Insightment™ Training by RI Qualitatif (A Consumer Insight Toolkit) Athens Oct. 2003


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Insightment™ Training by RI Qualitatif (A Consumer Insight Toolkit) Athens Oct. 2003

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Insightment™ Training by RI Qualitatif (A Consumer Insight Toolkit) Athens Oct. 2003

  1. 1. Insightment™ Training A Consumer Insight Toolkit 1
  2. 2. 1. Background on InSightment 2. Where it fits in with our offer 3. The InSightment Toolbox 4. Workshop: From Observations to Insights5. Positioning and Selling InSightment
  3. 3. Background on InSightment™ 1. Background on InSightment  Why you are here  What InSightment is 2. Where InSightment fits in  Why it is important 3. The InSightment Toolbox  Why we need it 4. Workshop: From Observations to Insights5. Positioning and Selling InSightment 3
  4. 4. Why are you here? InSightment is new. It’s mainly an internal tool but you may find it useful to present parts of it (especially the Consumer Connection tool in the Appendix) to clients You are here to find out about InSightment and to use the knowledge to cascade in your own companies and people We need to develop it therefore this training needs to be as interactive as possible so we can develop it with your ideas and experiences There is a demand amongst clients for Consumer Connection. Have already commissioned Consumer Connection projects or have asked for proposals  e.g. Danone, Unilever, Allied Domecq, Bacardi. Black & Decker, Lucent Technologies, etc. 4
  5. 5. What is Insightment?Toolbox of consumer insight generationtechniques. To deliver observations from which fundamental insights about the changing consumer can be discovered. With focus upon behaviour and observation as opposed to conversation 5
  6. 6. Why is InSightment important?‘Our growth depends on one thingabove all others -- Consumers. If wedo not getting better at understandingour consumers and meeting theirneeds, wants and aspirations, we willnot grow. It’s as simple as that .’ Unilever 6
  7. 7. Our business is changing ……………. 7
  8. 8. Eight Emerging Trends in the Business with regard to Consuming Understanding  Trend 1: From Talk to Action  Trend 2: From Past to the Future  Trend 3: From Understanding to Creating  Trend 4: From Respondents to Partners  Trend 5: From Reporting to Experiencing  Trend 6: From Interviewing to Eclecticism  Trend 7: From Research to Cultural Expertise  Trend 8: From Artifice to Reality 8
  9. 9. Trend 1: From Talk To Observation 9
  10. 10. Trend 2: From Past to the Future‘The future is already here; it’s just unevenly distributed’ (Neuromancer: William Gibson) 10
  11. 11. Trend 3: From Understanding to creating 11
  12. 12. Trend 4: From Respondents to Partners 12
  13. 13. Trend 5: From Reporting to ExperienceReport Microwave UsageResearch International 2003 13
  14. 14. Trend 6: From Interviewing to Eclecticism Cultural Cultural Studies Studies Observation Semiotics 14
  15. 15. Trend 7: From Psychological Research to Cultural expertise 15
  16. 16. Trend Eight: From Artifice to Reality What is the nature of reality and of truth in our society? Reality TV, film documentaries Reaction against working in artificial environments, against relying on just what people say Need to connect with consumers at deeper, more valid, more human levels 16
  17. 17. Why InSightment is important for Research International The Market : Difficult to be different The Consumers: Fragmented and complex The Clients: More demanding & involved The Suppliers: Diffuse - competitive field Opportunity for Research International 17
  18. 18. Section 2: Where InSightment fits in 1. Background on InSightment  Insightment where it 2. Where InSightment fits in fits into our offer 3. The InSightment Toolbox 4. Workshop: From Observations to Insights5. Positioning and Selling InSightment 18
  19. 19. One of the RIQ - innovation tools Super Group®Concept Factory(SM) Consumer Connection Insightment ScreenLab(SM) Vox Box Interactive Innovation(SM) Pandora 19
  20. 20. InSightment – Where it fits in As a key part of our early Innovation offer – can feed directly into Super Group® Idea Generation & Concept Development As a general resource for brand understanding As a critical tool(s) for generating insight As a toolbox to spice up proposals, develop more innovative research designs As a resource for obtaining information at the level of the individual to feed into a group’s conversational process 20
  21. 21. The Innovation Journey starts with Inspiration… Create Mix Nurture Track Make Develop Explore TrialInspire Measure 21
  22. 22. Create Mix Make Nurture Track Develop Explore TrialInspire Measure Inspire Challenge existing paradigms Access and different perceptions views of the Tomorrow World Today Provide insight, Keep on stimulation and the pulse direction 22
