Minority Report in Research Communities Tom De Ruyck
The document discusses how minority report can help prevent member disengagement in online research communities. It proposes using text mining, natural language processing and behavioral analysis to detect different member types and their risk of disengagement. Predictive models can then predict future disengagement based on past data and prevent it by developing personalized engagement strategies tailored for each member. The approach aims to make community management more proactive, scalable and data-driven through human-machine collaboration.
BAQMaR 2014 Opening Talk: 'Disrupt or Be Disrupted'Tom De Ruyck
The document discusses how the world is changing faster than ever before with customers' needs evolving rapidly and new technologies emerging daily. New business models are disrupting markets and this increased competition means an agency needs to adapt, collaborate, and create value through networks to remain relevant. It encourages the reader to dream big but also be brave in their transformation to thrive in this new, disruptive environment.
'Harder, better, faster, stronger': deep insights through more indirect & cre...Tom De Ruyck
The document discusses techniques for gaining deep insights through more indirect and creative questioning in online qualitative research. It presents seven techniques including using more visuals and fewer words in questions, measuring emotional and implicit responses, and conducting deep dive activities with consumer consulting boards to gain fresh insights and concrete actions. Discovering new opportunities through these techniques can lead to structural collaboration with consumers and a better understanding of consumer behavior and context.
This document discusses building a culture of collaboration in organizations by breaking down silos. It suggests starting at the executive level and empowering movers and shakers to drive collaboration across online and offline channels, with the goal of transforming the organization to have no lines between teams.
This document summarizes a presentation on innovative marketing research methods. It discusses how research insights are often not effectively shared or acted upon within organizations. It proposes shifting the focus from research methods to business impact, and using content marketing strategies to better activate insights across organizations. These include using mind maps, consumer news updates, and workshops to spread insights beyond individual departments and trigger collaboration around insights. The goal is to turn insights into "memes" or ideas that spread widely within an organization's culture to drive real business impact.
The document contains tips and advice for presenting design work to clients or at events. It emphasizes developing a storyline around the idea (#1-#3), rehearsing the presentation multiple times (#7), and addressing potential problems like lack of confidence, stress, or getting lost in translation through practicing attitude, body language, storytelling and interacting with multiple people. It also provides links to sites for finding images and suggests focusing on solutions in addition to identifying problems. The overall message is the importance of preparing and practicing an engaging presentation to successfully convey design ideas.
1) Dorel Juvenile wanted to understand how to improve their position in the baby and toddler car seat market as parents were not choosing their car seats when children grew older.
2) Dorel launched The Dorel Studio, a digital platform to build "memes" or ideas that could spread within the company's culture to influence consumer behavior.
3) The Studio allowed employees to share insights, problems, and solutions through posts and comments. It increased market understanding across the company and improved the quality of ideas over time.
Exploring the World of Water - Danone R&D Case StudyTom De Ruyck
Danone wanted to understand water consumption habits and perceptions in order to determine the main consumer benefits of water. To investigate from different angles, a 'fusion research' design was implemented combining multiple methods. This included a user-generated brainstorm, quantitative diary, multimedia ethnography, and research community. The goal was to confirm benefits of water and which would be most impactful. This holistic approach allowed for triangulation of insights to develop a comprehensive understanding of water from the consumer perspective.
Minority Report in Research Communities Tom De Ruyck
The document discusses how minority report can help prevent member disengagement in online research communities. It proposes using text mining, natural language processing and behavioral analysis to detect different member types and their risk of disengagement. Predictive models can then predict future disengagement based on past data and prevent it by developing personalized engagement strategies tailored for each member. The approach aims to make community management more proactive, scalable and data-driven through human-machine collaboration.
BAQMaR 2014 Opening Talk: 'Disrupt or Be Disrupted'Tom De Ruyck
The document discusses how the world is changing faster than ever before with customers' needs evolving rapidly and new technologies emerging daily. New business models are disrupting markets and this increased competition means an agency needs to adapt, collaborate, and create value through networks to remain relevant. It encourages the reader to dream big but also be brave in their transformation to thrive in this new, disruptive environment.
