MESH Experience - Redesigning a Brand Tracker April 2018
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This presentation outlines the ingredients for success when re-designing a brand tracker, plus some tips on how to implement them. • Take a human centred approach to research • Collect and deliver it in a simple, flexible way so that it can be used throughout the organisation • Make sure that the right insight is there at the right time • Ensure you have the right partners to take you there
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MESH Experience - Redesigning a Brand Tracker April 2018
- 1. Redesigning a Brand Tracker Helping LATAM Airlines Soar to New Heights ESOMAR LATAM Conference Marcello Garritano and Priscila Tavares 17th April 2018
- 2. Our focus today 2 <Source and Base> How taking a human centred, lean approach to research generated insight that made a real difference.
- 3. “People build brands like birds build nests, from scraps and straws they chance upon.” 3 Jeremy Bullmore A bit about MESH – the Experience Agency
- 4. A bit about LATAM
- 5. Key takeouts today 1. To take a human centred approach to research; 2. Collect and deliver in a simple, flexible way so that it can be used throughout the organisation; 3. Ensure that the right insight is there at the right time; 4. Ensure you have the right partners to take you there.
- 6. A challenge of epic proportions
- 7. Our flight plan 1. Taking the consumer on-board 2. Clearing the runway 3. Changing your flight path 4. Ensuring a smooth landing
- 8. Our flight plan 1. Taking the consumer on-board 2. Clearing the runway 3. Changing your flight path 4. Ensuring a smooth landing
- 10. How do people really act, and can we measure those perceptions?
- 11. We implemented this true-to-life approach in a number of ways
- 12. Key insights • Enter the consumers’ world – don’t expect them to get into yours • Asking the same metrics in the same way won’t get you new insight • Comparability should not take away from understanding your customer in the here and now
- 13. Our flight plan 1. Taking the consumer on-board 2. Clearing the runway 3. Changing your flight path 4. Ensuring a smooth landing
- 14. 14 <Source and Base> Clearing the runway. Making it clear and simple makes all the difference
- 15. 1) Start at the end! Have objectives to hand when outlining the scope
- 16. 2) Don’t lose focus when designing the study
- 17. When you are designing your questions/KPIs, ask yourself.. • When was the last time this metric was used? • Which decisions were actually taken from this metric? • Think: if it wasn’t there, what would the real impact be? • Do I have another metric I can use to inform my decision? Ideally, maximum of 10 key metrics. Do I really need it?
- 18. Categorise questions into the key building blocks Divide your questionnaire into uses of questions e.g. 1. Screening 2. Segmentation 3. KPIs That way you can ensure you have all the elements you need
- 19. Our flight plan 1. Taking the consumer on-board 2. Clearing the runway 3. Changing your flight path 4. Ensuring a smooth landing
- 21. People don’t like change.. But it isn’t the change itself that is disliked, it’s the fear of not being prepared for change or the challenges that it brings Involve people in the process Transparent and clear communication But how? Show that core info. remains accessible Illustrate how decisions will be made from now on
- 22. Be brave… But pick your battles..
- 23. Our flight plan 1. Taking the consumer on-board 2. Clearing the runway 3. Changing your flight path 4. Ensuring a smooth landing
- 24. Ensuring a smooth landing
- 25. Engaging internal clients and meeting their individual needs Flexibility in analysis and delivery Automation to add value and empower users
- 26. Let it go! Everything you present should have a purpose
- 27. Here is one useful checklist Before I start, am I clear what decisions are being made from this? Am I using the right language for the audience - is this how they think/talk? Am I being too wedded to the data? Is there a purpose for everything here? Is it telling a story in a logical way? Is insight in key points and does it flow? Ultimately, has EVERY slide got just one message and one conclusion?
- 28. Having the right partner
- 29. Key takeouts today 1. To take a human centred approach to research; 2. Collect and deliver in a simple, flexible way so that it can be used throughout the organisation; 3. Ensure that the right insight is there at the right time; 4. Ensure you have the right partners to take you there.
- 30. Thanks for your attention, Any questions?
Editor's Notes
- We’re well aware of the challenges of converting insight to impact. So we are here to tell a story today, about the ways of working and techniques adopted which made a difference as to how insight was used and guided strategy for LATAM 2 of the key elements that run through our approach are HUMAN CENTERED and LEAN And we lived through this over the last 4 years or so, so we can give you our honest account of what did and didn’t work
- Our focus is experiences and this transcends everything we do MESH experience is a research consultancy focused on understanding experiences with brands But beyond this, we understand and create client experiences. From dealing with our direct clients (and their internal clients) and thinking from their perspective of their experience with our research tools and marketing intelligence. Both of these elements of our ethos were core when shaping the approach of how we redesigned the insight delivery systems.