  23. 23. Create Mix Make Nurture Track Develop Explore TrialInspire Measure Create Stimulate radical, original, ‘out of Clients the box’ Active thinking participation Experts Early adopters Fresh, Exciting, Creative Consumers Dynamic! 23
  24. 24. Create Mix Make Nurture Track Develop Explore TrialInspire Explore Measure Identify Establish ideas with profile of potential ideas Hibernate Definitely Reject develop Qualitative or On-line or off- Quantitative line 24
  25. 25. Create Mix Make Nurture Track Develop Explore Nurture TrialInspire Measure Develop Development and optimisation of winning ideas Further ‘Re-cycling’ screening of ideas Fast & effective Actively involve client team & consumers 25
  26. 26. Where InSightment fits in Super Group® ConceptInteractive Innovation Clinic/InSightment Insightment for Positioning Workshops Create Mix Quant Nurture Make Develop Track Super Group® Microtest Screen Explore Trial Insightment eValuate Microtest Inspire Measure Microtest Concept 26
  27. 27. Section 2: Where InSightment fits in 1. Background on InSightment  Insightment where it 2. Where InSightment fits in fits into our offer 3. The InSightment Toolbox  Insightment where it 4. Workshop: fits into our client needs From Observations to Insights5. Positioning and Selling InSightment 27
  28. 28. Clients’ Insight needs 1) Insights for general consumer understanding 2) Insights into brands and products 3) Insights for growth 28
  29. 29. Insights for Consumer Understanding “I feel out of touch with consumersand I’m not confident that I have the time and skills fully to understand their lives – also, if I’m honest, I don’t have the same backgroundand experiences as they do either so I’m not sure I can understand them without help” 29
  30. 30. Consumer Understanding Scenarios For example :  I’m out of touch with consumers  If life’s an experience, what does this mean for brands  Effect of time poverty on consumers’ needs  What consumers say is not what they do  When global youth and local tradition collide  When I need data/insights at the individual level 30
  31. 31. Access to consumer reality may not be reported CDChocolate Bar Exploding Clip.mpeg 31
  32. 32. Reality of consumer behaviour may be subversive CDcookstirfry.mpeg 32
  33. 33. Consumer behaviour ritualistic rather than conscious vigorous.mpeg 33
  34. 34. Insights into Brands, Products“I want to understand how thingsgoing on in consumers lives affect what is happening at a more specific level, like brand choice and category drivers” 34
  35. 35. Insights into Brands, Products For example :  Understanding the (wider) communication environment (for target or related categories)  How does price really feature/drive choice in real consumer life  Where is the brand battle actually fought (from front room to fixture) and how does it work  Market entry – I understand home market, but not Asia/Africa etc. 35
  36. 36. Insights for Growth “The best innovation (whether product, brand orcommunication) comes from real, true and compelling insights about consumers’ lives” 36
  37. 37. “Insights for Growth” Scenarios For example :  I want real blue sky ideas which are still grounded  How to anticipate trends before they hit  Big opportunities come from small insights - What opportunities are there in the niggles of everyday life  How to innovate in a market where I don’t know the ground rules (geography, or even brand stretch) 37
  38. 38. Section 3: The InSightment toolbox 1. Background on InSightment 2. Where InSightment fits in 3. The InSightment Toolbox 4. Workshop: From Observations to Insights5. Positioning and Selling InSightment 38
  39. 39. Our range of InSightment tools1. Being There2. Homework3. Panel Tools4. Enhancing Understanding5. Innovation Tools6. Trend Tools 39
  40. 40. Our range of InSightment tools 1. Being There2. Homework3. Panel Tools4. Enhancing Understanding5. Innovation Tools6. Trend Tools 40
  41. 41. Being There - Ethnographic ToolsObjective of these tools is to experience life alongsideconsumers, to live life and see the world from their everyday perspective 41
  42. 42. Some definitionsAnthropology:The study of cultures – whatpeople do and why…. Market Research: The study of consumers – what they do and why…. 42
  43. 43. Being There - Commercial EthnographyEthnography:Analyses…• Habits, values, beliefs shared withincultureThrough…• Observation, in situ interviews, diaries, video documentaries, accompanied visits 43
  44. 44. Being There - Commercial Ethnographic Tools At Home with the Joneses A Day in the Life Side by Side Altournative Insights I Spy Natural In-Situ Groups 44