'Harder, better, faster, stronger': deep insights through more indirect & cre...Tom De Ruyck
The document discusses techniques for gaining deep insights through more indirect and creative questioning in online qualitative research. It presents seven techniques including using more visuals and fewer words in questions, measuring emotional and implicit responses, and conducting deep dive activities with consumer consulting boards to gain fresh insights and concrete actions. Discovering new opportunities through these techniques can lead to structural collaboration with consumers and a better understanding of consumer behavior and context.
This document discusses building a culture of collaboration in organizations by breaking down silos. It suggests starting at the executive level and empowering movers and shakers to drive collaboration across online and offline channels, with the goal of transforming the organization to have no lines between teams.
This document summarizes a presentation on innovative marketing research methods. It discusses how research insights are often not effectively shared or acted upon within organizations. It proposes shifting the focus from research methods to business impact, and using content marketing strategies to better activate insights across organizations. These include using mind maps, consumer news updates, and workshops to spread insights beyond individual departments and trigger collaboration around insights. The goal is to turn insights into "memes" or ideas that spread widely within an organization's culture to drive real business impact.
The document contains tips and advice for presenting design work to clients or at events. It emphasizes developing a storyline around the idea (#1-#3), rehearsing the presentation multiple times (#7), and addressing potential problems like lack of confidence, stress, or getting lost in translation through practicing attitude, body language, storytelling and interacting with multiple people. It also provides links to sites for finding images and suggests focusing on solutions in addition to identifying problems. The overall message is the importance of preparing and practicing an engaging presentation to successfully convey design ideas.
1) Dorel Juvenile wanted to understand how to improve their position in the baby and toddler car seat market as parents were not choosing their car seats when children grew older.
2) Dorel launched The Dorel Studio, a digital platform to build "memes" or ideas that could spread within the company's culture to influence consumer behavior.
3) The Studio allowed employees to share insights, problems, and solutions through posts and comments. It increased market understanding across the company and improved the quality of ideas over time.
Exploring the World of Water - Danone R&D Case StudyTom De Ruyck
Danone wanted to understand water consumption habits and perceptions in order to determine the main consumer benefits of water. To investigate from different angles, a 'fusion research' design was implemented combining multiple methods. This included a user-generated brainstorm, quantitative diary, multimedia ethnography, and research community. The goal was to confirm benefits of water and which would be most impactful. This holistic approach allowed for triangulation of insights to develop a comprehensive understanding of water from the consumer perspective.
The document appears to be describing a SaaS solution called The Insight Activation Studio that helps companies bring together consumer insights, generate ideas, and turn insights into actions. It allows users to launch walls to discover insights, add observations and ideas. Quotes from customers praise its visual and bitesize format, ability for insights to flow across organizations, and for employees to turn insights into action.
Inspirational Customer Dialogues - IKEA Catalogue [PAPER]Tom De Ruyck
The document discusses using online communities as a research tool to evaluate IKEA's yearly catalog. A qualitative study was conducted through online communities in 5 countries to understand reactions to IKEA's 2013 catalog and possible covers for the 2014 edition. The communities allowed researchers to triangulate data from different customer types, research methods, environments, and perspectives. This provided a more comprehensive understanding compared to traditional focus groups. Key benefits of the online communities included obtaining insights from more diverse participants over a longer period, combining various research techniques, and involving participants in additional testing and evaluation stages. The communities served as a flexible, cost-effective "fusion research tool" to holistically evaluate IKEA's iconic catalog.
iStrategy Talk - Online Customer Communities Tom De Ruyck
This document summarizes a presentation about using owned social customer engagement to transform marketing. It discusses how marketers can reach and engage the largest number of users through their own domains rather than external social media channels. It presents data showing most users are reached and engagement is deepest on companies' primary websites and microsites rather than Facebook, Twitter, etc. Having one's own online communities allows building direct relationships and collaborating with customers. The document then discusses benefits and ROI of owned communities and gives an example of Heineken using an owned research community to gather ideas from designers on enhancing the club experience. It concludes by thanking the audience and asking for any questions.
