Delivered at the MRS UK New Product Development Conference, March 9th 2011
Many of the largest global businesses are headquartered in the Western world, often with innovation activities centralized and driven directly from these headquarters.
This paper focuses on the differences inherent between these markets based on Faceʼs experience of innovating in developing markets over the last couple of years. It will talk about our experiences gleaned from working in 3 of these BRIC markets specifically – Brazil, India and China, and show the lessons learned about the crucial differences in approach and mentality required to co-create successfully NPD breakthroughs in these markets.
Written by:
Esther Garland, Associate Director, Face and Marilena DʼAmone, CMI Director Emerging Markets, Reckitt Benckiser
The Ticking Time Bomb - How Can Brands Stay Ahead of Their ConsumersPulsar Platform
Many of today’s brands and companies are struggling to keep up with their consumers. And one of the main reasons for this is because of fast changing technology and what this allows consumers to do in terms of their interactions with each other, the brands, products, services they consume and the speed with which they are able to do so.
The big question we are constantly asking ourselves at Face is what does this mean for the research industry and what do we have to do to help our clients get and stay ahead of their consumers.
The answer to this question in its broadest sense is “Plus ca change c’est plus la meme chose” – or “the more things change the more they stay the same”.
Why every company needs a Chief Consumer OfficerNatalie Mas
Have you ever heard of the Chief Consumer Officer, the new board member every company should get in the near future? In the new paper of our Head of Consumer Consulting Boards Tom De Ruyck, you'll discover five steps to become a consumer-centric thinking company, where the Chief Consumer Officer plays a central role.
Online Co-Creation to Accelerate Marketing & Innovationeÿeka
Online Co-creation to Accelerate Marketing and Innovation, a whitepaper written by eYeka with renown experts in the field of marketing and innovation.
Download this document (as well as other whitepapers and case studies) for free at http://en.eyeka.net/our-works
The Ticking Time Bomb - How Can Brands Stay Ahead of Their ConsumersPulsar Platform
Many of today’s brands and companies are struggling to keep up with their consumers. And one of the main reasons for this is because of fast changing technology and what this allows consumers to do in terms of their interactions with each other, the brands, products, services they consume and the speed with which they are able to do so.
The big question we are constantly asking ourselves at Face is what does this mean for the research industry and what do we have to do to help our clients get and stay ahead of their consumers.
The answer to this question in its broadest sense is “Plus ca change c’est plus la meme chose” – or “the more things change the more they stay the same”.
Why every company needs a Chief Consumer OfficerNatalie Mas
Have you ever heard of the Chief Consumer Officer, the new board member every company should get in the near future? In the new paper of our Head of Consumer Consulting Boards Tom De Ruyck, you'll discover five steps to become a consumer-centric thinking company, where the Chief Consumer Officer plays a central role.
Online Co-Creation to Accelerate Marketing & Innovationeÿeka
Online Co-creation to Accelerate Marketing and Innovation, a whitepaper written by eYeka with renown experts in the field of marketing and innovation.
Download this document (as well as other whitepapers and case studies) for free at http://en.eyeka.net/our-works
Stakes, limits and opportunities, how to take advantage of the crowdsourcing ...Carine ESTEVES
Coined by Jeff Howe, the term Crowdsourcing – a composite of Crowd and Outsourcing, describes outsourcing to the crowd. Afar from cost, advantages and opportunities for a company can be considerable. It can outsource the risk of failure and it only pays for products or services that meet its expectations. This phenomenon covers various situations. Seeking to mobilize external competencies, it has interested a large number of businesses. However, this concept has reach its maturity and its limits seem to be pointed out as bad from professionals of different industries. Crowdsourcing is lacking a general and synthetic view of this concept. The purpose of our paper is to characterize Crowdsourcing in its various aspects. First we describe of Crowdsourcing, and offer examples illustrating the diversity of Crowdsourcing typology, practices, business models and we present comparisons between Crowdsourcing and established theories (Open Innovation, User Innovation).
Relying upon a group of persons (crowd) can be an adequate method, because of its unique characteristics that are made possible by the Internet.
Crowdsourcing offers extraordinary potential for resolving tasks efficiently by tapping into the skills of large groups of people. To illustrate so, we explain how Capseo, a crowdsourcing based company, works with freelancers from around the world to make online marketing campaigns.
Finally, we present some potential benefits and pitfalls of Crowdsourcing and explain how to bypass its obstacles to offer a strong value proposition to customers.
Building Great Innovation Challenges - 1st Edition v3GreenData.IO
What is a great innovation challenge?
Building Great Innovation Challenges answers this question along with:
- What makes innovation programs fail?
- Who is mission critical to innovation challenge program success?
- What are the steps to delivering a challenge and engaging the crowd?
- How can innovation challenges create value for my organization?
- Where can I go to participate in an innovation challenge and try this out?
Innovation is the glue between invention and investment, and transforms ideas into businesses. The process of innovation shapes your idea into something people will value and ultimately purchase.
The innovation process cycles through 4 key steps:
1) Ideas and Solutions
2) Business propositions
3) Business feasibility
4) Business planning
The Chief Consumer Officer at Kongress der Deutschen MarktforschungInSites on Stage
The Chief Consumer Officer, presented at the Kongress der Deutschen Marktforschung by Tom De Ruyck (InSites Consulting) on Monday May 19, 2014 in Berlin (DE).