  45. 45. Being There At Home with the Joneses  In-home visits with pre-recruited target consumers to see brands/behaviour in natural habitat Day in the Life  Extended time spent with consumers during typical day – helps to see how your brand/category fit in wider context of everyday life I Spy  Covert observation of consumer behaviour provides objective perspective 45
  46. 46. Collecting Observations -- Being There Side by Side  Accompanied activities (shop, cook, eat, clean, shower etc) allow experience of choice and usage in action Natural In-Situ Groups  In-depth mini-groups with friends, conducted in home or appropriate casual setting Altournative Insight  Sub-cultural tour of places and people in a given segment (e.g. youth, low income) guided by member of group 46
  47. 47. Everyday Lives A company specialising in ethnography London based but has capabilities in most major markets 47
  48. 48. 48
  49. 49. Being There: Skills 49
  50. 50. InSightment requires other skills - protocols Many tools in Insightment are not new. What is is new is the way we have framed them -- and the idea of giving them a more prominent place in our offer - to differentiate ourselves from our main competitors However the move from Conversation to Observation requires a different mindset and skills.  What are observations and how to make good ones?  How to record / videotape them?  How to turn observations in to insights? Different forms of observation  Unaccompanied  Accompanied or Participatory  Observation in Home 50
  51. 51. Effective Observations: Principles & rules (1/3) Make sure you have a clear understanding of the issues / the business brief You are collecting Observations NOT Insights. Keep your observations as pure as possible. A good observation should begin with  ‘I saw…’  ‘I heard …’  ‘I noticed …’ Do not attempt to analyse yet. We’ll analyse during a professionally facilitated Insight Generation & Development Session. Keep a journal for field notes & observations. Don’t fill it out while you are observing, instead, schedule time after the assignment 51
  52. 52. Effective Observations: Principles & rules (2/3) Don’t focus on what you expect to see or hear  Let them complete a task or action before questioning them on it – called “co-discovery”  Ask then what they were doing/thinking so you don’t interrupt normal action Avoid some barriers when listening and observing  Don’t try to interpret what consumers are “really” saying or doing.  Keep an open mind -- don’t filter out what doesn’t fit with your hypotheses 52
  53. 53. Effective Observations: Principles & rules (3/3) Listening is more than what we hear consumers say  Body language can be metaphor for what is really going on: Arms folded can mean a barrier Leaning towards you tends to mean interest  If so, don’t be afraid to question further 53
  54. 54. Accompanied or Participatory Observation Setting the Scene (1/2) In order to have the most effective connection, the consumer needs to understand the process clearly and be “enrolled”  Call first, introduce yourself, make them comfortable  Let them know about how long the session will last  Tell them a bit about why you want to talk to them -- “I’m interested in understanding your social life so my company/ client can develop a new alcoholic beverages that you really want.”  Don’t disclose who you work for until the end of the Consumer Connection, if at all.  Emphasise that you are interested in how they typically act, think and feel (even the things they don’t normally express)  Remind them that everything they tell or show you is important -- don’t worry if it seems insignificant 54
  55. 55. Accompanied or Participatory Observation Setting the Scene (2/2)When you go to meet your consumer…  Use a journal to capture key observations, ideas and quotes at the time If making observations alone, please schedule some time immediately after your session to fill out the journal in full. If making observations in pairs, we recommend division of labour between partners  Take pictures of anything interesting you see if you have a camera and are able to  Buy/ take artefacts 55
  56. 56. Increasing Rapport Body language isn’t just about reading the consumer, it’s about maximising your contact  Sitting at an angle from your consumer is less confrontational than directly opposite  Starting on the same lever or lower than your consumer is less intimidating  Re-adjusting your position will help regain control and create more energy  Mirroring helps with rapport  Eye contact shows that you are interested and focused 56
