 65+ target audience

Amongst other things, we’ve done some testing with Silver Surfers. It is clear that the 50+ and even more so 60+ generations is maybe not the first adopter target audience, but a close second. In fact, in some ways the iPad by itself could be considered an even better fit with this target, than say, young professionals.

Undoubtedly younger targets (with the necessary disposable income) will be the first to buy, but given the online behaviors of silver surfers, the iPad completely covers the tasks and functionality silver surfers use regularly, such as e-mail, browsing, photos albums, online banking, e-commerce, etc. For this target it is more likely to actually replace other computers.

As forecasted, the lean-back nature and non-work environment context in which this device excels immediately makes it a nice fit for even 65+ pensioners.

Initial doubts stemming from the technical nature of the device are quickly dispelled after seeing how much more intuitive and cheaper the device is than their existing PC or laptops. Except for some participants who also heavy computing users, the device was short listed immediately, especially when they were about to replace their old computer with a new one. Also, a preexisting internet affinity is key to adoption. Participants with no or little internet affinity obviously had a hard time understanding the purpose of the device. However, with the intuitive nature of the device, it is likely that adoption of the internet per se could also be accelerated through the iPad in this age group.

Interestingly, initial difficulties consist of “unlearning” the sometimes arduously acquired mouse computing skills as well as dispelling the fear of actually touching the technology. Once overcome, the apparent real life metaphors present in the applications (turning pages, etc) are intuitively understood and recalled again without having to be reminded. The fact that no complicated folder structures are present - common to normal operating systems - makes it even easier to adopt.

Typing, however, usually poses an issue for some, as unlearning previous keyboard behavior of unconsciously resting your hands on part of the keyboard turns out a bit more difficult and sometimes leads to a more timid touching behavior, as if unsure what unplanned action the device “will do next” when unintentionally triggering keys on the virtual keyboard.

Apart from using the device for things previously done on their PCs, the device also scores high on doing a few new things that had previously remained within the realm of analog behaviors. Quite different than expected, this group had no qualms about reading newspapers or magazines this way and applaud the fact that “we can save all the trees” or “don’t have so much paper lying around”. Also, the picture quality and sharpness was deemed as “even better than on paper” in many cases. What scores high as well in this area is to actually be able to receive the publications of international press which they cannot even get in analog form where they live.

Books, however, are bit too holy to be sacrificed on the digital altar. They could only imagine reading eBooks when going on a trip without having to bring all the heavy books with them.

Another area that tested well is card and board games as long as they are solitary games such as, you guessed it “Solitaire”. In the case of multiplayer card games the experience of being social and looking people in the eye vs looking at the device was rated as important.

Overall, the biggest joy point seems to be to be able to all of the things they did before in the comfort of a couch or sofa without having the feeling of “working” for a price they feel is more affordable than their previous computing solution. Within this context, the device is being used more in a information consumption than actually inputting information or sharing information.

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20

04 2010