Succesful innovation outposts - How Corporate HQ Can Get More from Innovation Outposts?
Setting up innovation outposts in global technology clusters, such as Silicon Valley, Boston, and Tel Aviv, is highly popular among Fortune 500 corporations
The geographic proximity to the innovation clusters facilitates the “absorptive capacity” to assimilate and use know-how
The logic is that if you are present where new trends, ideas, talents, and start-ups are generated you might be able to recognize and assimilate them into your firm’s innovation pipeline
Persuaded by such logic, companies agree to make the investment and set up their innovation centers. People are relocated or hired locally to staff the outpost
Unfortunately, even if there is a strong rationale behind the set-up of outposts, often the return on investment is perceived as unsatisfactory
This presentation was from the webinar "Crowdsourcing for Product Managers" held on May 31/11. It looks at crowdsourcing as an option for product managers to help build better products, stay in tune with the market, and create stickiness with prospects and customers.
Social innovation refers to new strategies, concepts, ideas, and organizations that extend and strengthen civil society or meet societal needs of all kinds—from working conditions and education to community development and health.
Book summary of 8 steps to innovation—going from jugaad to excellenceSuryanaryanan Suri
This is a book summary to facilitate those who are interested to bring innovative culture in their organisations. I strongly advice them to read the original book.
Written by Job Muscroft and Andrew Needham, FACE.
Co-creation is the commercial practice of developing insights, brands, products and other forms of intellectual property or activity via collaboration with external consumers.
The essential and distinctive point about co-creation is that it brings brands and consumers together on a level footing and at all stages of the process rather than calling the public in for a limited role at a middling or advanced stage in the development of a new product or message.
Increasingly, co-creation is being applied to three specific areas, each raising different issues. These areas are co-creating insights, co-creating ideas and co-creating brands.
Tell your own story how can you become the next exponential catalyst? previewWeAreInnovation
Following our Loop#2, Round#6 discussion, we have come up with a new question to understand how to use technologies to reach a systemic, « exponential everything » impact. The expression is derived from the idea highlighted by experts that the IoT was driving knowledge and information sharing in an exponential way. I have therefore taken on board the investigation of our current analyses and strategic recommendations to determine how the rise of digital data could enable smart change makers to optimize innovation and drive sustainable, « exponential » growth. This is a preview version. Download the full report: https://gumroad.com/l/CczAI
Stakes, limits and opportunities, how to take advantage of the crowdsourcing ...Carine ESTEVES
Coined by Jeff Howe, the term Crowdsourcing – a composite of Crowd and Outsourcing, describes outsourcing to the crowd. Afar from cost, advantages and opportunities for a company can be considerable. It can outsource the risk of failure and it only pays for products or services that meet its expectations. This phenomenon covers various situations. Seeking to mobilize external competencies, it has interested a large number of businesses. However, this concept has reach its maturity and its limits seem to be pointed out as bad from professionals of different industries. Crowdsourcing is lacking a general and synthetic view of this concept. The purpose of our paper is to characterize Crowdsourcing in its various aspects. First we describe of Crowdsourcing, and offer examples illustrating the diversity of Crowdsourcing typology, practices, business models and we present comparisons between Crowdsourcing and established theories (Open Innovation, User Innovation).
Relying upon a group of persons (crowd) can be an adequate method, because of its unique characteristics that are made possible by the Internet.
Crowdsourcing offers extraordinary potential for resolving tasks efficiently by tapping into the skills of large groups of people. To illustrate so, we explain how Capseo, a crowdsourcing based company, works with freelancers from around the world to make online marketing campaigns.
Finally, we present some potential benefits and pitfalls of Crowdsourcing and explain how to bypass its obstacles to offer a strong value proposition to customers.
Building Great Innovation Challenges - 1st Edition v3GreenData.IO
What is a great innovation challenge?
Building Great Innovation Challenges answers this question along with:
- What makes innovation programs fail?
- Who is mission critical to innovation challenge program success?
- What are the steps to delivering a challenge and engaging the crowd?
- How can innovation challenges create value for my organization?
- Where can I go to participate in an innovation challenge and try this out?
Innovation is the glue between invention and investment, and transforms ideas into businesses. The process of innovation shapes your idea into something people will value and ultimately purchase.
The innovation process cycles through 4 key steps:
1) Ideas and Solutions
2) Business propositions
3) Business feasibility
4) Business planning
The Chief Consumer Officer at Kongress der Deutschen MarktforschungInSites on Stage
The Chief Consumer Officer, presented at the Kongress der Deutschen Marktforschung by Tom De Ruyck (InSites Consulting) on Monday May 19, 2014 in Berlin (DE).
Succesful innovation outposts - How Corporate HQ Can Get More from Innovation Outposts?
Setting up innovation outposts in global technology clusters, such as Silicon Valley, Boston, and Tel Aviv, is highly popular among Fortune 500 corporations
The geographic proximity to the innovation clusters facilitates the “absorptive capacity” to assimilate and use know-how
The logic is that if you are present where new trends, ideas, talents, and start-ups are generated you might be able to recognize and assimilate them into your firm’s innovation pipeline
Persuaded by such logic, companies agree to make the investment and set up their innovation centers. People are relocated or hired locally to staff the outpost
Unfortunately, even if there is a strong rationale behind the set-up of outposts, often the return on investment is perceived as unsatisfactory
This presentation was from the webinar "Crowdsourcing for Product Managers" held on May 31/11. It looks at crowdsourcing as an option for product managers to help build better products, stay in tune with the market, and create stickiness with prospects and customers.