  57. 57. Asking Questions Verbal questioning can be the most powerful tool for interaction – especially if you keep your questions open-ended (an invitation to start talking)  Who? What? Why? When? Where? How?  Seek clarification and encourage exploration  Seek indication of feeling as well as thought Questions answered with “yes” or “no” stop conversations from flowing -- instead try… “Tell me more about…?” “Can you elaborate on that…?” “I’m wondering what you meant by…?” “Because…?” Don’t be afraid of silences… give your consumer time to think about their answers -- plus, you’re just observing a good part of the time! Paraphrasing and summarising facilitates clarity 57
  58. 58. In-Home Observation (1/4) Set-Up  Proper pre-recruitment is critical  Make sure that each household understands process and what is expected  Client/Researcher should contact them before you come in - make yourself known and agree upon arrival time  Dress comfortably and casually In Home  Don’t tell what your focus is immediately  Establish rapport quickly  Think in terms of occasions, rituals, routines 58
  59. 59. In-Home Observation (2/4) How much time  The more time you spend with the family, the more you will be accepted and the more you will learn  The amount of time needed will, to some extent, be driven by the brief  Consider issue of: Single visits (e.g. when you want to observe family dynamics, family food preparation/feeding routines) Shorter multiple visits (e.g. pet routines, gardening etc.) 59
  60. 60. In-Home Observation: Videotaping (3/4) Try not to talk Try not to interview If you have to engage in conversation, try not to talk over their voices – editing yourself out later can be quite difficult Leave questions until later – note them down so you don’t forget Remind the household that they can ask you to stop filming at any time Co discovery: Play back relevant footage to respondents, asking them to give a running commentary on what they were thinking or doing. This can be recorded on a second camera (ideal) or on field notes. This is when you ask questions. Take notes to identify the ‘good bits’ in video 60
  61. 61. In-Home Observation: Video Equipment (4/4) Any small digital video camera (DV) with a fold out screen is ideal for this kind of work The fold out screen will allow you to film without holding the camera at eye level, thereby creating a barrier between you and your household – use a tripod if you can Make sure the sound quality of your recording is adequate. If you want to use the footage for eventual client presentation, consider a more powerful microphone or using clip-on mikes with your respondents, especially if there is a co-discovery phase. High quality audio will always rescue lower quality video. 61
  62. 62. Being There: An Observation Diary 62
  63. 63. Being There: An Observation Diary Example Observation Diary We are looking for consumer insights about how women approach drinking in the evening in bars and clubs, either after work or on a big night out.Therefore, observe (and if you are comfortable, interact with)women in bars and clubs for an evening or two. You can goalone, or with friends, just be sure you spend the eveningobserving the behaviour of women.You should visit at least two (but potentially more) differenttypes of drinking establishments. One of theseestablishments should be a popular after-work spot, visitedin early evening. The other should be visited in the late(r)evening, preferably on a Thursday, Friday or Saturday, whenpeople are going out on big nights. 63
  64. 64. Being There: An Observation DiaryAlso ask yourself the bulleted sub-questions when completing the journal.1. How do people approach their choice of drink?2. Are there any apparent rituals happening as they choose?3. Are there any apparent rituals happening as they drink?4. What emotions and attitudes do people convey as they drink?5. How do people relate to each other in drinking situations?6. What role does drink play as people interact?7. How do people’s feelings/actions seem to change over the course of their drinking occasion? 64
  65. 65. Being There: Outputs 65
  66. 66. Being There: Outputs Observation  Convert into Insight Platforms (See Workshop – to come)  Generate hypotheses/issues for project brief  Generate stuff for clients to feel more in touch  Provide visual material for report/presentation  Provide template for segmentation that’s anchored in respondents’ real lives/behaviours Example:  RI Germany study that segmented homes and homeowners based on observation and used this segmentation to model different reactions towards odour… Note: Do not show these study slides to clients … 66
  67. 67. Do not show this slide to ClientsScent sensitive Perception of odour: identified types Clean-maniacs Carefrees Ambitious Sentimentals Strugglers Scent insensitive  Summarising the results of the 3 countries, five different types can be identified. They can be distinguished along the scale of scent sensitivity. 67