- For those of you who don’t already know, a leading airline in South America – when LAN and TAM decided to come together they wanted to form something great than the sum of the two parts
- At one level, the learnings seem somewhat obvious , but here are the 4 main messages to take out today and in the rest of the presentation we will show you how and why this worked so well and some practical tips as to how to implement in your own organisation It’s a particular way of thinking that we want to walk you through today, we changed our mindset! It’s more about an approach rather than results.
- Before we start the journey, here is a bit of background. As the South American Airline giants TAM and LAN joined forces, they faced a whole host of challenges ahead - restructure and gain efficiencies whilst shaping a strategy for the new LATAM brand operating across various countries in the region companies in such a competitive and complex market. They good news is that they had a partner, MESH on board to help them This needed to: be used for decision making and make a difference to the business. Whilst maintaining consistency existing processes and thinking in organisation. (One example was to merge five standalone trackers, all in varied formats, across different countries, to one centralised tracker;) and satisfying stakeholders with the regular metrics they needed as well as getting them all aligned Also something different and innovative was needed to try and get an edge in this competitive market. From MESH’s point of view, they realized from the offset that it was important to integrate elements from an experience perspective, as this was their heartland;
- So now we knew the challenges, we knew our destination – we now can map out the flight plan that we took to get there and what learnings we can take from it. This will be the structure of the presentation
- Firstly, we needed to properly board, and make sure that we took the consumer on-board with us.
- We already had standard industry metrics (awareness, preference etc.). We realised that we needed to go above and beyond this. So it was more about asking the right questions, rather than just employing more sophisticated techniques This meant a consumer (not metric) led approach to data capture and analysis, making it more real-world MESH believes in understanding experiences and occasions – in this case, how people really look to fly and how they evaluate brands in their heads. We believed that capturing information in this way. i.e. framing as much as possible in the occasions was vital to getting true-to-life metrics that were more accurate and actionable.
- Sometimes, it was as simple as reframing traditional questions, such as preference, to also ask from different perspectives. But other times we had to get creative! For example, we wanted to understand the last purchase, but knew that this could be distant for some people, thus we needed an innovative technique to capture real flight experiences with as much detail and accuracy as possible. So we designed a “boarding pass” tool to implement in our surveys. An online visualisation of a boarding pass for people to fill in all the details of their last flights – destination, class, price, etc. This proved to be a simple but powerful way to evoke deeper memories
- For the last point its especially about letting go of the comfort blanket of the old metrics
- To prepare for take off we needed to clear the road ahead and simplify all elements of the tracker. We will take you through 2 checkpoints
- MESH uses a “Project Charter” document when kicking off projects, which gives both parties the chance to outline what success looks like as well as logging potential issues and risks and planning how to mitigate them. This process gets everyone on the same page and it’s helpful to continually refer back to throughout the project life, to see if everything is on track. This also ensures that before you go into the design process, you have front of mind both the project objectives and the stakeholders’ needs, so you can make this the focus of what you decide to put into the study.
- We had it all! After beefing up the questionnaires and adding many more questions and image statements, we had covered every element of the flight experience. But it was doing us more harm than good This left us confused as it was difficult to navigate and focus, both from an analysis perspective but also from the end user of the insight, who was being fed all these metrics. It was the classic paradigm of hyper choice; the more we had the less we could get from it. So we decided to revamp. Again. We took the opportunity to focus even more on occasions (as we had seen the value of this insight), as well as streamlining everything and cutting unnecessary questions and statements to only what was essential. Though this left us with less granular data, it was more powerful, as it gave us clarity of thought.
- Here are some guidelines – when deciding which questions or metrics to include – force yourself to think if you really need it. As a guide, if you can’t answer affirmatively to all of these prompts, then don’t include it! (last point) Sometimes you can have 2 metrics that lead to the same conclusion but asked in different ways e.g. nps and preference – only have one KPI per objective/decision Ideally, aim to have a maximum of 10 key metrics. Remember, they can be crossed by each other and demographics, so the analysis possibilities soon expand! Learning - Sometimes you need to go through this process a few times to get where you need to be. It is rarely a one off one step process of improvement.
- One way we did this was to divide questionnaire into key elements. This way you can filter those people you want to talk to and then look at the real insights through the KPIs for relevant segments When it comes to analysis you can easily navigate around the questions
- When you are going to make decisions like the ones we just looked at, you are going to have to know how to deal with change – to methodology, questions, metrics, presentation formats etc. Its being armed with the confidence to manage that change which will help you get through it
- When a kid starts a new school, its not the new school in itself that they are scared of, it’s not being prepared for the new things that they will have to deal with; fear of the unknown. And the only way to get around it is to prepare for it. Even if the news is bad, people would rather hear about it sooner than later, and will welcome the problem much more openly if it comes joint with a solution. For example, “we need to cut these metrics, however, there are these other sources that can help us answer our questions, and in fact, the scores haven’t changed significantly over the last three years and haven’t been used in decision making, so they won’t be missed. Look at all the new metrics we can deliver…” And indeed it was how we managed that change which we believe is a contributor to the success of the relationship and the acceptance of the results that have been delivered.