Social innovation refers to new strategies, concepts, ideas, and organizations that extend and strengthen civil society or meet societal needs of all kinds—from working conditions and education to community development and health.
Book summary of 8 steps to innovation—going from jugaad to excellenceSuryanaryanan Suri
This is a book summary to facilitate those who are interested to bring innovative culture in their organisations. I strongly advice them to read the original book.
Written by Job Muscroft and Andrew Needham, FACE.
Co-creation is the commercial practice of developing insights, brands, products and other forms of intellectual property or activity via collaboration with external consumers.
The essential and distinctive point about co-creation is that it brings brands and consumers together on a level footing and at all stages of the process rather than calling the public in for a limited role at a middling or advanced stage in the development of a new product or message.
Increasingly, co-creation is being applied to three specific areas, each raising different issues. These areas are co-creating insights, co-creating ideas and co-creating brands.
Tell your own story how can you become the next exponential catalyst? previewWeAreInnovation
Following our Loop#2, Round#6 discussion, we have come up with a new question to understand how to use technologies to reach a systemic, « exponential everything » impact. The expression is derived from the idea highlighted by experts that the IoT was driving knowledge and information sharing in an exponential way. I have therefore taken on board the investigation of our current analyses and strategic recommendations to determine how the rise of digital data could enable smart change makers to optimize innovation and drive sustainable, « exponential » growth. This is a preview version. Download the full report: https://gumroad.com/l/CczAI
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Design Management is about linking
" Good Design " &
" Excellence in Management "
So what are the challenges of successful management ? Look into the best thinkers in management pertinent for DM and share .Post 3 /7
If you missed the previous posts
send us an email bbm@designence.com
we shall send them to you with pleasure .
“Building a culture of collaboration and innovation” explains the key factors and strategies to drive cultural change throughout the stakeholder system in order to foster collaboration and innovation in the destination, as these are crucial to the success of Tourism 3.0.
The present work aims at debating and discussing an analysis about the current concept of “Product” to “Intelligent Product ” (IP), capable of satisfying the evolutionary desires of customers and, at the same time, of achieving a sustainable business model for companies in a framework of ongoing value creation.
It is about concept and reference, aiming at fostering brainstorming to contribute to better decision making.
This IP (object, not subject) is a value proposition which represents a commitment to providing a set of attributes to the expectations of someone (subject, not object) who, in turn, will be willing to exchange something for it.
IP is an experience whose best attribute is its ability to remain in time. However, for this to happen, products will have to be conceived out from people’s everyday life, not from abstract theories. Therefore, we must learn how to read into people’s everyday lives. We must build up the satisfier from costumers´ experience, from their surrounding world. We must think from an interdependent point of view -where there are factors related to customers’ feelings, idiosyncrasy, relationships and communities-, stepping aside, at least for a moment, from abstract theories.
“With abstract theories we tend to get borders so close to us that if we took them seriously, it wouldn’t be worth living in this world”
We must explore new universes which are much closer than we think. We must only go for them, and expand our narrow vision, which keeps us from “watching”. Expand this shortness which keeps us from understanding, and, consequently, prevents us from taking action, getting control. We are limited at understanding, surveying, exploring, assessing; we work and make decisions based on abstract models which can only be conveyed on a piece of paper; we must learn how to train and believe in our own critical and creative thinking. Only that will enable us to take in information and turn it into knowledge, and be innovative enough to consequently deliver a satisfier other than a cheap imitation.
Creative Advertising (case of Benetton company) by Aleksey NarkoAliaksey Narko
The purpose of the thesis is to investigate the role of creativity in advertising, how it works and what is its effect on the general public. Theoretical part of the thesis explains what creativity is, presents creative advertising as one of the essential parts of modern marketing and describes the usage of creative techniques in promotion by Benetton brand of clothing. Empirical part investigates opinions of the respondents on the topic of the costs, effectiveness and influence of advertisements, in particular creative ones with the example of Benetton. The research shows that advertising is a powerful method to influence consumers’ buying decision and there is a moderate relationship between quality of advertising and quality of the product. Moreover the results show that word-of-mouth advertising is the most effective and one of the cheapest ways to advertise the product or service, while billboards and internet webpages ads seem to be the most visible to the public. More than 45% of the consumers see the substantial relationship between the money spent on advertising and product sales. 40% of the respondents have never heard or don’t know much about creative advertising, 70% of them agree that creative ads are more effective than traditional ones and almost the same number of the respondents knows Benetton brand of clothing. Only 20% of the respondents that know Benetton brand admit that their ads are neither interesting nor special.
Brands have always been content marketers in a sense, but with the changing digital landscape, content
marketing is more important than ever.
We define content marketing as the organization, creation and distribution of content to better connect with
consumers or potential consumers. Birthed at the intersection of strategy, community and creative, “content” are those assets and experiences that, in aggregate, form the pieces of your brand’s story.
This report outlines the key pillars to content marketing and advises marketers on how they can craft and execute successful content marketing programs.