  68. 68. Do not show this slide to Clients The Clean-maniacs: Their homes Clean-maniacs cleanliness => well-being  Rather sterile atmosphere. Order at the expense of cosiness? 68
  69. 69. Do not show this slide to Clients The Carefrees: Their homes Carefrees Self-determination => well-being ”I don’t care for tidiness… I feel free “I’m not bothered if in my home…” the kids wander around the place” 69
  70. 70. Do not show this slide to Clients The Ambitious: Their homes Ambitious Inviting hospitality => well-being "I try to achieve my guests feeling at home." 70
  71. 71. Do not show this slide to Clients The Sentimentals: Their homes Sentimentals sentimental values 71
  72. 72. Do not show this slide to Clients The Strugglers: Their homes Strugglers home => source of stress "I have the passion for flowers but in Milan it’s impossible.” 72
  73. 73. Our range of InSightment tools1. Being There 2. Homework3. Panel Tools4. Enhancing Understanding5. Innovation Tools6. Trend Tools 73
  74. 74. Homework - Consumer TasksObjective of these tools to engage consumers with subject matterbefore a session; to provide individual, in situ and creativeperspectives as inputs for group discussion;to get more out of consumers by using theirtime rather than the group time;to motivate respondents;to provide visual material for a presentation;to help frame issues/hypotheses 74
  75. 75. Homework - Consumer TasksPaint boxScrap BooksDiariesCollectionsCollagesStoriesPhotos 75
  76. 76. Homework Paint Box  Creative home tasks conducted via “creativity kits” -- ensures usable output because gives permission to create Scrap Books  Allow for consumers’ terms with text, images, artefacts, etc. on subject – provides wealth of material Diaries  Video, audio, pen and paper -- provide unmediated insight into consumers’ view of their lives 76
  77. 77. Homework Collections  Groups of images or objects associated with issues -- insightful starting point for category or brand understanding Stories  Consumers tell tales of categories or share brand anecdotes -- can reveal underlying drivers of behaviour Post Cards  Insight “hits” can be posted before or after formal sessions – provide efficient, bite-size chunks of thought 77
  78. 78. Homework Photos  Problem -- Consumers share pictures of real problems -- a picture’s worth a thousand words  Significant Other – Consumer’s pictures of people (family to famous) who influence them provide insight into who (rather than what) is driving them Collages  Collections of images provide visual shorthand of consumer’s mind 78
  79. 79. Homework Assignments: Output 79
  80. 80. Homework: Diaries & Collections An example: My creative personal side Monday, the ... This makes me happy today... HyperMarket 3.95 DM This has ruined my day... 5.20 DM 9.70 DM ..... NEW THANK YOU  With this person I spent my day ... FOR SHOPPING! Specific focus... And then I went to the movies and Specific focus... had a huge ice cream there.... 80
  81. 81. Homework: Diaries & Collections: Not as difficult /expensive as you think $40! 81
  82. 82. Homework Example 82
  83. 83. Example: One Diary Day Special focus 1 ... Special focus 2 ... Special focus 3 ... 83
  84. 84. 84
  85. 85. Implementation issues for HomeworkGive clear instructions to respondents on what you expectGive clear instructions to interviewers what you wantrespondents to doGive them enough time to do itBriefing of respondents may have to be done personallyModel behaviour -- showing examples of expected outputEducate client that recruitment process will often be longer withhomework: two to three weeks (with diaries) instead of one ortwoWith global projects, check that technique will work in allmarketsKeep diaries and questionnaires short, otherwise compliancewill be weakNeed to educate clients that diaries are not always data to bepresented in reports, they are inputs for discussion and insight 85
  86. 86. Our range of InSightment tools1. Being There2. Homework 3. Panel Tools4. Enhancing Understanding5. Innovation Tools6. Trend Tools 86
  87. 87. Building Relationships - PanelsObjective of these tools is tocreate and use a relationshipwith consumers (and others) togain insights 87
  88. 88. Building Relationships - PanelsE-Panels (Vox Box)Sensitised PanelsT-PulsesEthno-PanelsExpert panels 88
  89. 89. PanelsObjective: Create and use on-going relationship with consumers to gain insights Vox Box  On-line consumer panel provides efficient access to willing, motivated resource Sensitised Panel  Face-to-face qual panel(s) convene regularly or for ad hoc need – a committed, available and sensitised resource T-Pulses  Panel of trendy, early adopting, emergent consumers or “experts” -- valuable resource in innovation process too 89
