Change Knowledge: Are you ready for tomorrow's consumer?


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Presentation for the Central European University in Budapest on the 26th of March 2010.

Change Knowledge and it's implications & applications for brands and business in Russia & Denmark.

Lighthouse CEE corporate profile, client offer and case studies. More informatiion about Lighthouse CEE at:

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  • Alle de forandringer der foregår blandt forbrugerne peger i en retning: optimering af ens egen tilværelse Vi kommer til stå overfor mennesker, som går langt for at optimere deres egen tilværelse, deres nærmeste og deres egne muligheder for at lykkes.    
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  • Alle de forandringer der foregår blandt forbrugerne peger i en retning: optimering af ens egen tilværelse Vi kommer til stå overfor mennesker, som går langt for at optimere deres egen tilværelse, deres nærmeste og deres egne muligheder for at lykkes.    
  • Change Knowledge: Are you ready for tomorrow's consumer?

    1. 2. Change Knowledge: Are you ready for tomorrow’s consumer? CEU Budapest 26 th of March 2010
    2. 3. “ Innovation at Apple is largely about shaping technology to the customer’s needs, not trying to force the user to adapt to the technology. It’s about being customer-centric.” Steve Jobs, CEO Apple
    3. 4. Are you working with consumer knowledge? Competence Importance? (1-10) Ability today? (1-10) Appliance of consumer knowledge to business operations Consumer Intelligence We are working systematically to look ahead, identify movements, future needs and thinking in within our consumers in order to proactively ensure competitive advantage 1 Product portfolio and market profile The ongoing development of our products, services and business is based on data-based insights about our consumers' needs and requirements 2 Delivery and implementation We are able to effectively translate the available knowledge and consumer insights into concrete action plans and spread out the knowledge across the organization 3 Corporate culture Our corporate culture and employees are customer oriented to meet future changes in market requirements and consumer demand with innovative and effective solutions 4
    4. 5. Lighthouse CEE
    5. 6. 1. WHO WE ARE <ul><li>A brief introduction of Lighthouse </li></ul>
    6. 7. 1. Who are we: Lighthouse CEE Joanna Bakas Managing Partner Education: Masters Behavioral Economic Northwestern University Evanston IL Bachelor of Arts Loyola University Chicago IL Work experience: Communications agencies –Saatchi & Saatchi, McCann Erickson, DDB Europe, Lowe Amsterdam Specializing in brand & business strategy including portfolio management, NPD, communication strategy Field of expertise: Observing, synthesizing and planning for ongoing brand and business success
    7. 8. 1. Who are we: Lighthouse CEE Stefan Erschwendner Managing Partner Education: Master in Business Administration Johannes Kepler University Linz, Austria Master in Social Science Växjö University, Sweden Work experience: Advico Young & Rubicam Zurich, DCNTRL Linz, DDB/Tribal DDB Budapest Field of expertise: Business sociology, Digital thinking, Strategic Management, Organizational design
    8. 9. 1. Who are we: Lighthouse Copenhagen Lighthouse Offers companies and organizations Change knowledge based on applied business sociology. Based on years of experience with applied consumer and future knowledge Lighthouse identifies new market opportunities for growth . Background Founder of Lighthouse, Sociologist Eva Steensig , is a highly experienced Applied Futurist, consumer expert and market potential identifier. Companies with aggressive growth strategies... ...often find it difficult to detect the true business opportunities based and potential needs in the market . Lighthouse excels in shedding new light on market opportunities based on a deeply rooted understanding of present and future market needs . We call it Change knowledge .
    9. 10. 1. Who are we we believe that business opportunities come from an insight into the bigger picture and understanding consumers as people from a cultural and sociological perspective In short we are a a brand and business consultancy with offices in Copenhagen focusing on the Nordics and in Vienna where we focus on Central Eastern Europe. Our guiding principle is that as a brand and business consultancy, we believe that good strategies come from an overall understanding on society and people. We measure changing consumer behavior and evolving needs. This helps us better understand the business opportunities – WHITE SPACES. Based on identifying unmet needs and business opportunities, together with our clients we create and implement powerful business ideas that create value.
    10. 11. “ “ For more than a century, the public face of companies has been their advertising, slogans, brands, and logos. How much better it would be if a company’s public face were that of its public, its satisfied customers who are willing to share their satisfaction and its employees who have direct relationships with customers. Brands are people.” “ The question is not how you can change the behavior of your customers? They question you should ask is how you can help them to do this better, quicker or more convenient.”