Corporate Brand Management of Hungarian Startups. A Critical Analysis.Eszter Mónos
This research paper aims to present a research study conducted with newly established Hungarian businesses known as startups about their corporate brand management practices, with the first hypothesis being that ICT and Design Industry startups have similar corporate branding practices using the elements of Lean Methodology and/or Design Thinking. Secondly, the application of these methods in their strategic decisions is in positive correlation with branding (like early adopters, communication). Traditional literature focuses largely on big companies, while the number of studies related to startups is small. Thus, this paper aims to fill a niche in this field and serve as supporting material for Hungarian startups during the brand development process.
As people engage in more international travel and become more famili.pdfferoz544
As people engage in more international travel and become more familiar with other countries,
will cultural difference decline as a roadblock to international understanding or will the continue
to be a major barrier? Defend your answer. Why are multinational enterprises getting involved in
corporate social responsibility and sustainable business practices? Are they displaying a sense of
social responsibility or it is merely a matter of good business, or both?
Solution
Multinational and cross-cultural teams are likewise becoming ever more common, meaning
businesses can benefit from an increasingly diverse knowledge base and new, insightful
approaches to business problems. However, along with the benefits of insight and expertise,
global organizations also face potential stumbling blocks when it comes to culture and
international business.
While there are a number of ways to define culture, put simply it is a set of common and
accepted norms shared by a society. But in an international business context, what is common
and accepted for a professional from one country, could be very different for a colleague from
overseas. Recognizing and understanding how culture affectsinternational business in three core
areas: communication, etiquette, and organizational hierarchy can help you to avoid
misunderstandings with colleagues and clients from abroad and excel in a globalized business
environment.
1. Communication
Effective communication is essential to the success of any business venture, but it is particularly
critical when there is a real risk of your message getting “lost in translation.” In many
international companies, English is the de facto language of business. But more than just the
language you speak, it’s how you convey your message that’s important. For instance, while the
Finns may value directness and brevity, professionals from India can be more indirect and
nuanced in their communication. Moreover, while fluent English might give you a professional
boost globally, understanding the importance of subtle non-verbal communication between
cultures can be equally crucial in international business.
What might be commonplace in your culture — be it a firm handshake, making direct eye
contact, or kiss on the cheek — could be unusual or even offensive to a foreign colleague or
client. Where possible, do your research in advance of professional interactions with individuals
from a different culture. Remember to be perceptive to body language, and when in doubt, ask.
While navigating cross-cultural communication can be a challenge, approaching cultural
differences with sensitivity, openness, and curiosity can help to put everyone at ease.
2. Workplace etiquette
Different approaches to professional communication are just one of the innumerable differences
in workplace norms from around the world. CT Business Travel has put together a useful
infographic for a quick reference of cultural differences in business etiquette globally.
For instance, the.
The Open Creative Project là bản báo cáo và nghiên cứu của Google nêu bật các yếu tố đóng vai trò then chốt đối với sự sáng tạo của quảng cáo trong tương lai.
Tell your own story : how can you build human values for innovation? (preview)WeAreInnovation
Through recent discussions engaging social media and technology experts, innovation leaders and entrepreneurs have outlined a central question that could help generate long term value for their projects: what human values could we define for innovation?
You could see this presentation as a "thinkathon" collating customers, finance stakeholders and business experts views and processing them through methodologies defined as the discussion goes along. We created a tool to capture requirements, a thinking framework to compile user stories into user solutions, and a management tool to monitor costs and results. Finally, we have consolidated results into an end-to-end plan which you can use to tell your own story and build human values for innovation.
This document analyses the role of the social media in communications about a company’s innovations, identifies the most important tools that facilitate this communication and suggests how can innovation generate value for a brand, wondering what is the effective way of identifying innovation assets of a company from the viewpoint of communication.
In Spain reference models in social and professional terms are about search for secure employment in public administrations and large companies. Media in Spain pay less attention to entrepreneurship (especially when it comes to new companies or start-ups)
In order to achieve significant changes in this issue, it is necessary to change the existing paradigm and be able to transform information into knowledge.
This change implies stimulation of entrepreneurship and innovation at the family, school and public levels apart from the corporate level; emphasize close relationship between large, medium and small companies as well as the public and private sectors; provide incentives and financial support for news media that report about innovation; promote traditional and digital journalism specializing in these themes.
Objectives and strategy are the key starting points for planning communication that should conform to the general communication policy of the company. Once this is set, the rest of the key elements are related to creativity and implementation.
Thus innovation objectives should be linked to the company’s strategy and all departments should actively participate in the process of innovation, removing traditional divisional barriers.
Storytelling is vital at the initial stage, and acts as a focal point that determines the rest of communication and content generation tools through platforms developed for co-creation with customers, face-to-face meetings, etc.
In all these media and channels, it is important to control all messages at all stages of the innovation value chain, aligning them with the character of the company and its values, especially those related to transparency, sincerity, the skills to be faster than competitors and be able to keep track of investments.
Managing information and sharing knowledge are key elements for any internal communication policy, and their importance increases when it comes to facilitating innovation and doing it openly, in conjunction with external professionals.
In the world of Internet communication, content is key. But it is also necessary to identify the messages of this content or to know what media and channels are adequate for communications about innovation.
Similar to Mind the BRIC - How to successfully conduct open innovation projects in bric markets (20)
Heavy, Messy, Misleading: How Big Data is a human problem, not a tech onePulsar Platform
"Big data" has been around for a few years now but for every hundred people talking about it there’s probably only one actually doing it. As a result Big Data has become the preferred vehicle for inflated expectations and misguided strategy.