How structural collaboration leads to value propositions in the financial sectorTom De Ruyck
Structural collaboration involves integrating customer input and feedback into every phase of a company's decision-making process on an ongoing basis. This allows customers to provide insights, help develop new ideas and concepts, and ensure proper implementation by verifying company interpretations are correct. Only 3% of companies currently develop new products and services through this level of customer involvement. The key benefits are creating better products and service, increased agility to adapt quickly, adding "consumer feeling" to strategic decisions, and improving marketing and public relations. Successful structural collaboration requires establishing the right objectives, processes, and cultural mindset.
Heineken: Designing the Club of TomorrowTom De Ruyck
Heineken invested in showing their passion for design through projects like their award-winning aluminum bottle. In 2011, they launched a global design project to develop a visionary nightclub in co-creation with emerging designers. They conducted research with clubgoers to understand their needs and provide insights for designers. This resulted in a consumer journey map used to brief designers. The concept club developed was showcased in Milan and was well-received, enhancing Heineken's reputation for innovation. The project demonstrated the value of co-creation and how understanding consumers can inspire impactful design solutions.
The webinar discussed how companies can use consumer communities to better understand customers. It explained that communities of 50-150 interested customers can provide insights over 3 weeks to months. Case studies showed how communities helped engage executives with consumer stories and insights to inspire actions. The webinar emphasized balancing real customer stories with actionable research results and measuring community efforts.
Digital Marketing Live Workshop - Co-creationTom De Ruyck
This document discusses collaborating with consumers through co-creation. It provides an example of how Heineken collaborated with designers, consumers, and researchers to develop new designs. It notes some of the challenges of structural collaboration from the perspective of both companies and consumers, such as companies having resistance to new initiatives or consumers having no compensation for their ideas. However, it also discusses opportunities like generating positive word-of-mouth for companies or allowing consumers to seek information and fulfill personal needs. The document emphasizes that co-creation is about learning from each other through the process rather than just the finished product outcome.
The document discusses co-creation concepts and ideas between companies and consumers. It notes that for every 4 projects that enter development at companies, only 1 makes it to the market, and at least 1 in 3 products fail despite planning and research. It advocates engaging consumers in the innovation process to develop things that people want by refining, redefining, competing with, and creating new categories. The document outlines a process for effective co-creation projects that includes defining objectives, selecting participants, briefing them, generating ideas in an online community, selecting the best ideas, and improving concepts through workshops.
This document discusses the massive changes brought about by digital, social, and mobile technologies. It notes that consumer collaboration and co-creation are increasingly important, as shown by metrics on how often consumers engage with brands online and provide feedback. The document advocates that companies appoint a Chief Consumer Officer to facilitate structural collaboration with consumers and help transform companies to be ready for the future.
GOR Best Practice Award 2016: InSites Consulting & Danone BeneluxTom De Ruyck
This document discusses how Danone Benelux is using a "Danone Studio" approach to more effectively activate and spread consumer insights within their organization. It found that most marketers currently just use PowerPoint to present insights, but this format does not generate as much impact. The Danone Studio approach involves various interactive techniques - like an inspiration wall, tiles, and workshops - to trigger conversations between marketers and spark new insights. It aims to spread ideas and behaviors (i.e. memes) throughout the company to better influence marketing decisions with consumer perspectives at their core. The keys to success include setting the right purpose, team, business need, and using both online and offline as well as convergent and divergent thinking
The document appears to be a series of tweets between two people, Tom and Anouk, who discuss online research communities and techniques. They address issues like representativeness, participation levels, compensation, gamification, creative techniques, mobile access, and how community members can help researchers.
The document discusses online research communities (MROCs) and how they can provide benefits to market researchers. It outlines three types of benefits: automational benefits like accessing results faster at a lower cost, informational benefits such as richer discussions, and transformational benefits including increased impact and embedding customer voice in organizations. The document advocates co-creating with stakeholders including research participants, colleagues, and clients to improve MROCs and realize their full potential benefits. It concludes that creativity is needed in uncertain economic times, methods should be evaluated, value co-created, and one should "walk the talk".
ESOMAR Qualitative 2012: MROC case with Air France / KLMTom De Ruyck
The document describes a 3-phase study conducted to gain insights and develop new concepts to optimize transfer services for Air France and KLM. Phase 1 involved multimedia ethnography and online research to gather 400 observations on transfer experiences. Phase 2 used the insights to generate 450 ideas and concepts through ideation and online discussion. Phase 3 had 1269 members judge 4 selected concepts to provide feedback and develop a final proposition. The document concludes by advocating crossing boundaries of time, methods, and professions to increase the business impact of research.