    11. 12.
    12. 13. SO, WHO’S THE WOMAN BEHIND… A case for understanding social aspects of people as people and not just consumers
    13. 14. THE LAUNDRY LADY
    14. 15. THE COOK
    16. 17. WHY IT PAYS TO LOOK DEEPER AND PEEK AROUND CORNERS… THERE ARE NO MASSES “ Masses are other people.” Sociologist Raymond Williams said in his 1938 book. Culture and Society. “There are in fact no masses, there are only ways of seeing people as masses.”
    17. 18. When will this approach work?
    18. 19. And when will this?
    20. 21. The cult of beauty and social currency
    21. 22. Trading in to newer models
    22. 23. Trophy culture and age rage
    23. 24. Where are the men?
    24. 25. Where are the men?
    25. 26. Children for SaleWould $36,000 convince you to have another kid? By Daniel Gross Communism is officially dead in the Soviet Union, but the Marxist belief that men and women are essentially economic creatures is alive and well at the Kremlin. In May, Vladimir Putin, alarmed at Russia's declining population, which is falling thanks to short life expectancy and a plummeting birthrate (1.17 children per woman, down from about 2 in 1990), offered a bonus of 250,000 rubles (about $9,200) to women who would have a second child.
    26. 27. In my opinion the reasons are: lack of attention to the &quot;weak gender&quot;; neglect to the spiritual and personal world of his wife; alcohol abuse
    27. 28. Moscow cop jailed over supermarket rampage From Maxim Tkachenko, CNN
    28. 29. Ladies man Putin: ‘I like all Russian women’ The shoulders to count on
    29. 30. Working mothers still enjoy strong protection under the law, which guarantees partially paid 18-month childbirth-related leave (extendable up to 3 years of unpaid leave). Sadly, not all employers follow the law. Russian women often face discrimination and negative stereotypes at the workplace, comparable to that experienced by women over the course of many decades in the United States. The social institutions established by Soviet system that protected working mothers are now in decay, and there are very few new institutions to replace them. Working life
    32. 33. Key concepts that will make her listen
    33. 34. YES NO
    35. 37. OPTIMIZING
    36. 38. Toptuning Social hygiene Anchorage in our own gender
    37. 39. Technology
    38. 40. Health
    39. 41. Communities
    40. 42. Penge Financial Independence More women earn much money. It is expected that in 2025, Danish women will own 60% of the nation's private wealth. Women interested in increasing investment.
    41. 43. Motherhood Focus on optimizing children's development is becoming more sophisticated: Psychologists, child yoga, child fitness and dieticians for children over the decidedly self-development and stress management aimed at children
    42. 44. Genders: same same but different
    43. 45. Little Princesses
    44. 46. Femininity
    45. 47. No man needed
    46. 48. Choice of Life
    47. 49. Puncture the bubble of the Superwoman
    49. 51. Key concepts that will make her listen
    50. 52.
    51. 54. Getting the social context right decade after decade: how Coca Cola remained relevant to the times by understanding social evolution
    52. 55. coke…WWII…American patriotism 1942 1944 Cultural insight: Champion American values Coke attitude: Patriotism and support of the American ‘good’ values Outcome: During WWII, Coke started shipping product to the troops in the front lines and celebrated the war effort with print ads. The media reported that soldiers were writing home and asking for bottles of Coca Cola. This idea was picked up by the author of the book ‘God Is My Co-Pilot’ who wrote: ‘In shooting down my first enemy aircraft, I was motivated by thoughts of America, democracy and Coca Cola’. Drinking Coke became a matter of national pride.