As always, the seed of the issue is in the expression itself. Big Data is not so much about a quality of the data or the tools to mine it, it’s about a new approach to product, policy or business strategy design. And that’s way harder and trickier to implement than any new technology stack.
In this talk we look at where Big Data is going, what are the real opportunities, limitations and dangers and what can we do to stop talking about it and start doing it today.
The problem isn’t your creative… it’s how you get your insightPulsar Platform
Andrew Ho's presentation from his talk entitled “The problem isn’t your creatives… it’s how you get your insight” at Spikes Asia. Andrew discussed how creativity isn’t just the responsibility of advertising agencies.
This presentation is all about why we, as humans, share - and how marketers can create content that fills our sharing needs.
It covers the social roles of sharing (social currency, identity formation, and relationship building) and includes case studies to illustrate how brands can use these natural tendencies to get their content shared.
In an article recently published in Research World Magazine and on his Tumblr blog Abc3d, our Chief Innovation Officer, Francesco D’Orazio outlines the challenges facing the social media monitoring industry – and 10 ways to tackle them.
http://abc3d.tumblr.com/post/62887759854/social-data-intelligence
A paper written by Philippa Rose, Andrew Needham and Saul Parker.
This paper describes FACE's innovation process within the crowdsourcing and co-creating process with Axe consumers.
Many questions are being treated including the demands of Unilever's brief for Axe Skin requiring us to satisfy both short and long term innovation objectives across multiple territories, namely the United Kingdom, United States and Japan in a time and cost effective manner, whilst ensuring the innovations were different viable and routed in genuine consumer insight, Would crowd-sourcing and co-creation, either separately or together, help us to deliver on this demanding brief in ways that could not be met by more traditional approaches?
Embedding user behaviours directly directly into the design process.
In 2011, Nokia wanted to utilize new approaches to product concept development that could uncover consumer behaviours in a more agile and cost effective way compared to traditional ethnographic methods, whilst still leading to the development of rich insights.
Nokia already uses extensive online data for its tracking and analytics functions, but this was the first project to use online methodologies to gather qualitative data and develop insights for generative concept development. The project was a pilot, with a view to including the methodology on the future research agenda. This paper describes the exploration of concept development techniques with online research methodologies, which has now informed Nokia Consumer Intelligence’s approach to online qualitative research.
Written by Sharmila Subramanian, Research Director, Face and Katherine Gough, Head of Ethnographic Resarch, Nokia Design.
How on-line community research can help brands keep their finger on the pulse of shoppers' decision making.
Coca-Cola is one of the world’s strongest brands, delivering consistently high brand equity scores and generating a huge amount of brand love across generations. As the soft drinks market becomes increasingly competitive and diversified, a major challenge for Coca-Cola is ensuring that shoppers continue to actually pick the product up and put it in the supermarket trolley, convenience store basket, the drinks holder in the car, or to open on the bus journey home. In short, the brand faces an on-going challenge to ensure consistent conversion from brand love to purchase and consumption.
This paper outlines some of the approach, some of the learning, and some of the principles from several different studies conducted by Coca-Cola in GB and Ireland between 2008 and 2010.
Written by Philip McNaughton and Beth Corte-Real for Esomar 2011 event.
This is the presentation used in our Viral Video Webinar: Gangnam Style & The Harlem Shake. It covered:
-The two models of viral spread: Top Down vs. Bottom Up
-The 7 common characteristics of viral video
-Influencers vs. communities – which matter more?
-How to measure viral video performance
-And of course… How to maximise the shareability of your own video content
Success in the "Pull Economy" means understanding that a number of significant business principles have changed. In a hyper connected world information flows much faster and more freely. Organisations as a result are subjected to a growing level of collective intelligence and value creation from outside the company's walls brought on by the increased collaboration of customer/consumers, consumers, employees and suppliers in what is now a much larger ecosystem of data, conversation, innovation and participation. There needs to be a knowledge framework to help companies manage this transformational change and maximise as much value from it in a way that benefits the business and the customer/consumer.
Social data mining beyond keywords, Francesco D’Orazio @abc3d @ Big Data London, O’Reilly Strata Conference Special, October 1st 2012 and to Big Data World Congress London, November 7th 2012
Co-Creation allows companies to take the innovation process and turn it on its head. This methodology allows brands to take advantage of the growth of participatory culture and consumer influencers to navigate new market landscapes.
Insight Generation in a simple 3 step process. This was originally presented to students at Oxford University's Said Business School as part of a two-part series on co-creation that we do every year.
This is a story about insights, specifically about augmenting qualitative insights by adding a layer of social media on top. View this presentation to see how you can validate qualitative research insights on a mass scale using social media analysis.
Data Visualisation is a key tool in a any researcher’s toolbox nowadays. But since graphic methods were first designed and then revisited with the introduction of computers, we kind of stopped questioning data visualisation in terms of the real value that’s adding to our research and our ability to produce new knowledge.
Now with Big Data and the Real-Time web we are entering a whole new phase in the history of data Visualisation. New challenges lie ahead and new methods are being devised, so we felt compelled to look into it again to try and focus on how exactly data visualisation really helps us make sense of complexity.
Fresh from our presentation at BigDataWeek London last night, here’s a quick intro to the 10 reasons why we like visualising data.
As brands are increasingly focusing on “publishing” content on the web, and building communities of people who engage with and share that content, the question remains, exactly what impact does that earned engagement have on brand equity and product purchase.