Becoming a Consumer-Centric-Thinking OrganizationTom De Ruyck
The document discusses transitioning a business from selling products to telling stories by leveraging consumer insights. It emphasizes becoming a cook-centric company by sharing passion for cooking and recognizable stories. The presentation encourages starting a conversation and believing in the strategy to create a pull effect through meetings, training, and maximizing consumer insights. The overall message is about managing a business through storytelling and a consumer-focused approach.
This document discusses collaborating with consumers in Asia and best practices for online communities. It notes that half of emerging markets and internet users are located in Asia. Most social media users are connected to brands, and Asian consumers want to collaborate with brands. It provides examples of using online communities to evaluate products like the IKEA catalogue and understand consumers like urban parents. When managing communities in Asia, the role of the moderator is important and approaches may need to be adapted for local contexts and mobile use.
This document discusses using an online research community (MROC) to explore challenges in future-proofing market research insights. It summarizes the history and development of MROCs and applies the approach to a client question about evolving Australian evening meal trends. The MROC engaged over 150 participants through moderation, gamification elements, and collaboration to generate in-depth qualitative insights over time into consumer trends and inspiration for new products.
Global Evaluation of the IKEA Catalogue - Inspirational Customer DialoguesTom De Ruyck
The document discusses how a global brand moved from using focus groups to research communities to gain consumer insights. Research communities allow for triangulation of data across methods, environments, theories, and investigators. They provide deeper insights in a more cost-efficient way and enable testing things not possible with focus groups. The brand used research communities in 5 countries to evaluate its 2013 catalogue, gain feedback on cover ideas for 2014, and measure consumer reactions implicitly. It facilitated dialogue between internal and external stakeholders.
This presentation provides insights into social media usage based on a survey of over 7,800 consumers across 19 countries. Some key findings include:
- Facebook dominates global social media awareness and usage, while emerging platforms like Instagram and Pinterest show strong growth potential.
- On average, people join 1-3 social networks, with most having accounts on Facebook and one other site.
- Over 7 in 10 internet users belong to at least one social network, with over 1.5 billion people using social media globally.
- Mobile is accelerating social media engagement, with over half of smartphone owners using apps and comparing prices online.
Co-Everything: the Itch of Users in InnovationTom De Ruyck
This document discusses various ways that companies are involving crowds and customers in the innovation process, from crowdfunding and user-generated products to co-creation and allowing customers to test beta versions of products and services. It emphasizes that customers, especially younger generations, want to be involved in the innovation process and providing them tools to collaborate can lead to new ideas.
The Transformers - What it Takes to Lead the Change in Market ResearchTom De Ruyck
The document discusses a conversation between two Twitter users, @tomderuyck and @baqmar, about The Transformers. However, the summary cannot provide any meaningful details as the original text contains only the Twitter handles with no other context or content to summarize.
The document appears to be describing a SaaS solution called The Insight Activation Studio that helps companies bring together consumer insights, generate ideas, and turn insights into actions. It allows users to launch walls to discover insights, add observations and ideas. Quotes from customers praise its visual and bitesize format, ability for insights to flow across organizations, and for employees to turn insights into action.
Inspirational Customer Dialogues - IKEA Catalogue [PAPER]Tom De Ruyck
The document discusses using online communities as a research tool to evaluate IKEA's yearly catalog. A qualitative study was conducted through online communities in 5 countries to understand reactions to IKEA's 2013 catalog and possible covers for the 2014 edition. The communities allowed researchers to triangulate data from different customer types, research methods, environments, and perspectives. This provided a more comprehensive understanding compared to traditional focus groups. Key benefits of the online communities included obtaining insights from more diverse participants over a longer period, combining various research techniques, and involving participants in additional testing and evaluation stages. The communities served as a flexible, cost-effective "fusion research tool" to holistically evaluate IKEA's iconic catalog.
iStrategy Talk - Online Customer Communities Tom De Ruyck
This document summarizes a presentation about using owned social customer engagement to transform marketing. It discusses how marketers can reach and engage the largest number of users through their own domains rather than external social media channels. It presents data showing most users are reached and engagement is deepest on companies' primary websites and microsites rather than Facebook, Twitter, etc. Having one's own online communities allows building direct relationships and collaborating with customers. The document then discusses benefits and ROI of owned communities and gives an example of Heineken using an owned research community to gather ideas from designers on enhancing the club experience. It concludes by thanking the audience and asking for any questions.