    53. 56. coke…post war…good life of suburbia Cultural insight: Post war America..the American dream of a good life and post war ‘happiness’ catch up Coke attitude: Classic American suburban values – house, car, family, community Outcome: Coke became the real thing and probably one of the first lifestyle brands
    54. 57. coke…1960’s…cute and sweet Cultural insight: A more contemporary American ‘good life’ Coke attitude: cute, funny, trendy Outcome: Not the most inspirational Coke attitude to date
    55. 58. coke…1970’s…hippie culture The Hilltop ad song I’d like to buy the world a home and furnish it with love… I’d like to teach the world to sing in perfect harmony… I’d like to buy the world a coke and keep it company Cultural insight: The war in Vietnam and the racial inequality at home were creating cultural undercurrents that led to the deconstruction of the American myth. Coke attitude: Coke tapped into these cultural undercurrents brilliantly with the Hilltop campaign. The ad featured fresh-faced youth of different nationalities, holding Coke bottles as if they were flags, singing a song. The song that went ‘I’d like to buy the world a home and furnish it with love…’ turned into an anthem ending with ‘…I’d like to buy the world a Coke and keep it company’’ Outcome: Backer, the author of the book The Care and Feeding of Ideas described the effect of the campaign in the following way: In that moment I began to see a bottle of Coca-Cola as more than a drink. I began to see the familiar words, &quot;Let's have a Coke,&quot; as . . . actually a subtle way of saying, &quot;Let's keep each other company for a little while.&quot;
    56. 59. coke…1980’s…wall street junkies Cultural insight: the Yuppie, money, wall street, the ME generation Coke attitude : At a time of wall street and ‘greed is good’ Coke tried a reunion ‘Hilltop’ Outcome: It missed the cultural mark and was immediately pulled off the air
    57. 60. coke…1980’s…performance
    58. 61. case: coke…1990’s…MTV generation                                        
    59. 62. coke…NOW Cultural insight: At a time of insecurity, a changing world, a revaluation of ‘authentic real values’…life complexity… Coke attitude: SIMPLY ENJOY…positive, tapping into the need to see the lighter side and to get back to authentic positive feeling…get a little magic Outcome: So far…so good
    60. 64. The advertising dream car <ul><li>And the American Dream </li></ul>VW understood how America was evolving and got the timing right
    61. 65. Big & beautiful luxury
    62. 66. A new America was emerging <ul><li>The age of the anti-hero… </li></ul>
    63. 67. The VW myth
    64. 68. The VW legend
    68. 73. 2. WHAT WE DO <ul><li>Our way of thinking and model </li></ul>
    69. 74. 2. What we do <ul><ul><li>Lighthouse CEE is a specialised consulting company researching future consumer behaviour and future demands </li></ul></ul><ul><ul><li>Our clients get insight into consumer behaviour in the near future which enables them to meet new needs better and thereby strengthen their competitive situation today and tomorrow </li></ul></ul><ul><ul><li>We work from a sociological perspective with a systematic distinct and unique method which supplies clients with precise, relevant and operational knowledge about consumer behaviour and needs specific to each company. </li></ul></ul><ul><ul><li>We identify patterns of changes and what opportunities and risks these hold and we help companies navigate successfully in these changes by developing and implementing ideas that are based on consumer needs </li></ul></ul>
    70. 75. 2. What we do You can’t see around corners but you hear around them.
    71. 76. 2. What we do: Our model – Culture Tap CONTEXT measurement (strategy and opportunity spaces) Ideas that people are ready to embrace idea CREATION (content) Powerful concepts inspired by context opportunities consumer CONNECTION (implementation follow through) Getting it out there to market
    72. 77. 2. What we do: context If you want to see how a lion hunts, go to the jungle, not the zoo &quot;You don't get anything from sitting behind a two-way mirror listening to focus groups. You learn from living and breathing your brand“ Simon Pestridge, CMO, Nike UK “ If I asked someone who had only used a personal calculator what a Macintosh should be like, they couldn’t have told me. There was no way to do consumer research on it.” Steve Jobs, CEO Apple
    73. 78. 2. What we do: context <ul><li>We actively seek signs of changing behavior in the areas of: </li></ul><ul><ul><ul><li>Role of the genders </li></ul></ul></ul><ul><ul><ul><li>Health </li></ul></ul></ul><ul><ul><ul><li>Childcare and upbringing </li></ul></ul></ul><ul><ul><ul><li>Work and career </li></ul></ul></ul><ul><ul><ul><li>The role of the home </li></ul></ul></ul><ul><ul><ul><li>Social issues </li></ul></ul></ul><ul><ul><ul><li>Food and well being </li></ul></ul></ul><ul><ul><ul><li>Consumption in general </li></ul></ul></ul><ul><ul><ul><li>What’s news in the media </li></ul></ul></ul><ul><ul><ul><li>Heroes and villains </li></ul></ul></ul><ul><ul><ul><li>Entertainment </li></ul></ul></ul><ul><ul><ul><li>Technology </li></ul></ul></ul><ul><ul><ul><li>Political reaction and actions </li></ul></ul></ul>
    74. 79. The principal behind LHCEE's method for pattern based forecasting: see and understand patterns Pattern based forecasting Strategic implications and connections Identification of patterns Signs Strong and weak signals Behavioural change 2. What we do: context
    75. 80. Precise method to understand patterns of changes in behaviour 2. What we do: context The world Collections Patterns Themes Stories
    76. 81. Sign collection Illustrative example 2. What we do: context
    77. 82. Strategic development Today Tomorrow Consumer behaviour Company X's Products & Go to market Firma X delivery porcesses Consumer patterns Products and Go to Market adjusted to new market demands Delivery processes adjusted to new demands Demand Strategic gap Delivery Offering adjusting companies’ products, services, go to market and delivery to demands of tomorrow Change knowledge <ul><li>Movements </li></ul><ul><ul><li>Consumer demands and needs </li></ul></ul><ul><ul><li>Purchase criterias and behaviour </li></ul></ul><ul><ul><li>Usage behaviour </li></ul></ul>2. What we do: content
    78. 83. Russia 2. What we do: content
    79. 84. 2. What we do: content
    80. 85. 2. What we do: content
    81. 86. Global 2. What we do: content
    82. 87. 2. What we do: content We cannot build an iPod but we can identify the emerging consumer need to have one.