This whitepaper will put forward a method not only to track engagement but to understand how that engagement actually impacts perceptions and behavior.
Mapping the Brand Graph: a study of the O2 audience on Twitter [UPDATED]Pulsar Platform
The objective of the O2 Brand Graph pilot was to mine social media data in a way that would allow us to connect it to audience studies.
This presentation is an initial exploration of how we can use social media to augment a segmentation model with real-time data. Instead of tracking contents by keywords (“horizontal” tracking – any content mentioning specific keywords and keyphrases), we looked into mining social media contents and behaviours by audiences (“vertical” tracking – any content generated from a set of sources, regardless of the features of the content).
These slides were originally presented at the MRS Brand Research Conference. Face's Saul Parker & Esther Garland use their Mortein co-creation as a vehicle to discuss 5 Myths about co-creation.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Putting the SPARK into Virtual Training.pptxCynthia Clay
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Mind the BRIC - How to successfully conduct open innovation projects in bric markets
1. Mind the BRIC – how to successfully conduct open
innovation projects in BRIC Markets
Delivered at the MRS UK New Product Development Conference, March 9th
2011
Esther Garland, Associate Director, Face and Marilena DʼAmone, CMI Director
Emerging Markets, Reckitt Benckiser
Introduction
Many of the largest global businesses are headquartered in the Western world, often
with innovation activities centralized and driven directly from these headquarters.
There is a problem with this approach. Itʼs a fairly obvious point to make, but an
important one, that the emotional and rational needs, the state of the category, and
the level of consumer sophistication differs in each market. And this means Brand
Owners canʼt simply take centralised innovations or concepts, “translate” them and
expect them to work or perform in the same way as they do in our Western markets.
This is why increasingly these global companies are recognizing the need to adopt a
more bespoke innovation strategy.
This is particularly important when it comes to the new “hot” markets such as BRIC
that are ever increasing in terms of significance, power and opportunity with the
seductive combination of huge populations and rapid growth in consumer spending
power.
As brands enter new markets, the need to develop and communicate new products
against new consumer needs and innovating with consumers becomes ever more
important. And getting innovation right leads to big prizes.
But categorizations like BRIC are themselves misleading, and hide a myriad of
important cultural differences. The approach taken to innovation has to be different in
each market; itʼs not a one-size fit all approach however the global pie is sliced.
This paper focuses on the differences inherent between these markets based on
Faceʼs experience of innovating in developing markets over the last couple of years.
It will talk about our experiences gleaned from working in 3 of these BRIC markets
specifically – Brazil, India and China, and show the lessons learned about the crucial
differences in approach and mentality required to co-create successfully NPD
breakthroughs in these markets.
Innovating the Face way
As the co-creation planning agency, Face uses co-creation not only to create new
products for our clients, but increasingly insight, communications, brand positioning
and brand strategies.
We believe in working with people, not at them; working directly with consumers,
clients, agencies and experts in the innovation process as equal and active creative
partners, with each party bringing their own specialist expertise to the table.
2. To work with consumers in this way does require the right type of consumer. We
work with people who are creative, articulate, enthusiastic, skilled abstract and
conceptual thinkers, but who are ultimately consumers, representative of the
category target market demographically and attitudinally and are not professionals
(unless of course that is the target audience!)
We work online and offline, with a process that typically encompasses individual,
small group, “crowd” level samples and back again. (See figure 1)
Figure 1: Faceʼs Innovation Process
4 cultural differentials impacting innovating in BRIC markets
This paper will talk about the differences in approach and mentality required to run
successful co-creative open innovation programs in BRIC markets like Brazil, India
and China.
There is obviously a level of generalization required in order to pull out the
differences between these markets, and as such it is worth recognizing that not all of
the learning and principles will be true in all cases and with all consumers.
However we believe that there are 4 key areas of cultural difference that impact the
approach required to run open innovation projects in these BRIC markets:
1. Openness to innovation
2. Natural interaction dynamics
3. Creative processes
4. Working style
3. 1. Openness to innovation
It once again sounds obvious, but for open innovation to work, a market needs to be
open to the idea of innovation at a cultural level.
Many of the large global brand owners have been so very successful in innovating in
our western markets because as a culture our recent consumerist history has lead us
to believe mostly that new is better; that there is always a bigger, better deal out
there.
That is not always the case.
Our experience has shown us that Brazil is similar to our Western countries when it
comes to openness to innovation, but that it can be more challenging in China.
There are three main traits that lead to a less “innovation open” Chinese
environment.
Firstly we have found it to be difficult for Chinese consumers to challenge the status
quo; their communist social history, and Long Term Orientation1
conditions them to
accept willingly what they are offered as the best option available. Making things
better is simply counterintuitive to many.
Secondly we have found that Chinese Consumers can tend to have a more linear
and rigid thought pattern; the Chinese consumer tends to think about one thing at a
time, and once they get into a particular thought pattern or direction it can be hard to
shift them out of it.
And finally as a product of an education system that emphasizes rote memorization
over creativity, knowledge over ability, we have found they also have a natural
tendency to imitate or copy over innovating – copying both what is already out there
on the market, and what others in their group might come up with.
As a result when working in China the natural scale of innovation is often quite
polarized; the Chinese consumerʼs “creative range” is not very developed. Typically
what comes easiest are either small, simple and very incremental innovations or
something completely tangential (i.e. science fiction or completely out of category or
scope). It can be challenging to get the Chinese consumer to think anywhere in the
middle.