  90. 90. Panels Ethno Panels  Panels of consumers for ethnographic work – visits or accompaniments – allows us to develop relationship and obtain longitudinal data Expert Panels  Eclectic range of experts for specific categories can provide informed and eclectic perspective 90
  91. 91.  On line DEMO Page 91
  92. 92. Vox Box TM – what is it ? On-line “chat room” style discussion forum Panel of consumers pre-recruited to take part over given period of time (e.g. 3 months) Log on and take part in “topics” (chat rooms) Can submit answers and interact with other users Topics take place over time (1-2 weeks) Topics can display questions and multi-media stimulus Interactive so client can take part too “Profiles” encouraged (biography) to create community Page 92
  93. 93. Vox Box TM – what’s it for Can position as either “research” or “connection” Actually a very interesting research tool  Benefit of respondents reacting in own space and own time  Track record of producing great insight Corporate position is to sell as lower level connection tool  To avoid cannibalisation of mainstream offer Great relationship building tool  We can be there as client makes discoveries – can spontaneously send proposals !! Can certainly have holistic picture of client’s early stage thinking and of consumer agenda in given area Page 93
  94. 94. Vox Box TM – how can I do it Hosted by RI “Off the peg” product is easily customisable Requires technical set up and support – local/regional IT (via UK initially) Once set up, relatively easy to run and maintain Respondents recruited like any other qual respondents (rather than as on-line panellists)  Although looking at Lightspeed type solutions 25-30 respondents is fine In Europe we pay “Hello” incentive of €75 plus terminal bonus of €75; with “surprise gift” (e.g. bottle of champagne) in the middle of time Respondents required to log on for c1 hour per week for specified period (e.g. 3 months) Page 94
  95. 95. Vox Box TM – how should I position and price it 2 positioning routes  (Premium research tool)  “Casual” client connection tool Rough costs in EU (casual connection route) for :  3 months1 country  30 respondents  Exec. logging in every day and “moderating”  Insight summary at end of 3 months (management report style)  Topics churning every 1-2 weeks  As many topics as required  €30,000 Page 95
  96. 96. Our range of InSightment tools1. Being There2. Homework3. Panel Tools 4. Enhancing Understanding5. Innovation Tools6. Trend Tools 96
  97. 97. Enhancing UnderstandingObjective of these tools :to get more understanding ofconsumers by using a range ofcomplementary tools and methods 97
  98. 98. Enhancing UnderstandingPandoraGlobal WhispersReference GroupsExpert PartnersCynic Clinics 98
  99. 99. Enhancing UnderstandingObjective : Get more understanding of consumers by using range of complementary tools and methodsPandora  Expert brainstorming from consumer perspective – using wealth of knowledge in global RIQ teamGlobal Whispers  Serial pass around RIQ Community or areas of interest – e.g. Tribal Branding 99
  100. 100. Enhancing Understanding Reference Groups (F2F or online)  Identify and question stakeholders in decision process to piece together holistic picture Expert Partners  Partnering with experts during immersion process produces enhanced analysis Cynic Clinics  Recruit consumers who have had enough of something forces us to face up to what is really wrong 100
  101. 101. Our range of InSightment tools1. Being There2. Homework3. Panel Tools4. Enhancing Understanding 5. Innovation Tools6. Trend Tools 101
  102. 102. Innovation ToolsObjective of these tools is to obtaingreater consumer understanding withan innovation focus 102
  103. 103. Innovation ToolsSuper Group®Interactive InnovationOpen DialoguesFrom the Mouths of Babes 103
  104. 104. Innovation ToolsObjective : Obtain greater consumer understanding with an innovation focusSuper Group® Idea Generation & Concept Development  Professional ideation and concept development process using trained Creative Consumers in dynamic environment with trained facilitatorInteractive Innovation®  Formal process for turning facts and insights into platforms and concepts – internal client sessions 104
  105. 105. Innovation Tools Open Dialogue or Trialogue  Un-moderated sessions with consumers freely discussing given topic, category, brand From the Mouth of Babes  Capture kids’ unique insights into adult world by asking them what’s going on 105
  106. 106. Our range of InSightment tools1. Being There2. Homework3. Panel Tools4. Enhancing Understanding5. Innovation Tools 6. Trend Tools 106
  107. 107. Scouts & ScavengerT-Pulsers 107
  108. 108. Trend Tools Scouts & Scavengers  Pool of people in RI units around globe who are in touch with emergent trends T-Pulsers  Informal discussions with leading experts and opinion formers 108