How structural collaboration leads to value propositions in the financial sectorTom De Ruyck
Structural collaboration involves integrating customer input and feedback into every phase of a company's decision-making process on an ongoing basis. This allows customers to provide insights, help develop new ideas and concepts, and ensure proper implementation by verifying company interpretations are correct. Only 3% of companies currently develop new products and services through this level of customer involvement. The key benefits are creating better products and service, increased agility to adapt quickly, adding "consumer feeling" to strategic decisions, and improving marketing and public relations. Successful structural collaboration requires establishing the right objectives, processes, and cultural mindset.
Heineken: Designing the Club of TomorrowTom De Ruyck
Heineken invested in showing their passion for design through projects like their award-winning aluminum bottle. In 2011, they launched a global design project to develop a visionary nightclub in co-creation with emerging designers. They conducted research with clubgoers to understand their needs and provide insights for designers. This resulted in a consumer journey map used to brief designers. The concept club developed was showcased in Milan and was well-received, enhancing Heineken's reputation for innovation. The project demonstrated the value of co-creation and how understanding consumers can inspire impactful design solutions.
The webinar discussed how companies can use consumer communities to better understand customers. It explained that communities of 50-150 interested customers can provide insights over 3 weeks to months. Case studies showed how communities helped engage executives with consumer stories and insights to inspire actions. The webinar emphasized balancing real customer stories with actionable research results and measuring community efforts.
Digital Marketing Live Workshop - Co-creationTom De Ruyck
This document discusses collaborating with consumers through co-creation. It provides an example of how Heineken collaborated with designers, consumers, and researchers to develop new designs. It notes some of the challenges of structural collaboration from the perspective of both companies and consumers, such as companies having resistance to new initiatives or consumers having no compensation for their ideas. However, it also discusses opportunities like generating positive word-of-mouth for companies or allowing consumers to seek information and fulfill personal needs. The document emphasizes that co-creation is about learning from each other through the process rather than just the finished product outcome.
The document discusses co-creation concepts and ideas between companies and consumers. It notes that for every 4 projects that enter development at companies, only 1 makes it to the market, and at least 1 in 3 products fail despite planning and research. It advocates engaging consumers in the innovation process to develop things that people want by refining, redefining, competing with, and creating new categories. The document outlines a process for effective co-creation projects that includes defining objectives, selecting participants, briefing them, generating ideas in an online community, selecting the best ideas, and improving concepts through workshops.
This document discusses the massive changes brought about by digital, social, and mobile technologies. It notes that consumer collaboration and co-creation are increasingly important, as shown by metrics on how often consumers engage with brands online and provide feedback. The document advocates that companies appoint a Chief Consumer Officer to facilitate structural collaboration with consumers and help transform companies to be ready for the future.
GOR Best Practice Award 2016: InSites Consulting & Danone BeneluxTom De Ruyck
This document discusses how Danone Benelux is using a "Danone Studio" approach to more effectively activate and spread consumer insights within their organization. It found that most marketers currently just use PowerPoint to present insights, but this format does not generate as much impact. The Danone Studio approach involves various interactive techniques - like an inspiration wall, tiles, and workshops - to trigger conversations between marketers and spark new insights. It aims to spread ideas and behaviors (i.e. memes) throughout the company to better influence marketing decisions with consumer perspectives at their core. The keys to success include setting the right purpose, team, business need, and using both online and offline as well as convergent and divergent thinking
The document appears to be a series of tweets between two people, Tom and Anouk, who discuss online research communities and techniques. They address issues like representativeness, participation levels, compensation, gamification, creative techniques, mobile access, and how community members can help researchers.