Implications
These points are really most relevant when thinking about the stimulus you use as
part of the creative process, as this can be used both to help stimulate creativity and
bridge the gap in the innovation scale.
Stimulus in China needs to be more abstract and left field in order to give the
Chinese consumer permission to think differently, to knock them off track and get
them challenging the status quo. We have found that using tools such as cross
category and cross culture ideas and experts, random objects textures and images,
counter-intuitive and unrelated words, and imaginary scenarios (often generated from
global trends or the “state of play” in other markets) can be very effective in helping
the Chinese consumer make the required creative leaps.
4. By way of comparison, in Brazil, where consumers have a naturally more conceptual
and dynamic thought model, we have found that stimulus needs to be used more to
direct and set the parameters for them to create within. We have found that here it is
a case of increasing, rather than decreasing the relevance for example using more
adjacent categories, relevant words to avoid generating ideas that are hard to tie
down into a workable idea. Brazilians, as a highly stylistic culture have a natural
tendency to focus on creating abstractly new and exciting concepts in co-creation,
rather than things that actually directly solve an unmet need or desire.
2. Natural interaction dynamics
The importance of group dynamics when conducting research is well documented,
but once you throw the need to create together into the mix as in co-creation,
creating the right group dynamics becomes of critical importance.
There are some crucial differences in how people in each market approach both the
idea and experience of co-creation that drive the need to flex project design and
approach.
Brazil is by nature a collective and highly social culture and this means working in
teams, even with strangers, is in no way daunting or uncomfortable. Opportunities
like taking part in research are often in fact seen as an opportunity to meet new
people and learn new things. Groups will naturally adopt an equal and inclusive
communication pattern, regardless of status or role.
Chinese social culture by comparison is quite formal, reserved, respectful of status
and role, and research can often be seen as “business”. As such we have found that
consumers donʼt naturally and spontaneously interact with one another in these open
innovation sessions, instead preferring to focus the majority of their communications
on the moderator.
Furthermore there are important differences in how people naturally relate to each
other when they do talk in these cultures.
In China, stimulating debate is hard; opinions are kept to themselves unless explicitly
asked for on an individual basis; maintaining harmony and balance is the prevailing
norm.
In Brazil, the intellectual cut and thrust that allows ideas to develop and grow
happens naturally; argument and debate is the standard mode of social
communication and interruption is viewed as enthusiasm!
Implications
This means in China the workshop agenda and exercises have to be designed to
structure a group building process necessary for open innovation.
We have found that including a mix of individual and group exercises all the way
throughout the sessions helps with this as it both forces the Chinese consumer to
challenge thinking and gives them permission to do so without losing face or
disrupting group harmony.
5. The more reserved and status aware, natural interaction dynamic in China also
requires that when working face to face with consumers in the way Face often work,
in a number of small co-creative teams, each team needs “internally facilitating” to
help foster and normalize that dialogue and group dynamic.
This has obvious implications in terms of the resource required to drive the program
forwards both from an agency and client perspective. Itʼs crucial from a client team
not only to have people who are personable and able to suspend being a “client” and
engage on an equal level, as in all co-creation, but people who are also capable of
using their clients skills in a consumer friendly way.
However even though we have mentioned the fundamentally Chinese issues around
individuality and their place in groups and society, it is worth making clear that we
experienced none of the issues around working directly with clients in China that one
may have anticipated.
We believe that this is due to the type of consumer that Face typically involve in their
co-creation programs. For these creative, articulate, forward thinking consumers, the
respect for status manifests itself in more sensitive way than providing a handicap to
the process.
Figure 2: Natural interaction dynamics
The above learning around natural interaction dynamics in both cultures also teach
us something about the best way to interact with these cultures in open innovation.
In Brazil the best stuff comes from working face to face. Brazilians are of course a
culture that share and interact by their very nature; a culture where touch and body
language are as important facets of communication as words. Online tends to lack
the emotion or engagement characteristic of their culture; itʼs effectively asking a
Brazilian to communicate with their hands behind their back!
In China on the other hand online is the perfect medium. Where Chinese consumers
are colder, more reserved, more closed off to the facilitator and each other face to
6. face, the exact opposite is true online. The anonymity affords permission for the
Chinese consumer to express themselves more openly without the fears of “losing
face” or being judged. Through working with Chinese consumers on our Mindbubble
platform, we have found you can get fantastic, emotional stories, verbal imagery and
language, and a real honesty and interaction between participants that is incredibly
insightful and helpful in building concepts and innovations.
3. Creative Processes
The outputs required in innovation are typically the same wherever in the world you
are doing it, but in order to get there clients and agencies need to recognize the
difference in how consumers think and tailor their approaches accordingly. This is
perhaps the biggest area of significance when it comes to thinking about how to
approach open innovation in these markets, and areas where some of the biggest
differences exist within consumers in BRIC (Figure 3).
Chinese consumers have a tendency to be very rational and literal, and Mianzi
(saving face related to personal prestige) is still a strong cultural influence. We have
found that the Chinese consumer tends to be extremely diligent and fearful of
misinterpreting instructions or not being able to do the task required of them.
By comparison the Brazilianʼs natural start point is more emotional and abstract; their
natural thought process more dynamic and fragmented. However they are still goal
orientated and have a low tolerance of uncertainty.
