Research Communities: an introduction
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InSites builds over 100 private online research communities a year for global clients like Heinz, Unilever, Danone, Philips, Vodafone, Heineken, Red Bull and many more.
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Research Communities: an introduction
- 1. It is time to re-invent marketing (research). Because power has shifted to the consumer.
- 2. Power has shifted to the consumer. Get used to it and understand how to lead instead of how to control.
- 3. We are different from our target audience! Q : When you compare yourself to the consumers in your target group, to what extent do you see an overlap or a difference between both? CONSUMER TWIN SCORE
- 4. One way to get connected is get marketers in the living room of the consumer.
- 5. An alternative way is to get consumers in the ‘boardroom’ of your organisation.
- 6. FMCG I Unilever FMCG I Kraft FMCG I Danone Media I VMMa FMCG I Heinz Media I MSN Telco & technology I Vodafone Financial services I ING Communities at the core of new generation research. Always-on research with consumers acting as part-time marketers.
- 7. Key learnings. What makes research communities work?
- 8. WHO? WHAT? HOW? 24/7 3 key questions to tackle.
- 9. i•den•ti•fi•ca•tion [ahy-den-tuh-fi-key-shuhn,] noun The convergence of brand's values with that of the person, and the degree to which the brand is regarded as having personal relevance. Typically represented by concentric circles moving closer. You Brand WHO? What is connecting community members? Importance of brand and/or topic involvement.
- 10. 150 WHO? Dunbar’s number: 150 members is the maximum number enabling social interactions on a community.
- 11. Never underestimate the power of n=1 WHO? Creating in-depth relationships with few rather than superficial relationships with many.
- 12. WHAT? Make sure to make it an experience. Theme park for long-term communities, fair time for short-term communities.
- 13. Being able to mix The story Equilibrium The methods The results WHAT? Creating an experience is hard work. Creating the right mix.
- 14. HOW? Commitment from community members. Meet & greet, taking them on a guided tour, giving back.
- 15. HOW? Commitment from the moderator. Instead of the X-factor, we talk about the C-factor.
- 16. HOW? Commitment from the company. Buy-in, engagement, input.
- 17. Putting it into practice. Case Ben & Jerry’s, connecting with brand fans.
- 18. 1978: friends Ben Cohen and Jerry Greenfield start an ice cream business
- 19. 2010: being part of Unilever today, but keeping loyal to the same principles defined in 1978
- 20. Experiment Feel heartbeat Activation potential Feedback & ideas A research community was the most suitable research method for this range of challenges.
- 21. 200 Dutch & Flemish consumers sharing their ideas and feedback during 3 months on 120 topics (3.500 posts).
- 22. WHO? Recruitment on B&J fan pages. Using natural communities for recruitment of research community.
- 23. WHO? Ending up with real brand fans. Based on attitudes as well as behaviour.
- 24. Communication & activation Consumer experience & innovation Corporate social responsibility WHAT? Revealing the conversation guide. Members were able to understand what to expect.
- 25. HOW? Commitment from the moderator. Meeting up with Ben & Jerry themselves before the kick-off of the community.
- 26. RESULTS? Overwhelming amount of information. Today, the marketing plan is being reviewed by members
- 27. What about Coca-Cola? Translating the principles to your brands.
Editor's Notes
- This section wants to provide background for the rest of the story.We need to change marketing thinking as a result of the fact that the consumer has gained more power versus the marketer.
- Power has shifted, so ...While we all know that the consumer is ultimately in the driver’s seat, the context has dramatically changed, giving significant more power to consumers than before. This is a wake-up call for marketing. Instead of trying to control everything, marketers need to embrace consumer power and lead consumers, provide them context and opportunities to be involved in building brands and creating new products and services.Why has power shifted? New mass media are available to every consumer (your number of followers on Twitter, your post on heavily visited consumer blogs, ...) Turning word-of-mouth into world-of-mouth: the effects of word-of-mouth are way more far-reaching than ever before (via social media) Consumers trust each other most: most studies support the fact that people are especially influenced by other people and less by media, advertising, PR, ... Making it their brand, not yours: marketers need to let go and understand that they do not control their brand, it is in the hands and minds of consumers So involve them in what you are doing: +50% of consumers want to co-create with marketers, they also expect it from brands And learn how to let go: leverage on the power that consumers have today and use them as part-time marketers, supporting your activation efforts as a marketer
- One dimension of being connected is the connection between marketers and consumers.The Meet the Joneses results reveal that while most marketers think they are pretty connected to consumers, they perform relatively bad on the test. All results of the Meet the Joneses test can be downloaded here: include link to Slideshare presentation on Meet the Joneses.This slide deals with everything we do within the business unit “Exploration and insight generation”, with a strong focus on observational research (ethnography, social media netnography, ...).Next to that, we have a very good understanding of how generation Y thinks and acts via all knowledge we have available on them and included in Joeri’s book. Also the TalktoChange research community allows us to be connected to consumers in more than 35 countries across the globe.
- This section wants to provide background for the rest of the story.We need to change marketing thinking as a result of the fact that the consumer has gained more power versus the marketer.
- Wat hebben we geleerd: terug te brengen op drie niveaus: WieWaten op welke manierWie moet er in zo’n community over de 150 - gaat over brand identificationWat is theme park (stimulus / input / oefeningen / Hoe moeten we dit faciliteren : zorg voroeht verhaal, newsletters, het platform, de moderator
- Consumers identifying with your brand are the ones talking positively about it, ultimately having an impact on brand equity.Results from our brand leverage study conducted in 15 countries in cooperation with Houston University can be accessed here: include results.