    83. 88. 2. What we do: implementation Implementation across all levels of customer experience We don’t execute campaigns or R&D but we do act as coordinators of our client's strategic partners during the IMPLEMENTATION process. To ensure that the newly developed ideas are executed in an integrated way regardless of media or disciplines. “ Your brand is formed primarily, not by what your company says about itself, but what the company does. Experience, as we will see, not only matters—it drives results to the bottom line.“ Jeff Bezos, CEO Amazon
    84. 89. 2. What we do: implementation Implementation with the best network of co-creators We can also draw upon our network of co-creators to help with the implementation of newly generated ideas. We can bring in specialists on an ad hoc basis for the duration of a project.
    85. 90. LIGHTHOUSE CEE services STRATEGIC/CREATIVE DEVELOPMENT Specific strategic/creative projects for companies and organisations/follow through MONITORING Business and company specific monitoring of consumer changes CONSUMER INTELLIGENCE Speaks, newsletters, events on ad hoc basis
    86. 91. 3. IN SUMMARY <ul><li>Why LHCEE </li></ul>
    87. 92. Change Knowlegde Approach © © Change Knowlegde Process is Copyright of Lighhouse Cph A/S Competitive advantage and survival is dependent on ability to see and act upon patterns of change <ul><ul><li>The number and rate of change increases everywhere in society </li></ul></ul><ul><ul><li>Today it is necessary to detect patterns and weak signals and act on them – proactive competition rather than reacting to competition </li></ul></ul><ul><ul><li>Change takes place in patterns </li></ul></ul><ul><ul><li>Therefore it becomes crucial to find patterns of change and identify the opportunities and risks they contain for brands and business </li></ul></ul><ul><ul><li>Earlier forecasting research methods have focused on predicting changes based on historical data – ours is based on emerging behavior </li></ul></ul>
    88. 93. Why use the change knowlegde approach? <ul><ul><li>Fact based insights into future movements of consumer behaviour will secure pro-activity in the company’s business development </li></ul></ul><ul><ul><li>The additional knowledge gives competitive advantages by allowing the company to better meet the demands of consumers and systematically map new business opportunities </li></ul></ul><ul><ul><li>Increased insight into consumer behaviour is a pre-requisite and foundation for empathy and thereby a more customer oriented company culture </li></ul></ul>
    89. 94. Why chose LIGHTHOUSE CEE as partner? Systematic/ Sciencific method Intuitive/ ad hoc Reactive/ backwardlooking Proactive/ forwardlooking How do we differentiate from other suppliers of knowledge about consumer behaviour? Adver-tising Antropo-logists Hören Sagen Futuro-logists Consul-tancy Research Institutes
    90. 95. “ The need for products already exists way before people realize it, it’s just a matter of discovery”
    91. 96. Companies that will learn to innovate based on emerging consumer needs instead of trying to change consumer behavior will increase effectiveness and efficiency and lower their cost – this is a competitive advantage. Lighthouse CPH & CEE
    92. 97. 4. CONTACTS <ul><li>for more information </li></ul>
    93. 98. 4. Contact: Lighthouse CEE Joanna Bakas [email_address] +36 709 538 030 Stefan Erschwendner [email_address] + 43 650 372 6486 Lighthouse CPH Eva Steensig [email_address] +45 70 22 26 36
    94. 99. Thank you