In India there is less of a focus on logic at all; the Indian consumer is much more
open to unstructured ideas and situations than either Brazil or China. Additionally the
Indian consumer tends to be much more task orientated, with the enjoyment of a
process derived as much from the inherent tasks as the achievement of the end goal.
Implications
The above findings have significant implications on how agencies need to structure
projects and agendas in each market.
In order to run a successful co-creation in China, agencies need to design very clear,
concrete, discrete tasks, and help the Chinese consumer build up to the final output
logically and sequentially. Project and workshop design needs to take them on a
journey, step by step. Additionally agencies need to design the agenda and exercises
such that they allow the Chinese consumer to be literal and functional first, and then
add on the emotional to those building blocks.
In Brazil by comparison, agencies need to use techniques and tools to allow
consumers to build in the rational and tangible; to ground the emotional and abstract
in real needs and benefits.
In India an agenda comprised of discrete but seemingly unrelated sections can work
well as not only does it play better into how they naturally think, but it helps keep the
more task orientated Indian consumer engaged.
7. Figure 3: Creative processes
We have found that using a series of templates that build up to a final output works
well in China. It not only provides a framework that allows the consumer to feel
completely safe to create within, but it also provides a tangible output and roadmap
for them which removes anxiety around performance and achievement.
Perhaps counter-intuitively, we have found templates can work well in Brazil, as they
force the naturally abstract and conceptual Brazilian to structure their thinking and
build in the logic. However it is key to position them as a way to capture the overall
idea at the end of the process rather than a framework for telling the story used
throughout (Figure 4).
Figure 4: Templates help structure thinking
8. The outlined differences in creative process and nature also contain some learning
for the final outputs from co-creation, be that NPD or brand.
In China when it comes to developing and writing concepts rational, functional
substantiation is key for the Chinese consumer – very emotionally focused or
expressed concepts struggle with believability.
However, in Brazil often the rational substantiation is less necessary. Brazil is a very
high context culture2
, meaning a strong emphasis is placed on the overall
presentation rather than on the words used alone. As a result, for many Brazilians,
the eloquence with which you present your position becomes a part of the message.
So, often, as long as it is interesting, emotive and inspiring it will be received with
warmth.
4. Working style
The final section of our paper deals with the different approaches to task completion
in the different markets.
A workshop should always be fun and creative (in our opinion, whatever the market
or brief) but itʼs worth stating here that the more rational and literal mental style and
approach of the Chinese consumer does not mean that agencies should run equally
rational and literal sessions. The Chinese consumer can be highly creative, with
conditions created to help them get to where you need them be.
But even with the most playful and dynamic workshop in the world, differences in
approach to task completion will have knock on effects for facilitation style.
Chinese culture places a strong focus on achievement and success, and consumers
are task committed with a strong sense of personal responsibility to the group.
However their fear of losing face, means that unclear instructions or expectations
related to a task will not be challenged or questioned by a Chinese consumer, and
this will create anxiety and discomfort that can hinder the process more than it would
in other cultures.
Brazilian consumers will attack each and every exercise with passion and gusto for
as long as it is fun and stimulating. Brazilians naturally talk and think quickly and
dynamically, meaning that boredom has a tendency to be quick to come by and will
not to be tolerated well. Interestingly, and perhaps in contrast to Geert Hofstedeʼs
findings around the Brazilianʼs low tolerance for uncertainty, we have found that the
Brazilian consumer also appears to like the ambiguity of how to reach an end goal as
it allows them to be more creative and more naturally suits how they think.
In India however we have found itʼs harder to keep consumers focused on the task,
both in terms of time and depth of thought and interrogation, before descending into
the natural social chatter that is characteristic of Indian culture.
Implications
These differences in working style mean that Facilitators have to adopt different roles
and styles in the different markets.
9. In China, the role of the Facilitator is to direct and support the consumers clearly
through each stage of the task not only to ensure the objectives are achieved, but
also to ensure the Chinese consumer feels comfortable and empowered to be
creative.
In Brazil the role of the Facilitator is to set the overall goal of the task but then step
out and let the Brazilian consumer get there however they see fit – negotiating the
journey seems to be half the fun (as evidenced by the very Brazilian Jieto)!
When working in India we have found that the role and approach of the Facilitator
should be more akin to a coach or school mistress; keeping the Indian consumers
focused, encouraging them to probe and push further as they may not naturally go
there themselves.
Conclusions
The speed with which you can negotiate co-creative innovation programs in the
markets differs, as does the amount of planning, and resource required (particularly
when working face to face). As such agency and client teams need to be realistic
both about how long a co-creation project will take to yield, but how much time and
energy they will have to commit to the process itself.
Conducting open innovation programs take significantly longer in China, or India than
in Brazil.
In Brazil they think and talk fast and groups need less internal facilitation, however
the more structured and logical path you need to go through in China means that
things just take longer. While in India itʼs a case of a slower pace of thought and life
overall, and it is harder to keep them focused – and of course the numerous food
breaks!
It is undoubtedly tougher in China and India than in Brazil as you do need to plan
more carefully and devote resource. But instilling that diligence in planning and,
particularly in China, utilizing online methodologies can bring huge rewards both
emotionally and physically.
Co-creating in developing markets is definitely possible, despite their developing
status, and with the right approach, the rewards for any agency or Brand owner can
be significant.
References:
Edward T. Hall, Beyond Culture, 1976
Geert Hoffstede Cultural Dimensions www.geerthoffstede.com