- Dunbar'snumber (Het getal van Dunbar) is de vermeende cognitieve grens aan het aantal individuen waarmee een persoon een stabiele sociale relatie kan onderhouden. Dit axioma werd in 1993 gepostuleerd door de Engelse antropoloog Robin Dunbar.Dunbar kwam aan een gemiddeld maximum aantal van ongeveer 148 (meestal wordt aangehouden 150) personen met wie een mens een bepaalde relatie kan onderhouden, onder de voorwaarde dat alle "deelnemers" hun best wilden doen om tot die kring te behoren.
- We hebben er veel meer aan om relevante content: kwaliteit boven kwantiteit, diepgang vs. oppervlakkigheid
- A peer Trust Inspirational Collaborative Behind the scenes Connecting
- This section wants to provide background for the rest of the story.We need to change marketing thinking as a result of the fact that the consumer has gained more power versus the marketer.
- In 1977 lifelong friends Ben Cohen and Jerry Greenfield completed a correspondence course on ice cream making from Pennsylvania State University's Creamery. On May 5, 1978, with a $12,000[2] investment the pair opened an ice cream parlor in a renovated gas station in downtown Burlington, Vermont. In 1979, they marked their anniversary by holding the first-ever free cone day, now a nationwide annual celebration.In 1980, Ben and Jerry rented space in an old spool and bobbin mill on South Champlain Street in Burlington and began packing their ice cream in pints. In 1981, the first Ben & Jerry’s franchise opened on Route 7 in Shelburne, Vermont. In 1983, Ben & Jerry’s ice cream was used to build “the world’s largest ice cream sundae” in St. Albans (city), Vermont; the sundae weighed 27,102 pounds. In 1984, Häagen-Dazs tried to limit distribution of Ben & Jerry’s in Boston, prompting Ben & Jerry’s to file suit against the parent company, Pillsbury, in its now famous “What’s the Doughboy Afraid Of?” campaign. In 1987, Häagen-Dazs again tried to enforce exclusive distribution, and Ben & Jerry’s filed its second lawsuit against the Pillsbury Company. In 1985, the Ben & Jerry’s Foundation was established at the end of the year with a gift from Ben & Jerry's to fund community-oriented projects; it was then provided with 7.5% of the company’s annual pre-tax profits. In 1986, Ben & Jerry’s launched its “Cowmobile”, a modified mobile home used to distribute free scoops of Ben & Jerry’s ice cream in a unique, cross-country “marketing drive”—driven and served by Ben and Jerry themselves. The “Cowmobile” burned to the ground outside of Cleveland four months later, but there were no injuries. Ben said it looked like “the world’s largest baked Alaska.”[3]In 1988, the pair won the title of U.S. Small Business Persons Of The Year, awarded by U.S. PresidentRonald Reagan. Also this year, the first brownies were ordered from Greyston Bakery, which led to the development of the popular Chocolate Fudge Brownie flavor.[4] In 1992, Ben & Jerry’s joined in a co-operative campaign with the national non-profit Children's Defense Fund; the campaign goal was to bring children’s basic needs to the top of the national agenda. Over 70,000 postcards were sent to Congress concerning kids and other national issues.Ben & Jerry's ice-cream branch at the United Square Shopping Mall in Singapore.In April 2000, Ben & Jerry's announced its acquisition by British-Dutch multinational food giant Unilever.[5] Unilever said it hopes to carry on the tradition of engaging "in these critical, global economic and social missions." Although the founders name is still attached to the product, they do not hold any board or management position and are not involved in day-to-day management of the company.[citation needed]In 2001, Ben & Jerry's U.S. completed transition to "Eco-Pint" packaging, which packaged all pint flavors in environmentally-friendly unbleached paperboard Eco-Pint containers, a decision it later reversed. The use of brown-kraft unbleached paperboard had been a critical first step toward a totally biodegradable pint made without added chlorine. However, due to what they described as increasing supply, quality, and cost challenges, Ben & Jerry's discontinued their use of the Eco-Pint in 2006, transitioning to a pint container made out of a bleached paperboard that it said was more readily available with superior forming characteristics.On Earth Day in 2005, when a vote in the U.S. Senate proposed the opening of the Arctic National Wildlife Refuge to oil drilling, Ben & Jerry's launched a protest by creating the largest ever Baked Alaska, which weighed 900 pounds, and placed it in front of the US Capitol Building.[6][7]In March 2009, "CyClone Dairy" launched an advertising campaign and a website to promote its milk products, which purportedly came exclusively from cloned cows.[8] On April 1, 2009 (April Fool's Day), Ben & Jerry's announced that it was behind this fake company. Ben & Jerry's had created the tongue-in-cheek hoax to raise awareness of the increasing presence of products from cloned animals within American food,[9][10] and to campaign for a tracking system of cloned-animal products.[11] The hoax was revealed on April Fool's Day with the message: "We believe you should have the right to choose which foods you eat – and not to eat cloned foods if you don’t want to. And that's why Ben & Jerry’s believes we need a national clone tracking system, so people and companies can know where their food is coming from."[12]
- link deze slide terug aan de Guided tour: leidraad, neem de members mee aan de hand: eerste paar weken, daarna en tot slot…..
- This section wants to provide background for the rest of the story.We need to change marketing thinking as a result of the fact that the consumer has gained more power versus the marketer.