  109. 109. Section 4: Workshop From Observation to Insights 1. Background on InSightment 2. Where InSightment fits in 3. The InSightment Toolbox 4. Workshop From Observations to Insights5. Positioning and Selling InSightment 109
  110. 110. Turning Observations Into InsightsEthnography Panels Trend Work and More! Insight Generation & Management Session 110
  111. 111. Consumer Connection WorkshopTraining
  112. 112. Consumer Connection Workshop: Consists of 3 parts  Meeting/Observing the Consumer Training Training module aimed at enabling clients/ our staff to connect with and/or observe consumers. (Already covered in ‘Being There’)  Homework Assignment  Actual (client/our staff ) consumer connection / observation  InSightment training will always be accompanied by a homework observation phase + an Insight Workshop  Insight Management Workshops  Formal workshop with structures and tools for turning observations into insights 112
  113. 113. Consumer Connection WorkshopTraining1. Making Observations
  114. 114. Consumer Connection WorkshopTraining2. Turning Observations intoInsights
  115. 115. Turning Observations into Insights A critical part of our InSightment offer  Of great interest to global CPG clients  Some clients have their own process (e..g. Unilever’s Insight Activator)  Can be sold to clients or run internally to help frame issues/hypotheses for more conventional qual or quant work  In the Appendix you will find a core presentation on Consumer Connection that you can take out to clients 116
  116. 116. Turning Observations into Insights‘The real voyage of discovery consists notin seeking new landscapes… but in havingnew eyes’Marcel Proust‘ A great insight is where the brandpromise meets the consumer truth ‘Jon Steel 117
  117. 117. What is an Insight … The capacity to discern underlying truth” “The power of seeing into and understanding things…” “...Awareness, often of one’s own mental condition…” “...An imaginative view into any condition or experience” Obvious, intuitive when brought to life 118
  118. 118. When is an insight not an insight … …when it’s an observation! An insight is not just an observation about the world – although this is where it starts Insights fundamentally change the way we think about the world, consumers, a category, a brand Great insight seems like you knew it all along 119
  119. 119. Being Insightful So what ! Headlining (The ‘Aha’ phenomenon) Does this change the world ? Stick to the point Small is good …..size of opportunity doesn’t matter Like a good joke … or newspaper cartoon … or work of art More art than science 120
  120. 120. Turning Observations into Insights Focus Primarily on HUMAN insights -- try to be more psychologist than marketer To get at human insights, think about:  What drives people’s behaviour while……..?. -- or what could be? (e.g., motivation)  Are there any apparent rituals happening -- or could there be? (e.g., experience)  What’s the attitude of consumers while ……..or what could it be? (e.g., feelings)  What emotional fulfillment seems to derive from …...- or what could? (e.g., benefit) 121
  121. 121. Turning Observations into Insights Collect your journal and your top 5 or 10 observations on A4 paper  In pairs you’ll cluster your observations into themes on the wall  As a group we’ll provide human insights for the various themes  Then, we’ll gather the explanations into Insight platforms that bring in the appropriate category, product or brand At the end of the session, we’ll review all the Insights we’ve generated and converge down to those that are most interesting 122
  122. 122. Observations into Insights: Our Process Goal of Session: develop all observations into compelling insights  Step One: Post Observations on one wall, then organise in clusters of observations that seem to go together on a different wall  Step Two: Review clusters, choose key themes to pursue  Step Three: What are the best 4-6 observations that bring each theme to life?  Step Four: Generate human insights (psychological drivers, need states, explanations) for each key theme  Step Five: Turn these explanations into Insight Platforms (the point where a ‘brand promise meets a consumer truth’) by putting them back in context of appropriate brand, product, category 123
  123. 123. Observations into Insights: Our ProcessThese steps are usually part of a product concept generationprocess such as Super Group® but they could be included in anadditional Workshop day: Step Six: What benefit should product provide if Insight platform is to be satisfied? Step Seven: Generate product idea(s): Insight Benefit Description Name Strap line (Tag Line) 124
