Briefing for Participation

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I was asked to speak at the IPA Strategy Group's Modern Briefing event this morning. These are my thoughts on why participation is so important-it fundamentally disrupts business models-and how we can get better at briefing for participation:

-A business problem is a behavioural change in disguise
-Think about network insights, not consumer insights
-Move from "the single thing we want to say" to "the single thing we're going to make or do"

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Briefing for Participation

  1. 1. Briefing forParticipation Strategy Group: Modern Briefing
  2. 2. Strategy Group: Modern Briefing
  3. 3. We may well debate the commercial merits ofparticipation Strategy Group: Modern Briefing
  4. 4. And some of our efforts may bemuse our consumers Strategy Group: Modern Briefing
  5. 5. Nevertheless, for more and more of our consumers,participation is a way of life Strategy Group: Modern Briefing
  6. 6. More and more of the content they see isfiltered by friends’ participation -17% of users consume news stories based on friends’ recommendations -28.8% watch online videos based on friends’ recommendationsSo if we want our content to be seen at all, we need a measure of participation Strategy Group: Modern Briefing Source: Global Web Index
  7. 7. More importantly, participation disruptsbusiness models Strategy Group: Modern Briefing
  8. 8. Participation disrupts business models Disruption of supply Strategy Group: Modern Briefing
  9. 9. Participation disrupts business models Disruption of pricing models Strategy Group: Modern Briefing
  10. 10. Participation disrupts business models Disruption of distribution Strategy Group: Modern Briefing
  11. 11. The challenge, of course, is Brian…. Strategy Group: Modern Briefing
  12. 12. So how do we get better at briefing forparticipation? Strategy Group: Modern Briefing
  13. 13. 3 key themes:1. A business problem is a behavioural change in disguise2. Think about network insights, not (only) consumer insights3. From “the single thing we want to say” to “the single thing we’re going to make or do” Strategy Group: Modern Briefing
  14. 14. 3 key themes:1. A business problem is a behavioural change in disguise Strategy Group: Modern Briefing
  15. 15. At the heart of every business problem today is anopportunity to change consumer behaviour -Even in those areas we previously struggled to impact Strategy Group: Modern Briefing
  16. 16. Start with a clear, simple, granular problem(NB. these aren’t easy to get to) THE PROBLEM -We need our 1m light users to buy 1 more pack a year each -Rate of sale is sky high but our distribution is a barrier to growth -Delivery costs are stripping the margin from our business Strategy Group: Modern Briefing
  17. 17. Then identify the behaviour you need tochange to make that happen THE PROBLEM THE BEHAVIOURAL CHANGE -We need each of our 1m light -We need to create one users to buy 1 more pack of additional baking occasion a year butter a year for these users -Rate of sale is sky high but our -We need our fans to become our distribution is a barrier to distribution channel growth -Delivery costs are stripping the -We need to incentivise users to margin from our business pool their delivery slots Strategy Group: Modern Briefing
  18. 18. And think about the number of people you need thischange to happen among Strategy Group: Modern Briefing
  19. 19. Move from “nice” sharing to, as Clay Shirky puts it“jackhammer sharing” Strategy Group: Modern Briefing
  20. 20. 3 key themes:1. A business problem is a behavioural change in disguise2. Think about network insights, not (only) consumer insights Strategy Group: Modern Briefing
  21. 21. Strategy Group: Modern Briefing
  22. 22. Thinking about network insights ensures we understandwhy our target might participate with our platform Strategy Group: Modern Briefing
  23. 23. It ensures we know how to properly balanceeffort and reward Strategy Group: Modern Briefing
  24. 24. It ensures we know how to properly balanceeffort and reward Strategy Group: Modern Briefing
  25. 25. And it ensures we know how to design experiencesto maximise the participation we need Strategy Group: Modern Briefing Source: Luke Wroblewski, The Impact of Social Models
  26. 26. 3 key themes:1. A business problem is a behavioural change in disguise2. Think about network insights, not (only) consumer insights3. From “the single thing we want to say” to “the single thing we’re going to make or do” Strategy Group: Modern Briefing
  27. 27. The heart of the traditional creative brief:What is the single thing we want to say? Strategy Group: Modern Briefing
  28. 28. But we’ve established….Participation disrupts business modelsBusiness problems are rooted in the need for behavioural changeIf we want to change behaviours, we’re probably not going tobe talking at consumers Strategy Group: Modern Briefing
  29. 29. Put another way: “Behaviour is motivation filtered by opportunity” Clay Shirky, SxSW Strategy Group: Modern Briefing
  30. 30. Strategy Group: Modern Briefing
  31. 31. What are we going to make or do that will enable thebehaviour we need to see? Strategy Group: Modern Briefing
  32. 32. In summary1. A business problem is a What do we need people behavioural change in disguise to do?2. Think about network insights, not Why would they do it? (only) consumer insights What are their network motivations?3. From “the single thing we want to What are we going to say” to “the single thing we’re Make or do that will going to make or do” enable them to do it ? Strategy Group: Modern Briefing

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