- However, it’s not always about heeding to everyone’s advice or opinion about what should be done. Be brave; not all decisions should be made by committee. Sometimes, to get things done, you need to decide first then convince later, otherwise quick decisions are never made and opportunities are lost. Sometimes, being brave and adding questions that you don’t see the need know, but know it will be of use in the future, is essential to enable you to have timely insight. Here you need to have foresight In LATAM’s case, the decisions of which statements to cut in the image statement question was made centrally, and the other stakeholders informed. We ran analysis to have evidence to back up our decisions. In the end, nobody complained about the metrics that were removed as it didn’t impact their decision making and they were so focused on the new insight delivered. Lastly, with all this in mind: be ready to compromise! Choose your battles wisely, as for the sake of relationships with stakeholders, you will have to have ‘give and take’ and you will need them on-board so you can do your job. Both sides need to feel victorious. Be clear and confident and identify the essential vs. negotiable, that way they will feel that they have had some input at least, and helped to shaped the outcome.
- Our ultimate measure of success was landing insight into the business. This can make the difference between understanding and confusion and ultimately if your insight gets used or not. However good the insight is, its as only as good as the audience understands it to be
- After cleaning the runway and managing change, you need to plan how you will deliver and analyse data (dashboards, presentations etc.), it’s essential to have a clear idea on each of the stakeholders needs are – especially the execs - including type of decisions and timing) Automation enables us to focus on adding value with strategic work rather than charting data. It had the double effect of giving people the opportunity to be curious with the data and explore hypothesis. This made them feel empowered and gave them reassurance and confidence, as they felt they had the data at their fingertips to do whatever they needed with it. We weren’t just working to a set, templated, 100 slide quarterly report and spending our time completing that. it meant we were fleet of foot when responding to urgent business questions and could turn around in days as we had the right data there and we weren’t bogged down in monthly reporting Flexibility - We had to adjust the way we were able to report to different audiences at different levels. We needed the data in our dashboard month on month for quick access and to look at trends and benchmarks, but we needed to also be able to roll up data and create in-depth strategic reports.
- Everything we presented needed to have a purpose. The questions and metrics are just a method to collect data, they aren’t the outcome themselves; the outcome should be the business decision – and all should be geared towards that. It’s often easy to fall into the trap to present metrics for the sake of showing scores (as “that’s what is always shown” or because “we have asked it so might as well show it”) without questioning what action can be taken from it. Or indeed, it’s tempting to make analysis big and complex to try and wow the audience. However, this all means long and uninsightful presentations that fail to engage senior management and illicit action. During our journey, with so many metrics, we realised that our reporting was also over complex, so, upon simplifying the survey vehicle we realised we needed to simplify our outputs.
- Here are the key questions to ask yourself when you are extracting and polishing those nuggets of insight. o This should respond to clearly articulated business questions. If you don’t have these, then go back to the executives and pressure them to give you their burning issues. No more than three big questions ideally; o is this how they think and talk? It should seem as if was written by the person making the decision, not a researcher; o Sometimes, you need to swallow your pride and be ruthless! Even if you painstakingly and lovingly made a chart - if it’s not serving a purpose, take it out or put it in the appendix. o Is it telling a story in a logical way? Have I bundled my insight together into key points and does it flow?
- From this point onwards, you are no longer a researcher – from now on you are part of the team. With the new format of insight, delivered in a flexible and timely way, we had an edge over previous data, and it gained us attention. The key here also was humanising the insights. It was truly customer centric, which broadened its appeal way beyond the Marketing Intelligence function. Furthermore, this meant it was a more accurate read of the market, and so built confidence and engagement with the insights that we had never seen before. Ultimately, what we delivered was tangible and actionable and could be converted into real decisions. One of the main ways that this insight was used was to feed directly into our Strategy & Communication Planning for 2018. All the adjustments made to simplify our research process – both data collection and analysis – enabled us to have a clearer view of the information with the level of detail and depth we needed to consolidate only three powerful insights that suddenly were incorporated in almost all board meetings as a solid foundation for decision making. This meant that the presence of the Marketing Intelligence function was truly felt, building its reputation of real consultants for business decisions. Another important win from our new insight format, was to be able to see how biased the preference metric could be if asked in an overall way. By simply asking consumers for their preferred brand considering their natural mental process – considering a specific travel occasion – we realised that the market was much more competitive than we have ever thought. Last but definitely not least, all this improvement in the way we make customer centric decisions was only possible because we have the right partner – MESH – along the way. And I am not only talking about having the adequate techniques and knowledge that are absolutely necessary for putting all this in place, but specially about having the essential level of energy and willingness to adapt and evolve together with us. So the final learning here is that having the right people working together – from both sides – with the same level of engagement and focus on customers’ satisfaction is the main ingredient for success.