  124. 124. From inspire to create – A sample journey Assignment:  to develop a new alcoholic drink for young, professional women Step One: Post Observations & Cluster She said she I noticed could let women down her hair drinking in and be herself groups rather with friends She said she felt than alone I saw womenlooking at what comfortable drinks others about getting toordered before and from the bar ordering for if she was with themselves friends 125
  125. 125. From inspire to create – A sample journey Step Two: Name the Clusters  Security Step Three: Uncover Human Insights, Needs Drivers that Explain Observations  Safety/ security  Friendship/ sharing  Happiness I can relax, let go and have fun easily if I know I’m comfortable with the my mates are there to way my friends and I have protect me from acted for years – our habits embarrassing myself or and quirks. It’s nice not to getting hurt. have to try to impress anyone when we are together. 126
  126. 126. From inspire to create – A sample journey  Step Four: Create Insight Platforms by Re-introducing Category/Product/BrandI’d love a ritual to share with my friends when we go drinkingthat would help us mark the transition from work to fun mode – like a signal to relax and let down our hair  Step Five: Create Product Concepts  Hell’s Bells  A drink which makes a loud noise when opened to signal change from work to play mode, day to night 127
  127. 127. ‘Heartfelt Gestures’ Insight platform As part of life’s social interactions,people often need to say something genuine, heartfelt, real, without making too much of a fuss.ExplanationsA “successful” gift is one where the receiver knows the gestureis sincere. Buying too much as a gift can be as inappropriate asbuying too little. People believe Roses is imbued with more meaningthan other chocolate assortments. Quotes and Observations “(Giving a teacher a present) You don’t want to go over the top, you don’t want to be seen as the one buying the enormous box of chocolates or the huge bunch of flowers”, Mum of 10 yr old “Roses is for more caring, thoughtful moments”, Woman aged 56 I heard a man (58) say if he was to give Roses at work, it would be for someone specific, for them personally. A professional gift buyer told me that the most important thing about buying gifts is showing you’ve thought about it. 128
  128. 128. Playtime Insight PlatformSome foods are more about the enjoyable eating experience than any other benefit. People today are busier, work longer hours and have less free timethat they used to – “switching off” becomes even more important. Some products, including Creme Egg, have a sense of fun & play about them thatcomes through every time they’re eaten. Human Insight/Explanation Life is often far too serious, full of rules, customs and etiquette that can limit your natural inclinations and desires. Som etimes you just need a release from these things and find time to play. Observations “It does bring out the kid in you – it just does!”, Mother of 8 year old on eating Creme Eggs. “You can’t be prudish – you have to get your tongue in and lick it out”, Female aged 17. II saw a woman giggling when she ate it (Creme Egg) as she spilt the filling over her chin. II heard a teenage boy say how he likes to have competitions with his friends to see how many they can fit in their mouths at once. Data shows that 70% of British workers say their jobs take up too much time & emotional energy. (Datamonitor) 129
  129. 129. Name: _________________________ Insight platformExplanations Opportunity Areas Quotes and Observations Business Issue 130
  130. 130. Section 5: Positioning & Selling The InSightment toolbox 1. Background on InSightment 2. Where InSightment fits in 3. The InSightment Toolbox 4. Workshop From Observations to Insights 5. Positioning and Selling InSightment 131
  131. 131. Positioning InSightment The future of our business  Helps take our offer upstream  Makes it less generic/adds value  Behaviour not just conversation  Adds insight from the real world  Partners with consumers and clients  Feeds into our Innovation offering InSightment is largely an internal tool  There will be occasions when pieces or individual platforms should be presented to clients 132
  132. 132. InSightment InSightment Tools  Discussion  ‘Being There’ tools will require building relationships with: Freelancers Specialist companies/individuals with experience/skills in:  Observation  Video  Ethnography  Staffing implications  Hire ethnographers in our major markets?  Training implications  Outsourcing/freelancers  Pricing 133
  133. 133. How to frame InSightment to clients Consumer Connection InSightment Workshop Toolbox 1. Being There 2. Panel Tools 3. Homework 4. Enhancing Understanding 5. Innovation Tools 6. Trend Tools  For internal useTo improve our proposals  Selling Ethnography to Clients 134
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