The document discusses online research communities (MROCs) and how they can provide benefits to market researchers. It outlines three types of benefits: automational benefits like accessing results faster at a lower cost, informational benefits such as richer discussions, and transformational benefits including increased impact and embedding customer voice in organizations. The document advocates co-creating with stakeholders including research participants, colleagues, and clients to improve MROCs and realize their full potential benefits. It concludes that creativity is needed in uncertain economic times, methods should be evaluated, value co-created, and one should "walk the talk".
ESOMAR Qualitative 2012: MROC case with Air France / KLMTom De Ruyck
The document describes a 3-phase study conducted to gain insights and develop new concepts to optimize transfer services for Air France and KLM. Phase 1 involved multimedia ethnography and online research to gather 400 observations on transfer experiences. Phase 2 used the insights to generate 450 ideas and concepts through ideation and online discussion. Phase 3 had 1269 members judge 4 selected concepts to provide feedback and develop a final proposition. The document concludes by advocating crossing boundaries of time, methods, and professions to increase the business impact of research.
Becoming a Consumer-Centric-Thinking OrganizationTom De Ruyck
The document discusses transitioning a business from selling products to telling stories by leveraging consumer insights. It emphasizes becoming a cook-centric company by sharing passion for cooking and recognizable stories. The presentation encourages starting a conversation and believing in the strategy to create a pull effect through meetings, training, and maximizing consumer insights. The overall message is about managing a business through storytelling and a consumer-focused approach.
This document discusses collaborating with consumers in Asia and best practices for online communities. It notes that half of emerging markets and internet users are located in Asia. Most social media users are connected to brands, and Asian consumers want to collaborate with brands. It provides examples of using online communities to evaluate products like the IKEA catalogue and understand consumers like urban parents. When managing communities in Asia, the role of the moderator is important and approaches may need to be adapted for local contexts and mobile use.
This document discusses using an online research community (MROC) to explore challenges in future-proofing market research insights. It summarizes the history and development of MROCs and applies the approach to a client question about evolving Australian evening meal trends. The MROC engaged over 150 participants through moderation, gamification elements, and collaboration to generate in-depth qualitative insights over time into consumer trends and inspiration for new products.
Global Evaluation of the IKEA Catalogue - Inspirational Customer DialoguesTom De Ruyck
The document discusses how a global brand moved from using focus groups to research communities to gain consumer insights. Research communities allow for triangulation of data across methods, environments, theories, and investigators. They provide deeper insights in a more cost-efficient way and enable testing things not possible with focus groups. The brand used research communities in 5 countries to evaluate its 2013 catalogue, gain feedback on cover ideas for 2014, and measure consumer reactions implicitly. It facilitated dialogue between internal and external stakeholders.
This presentation provides insights into social media usage based on a survey of over 7,800 consumers across 19 countries. Some key findings include:
- Facebook dominates global social media awareness and usage, while emerging platforms like Instagram and Pinterest show strong growth potential.
- On average, people join 1-3 social networks, with most having accounts on Facebook and one other site.
- Over 7 in 10 internet users belong to at least one social network, with over 1.5 billion people using social media globally.
- Mobile is accelerating social media engagement, with over half of smartphone owners using apps and comparing prices online.
Co-Everything: the Itch of Users in InnovationTom De Ruyck
This document discusses various ways that companies are involving crowds and customers in the innovation process, from crowdfunding and user-generated products to co-creation and allowing customers to test beta versions of products and services. It emphasizes that customers, especially younger generations, want to be involved in the innovation process and providing them tools to collaborate can lead to new ideas.
The Transformers - What it Takes to Lead the Change in Market ResearchTom De Ruyck
The document discusses a conversation between two Twitter users, @tomderuyck and @baqmar, about The Transformers. However, the summary cannot provide any meaningful details as the original text contains only the Twitter handles with no other context or content to summarize.
Digital Collaboration in Times of CrisisTom De Ruyck
This document summarizes insights from a community discussing consumer behavior during the COVID-19 pandemic. It includes quotes from community members talking about how they are spending their time at home, such as reading and video chatting with friends and family. One member says brands should stay connected with consumers during this time to show they care. The document also discusses trends of consumers being more conscious, cautious, and supporting local businesses during the pandemic.
Digital Employee Collaboration in Times of CrisisTom De Ruyck
This document provides an overview of an upcoming virtual workshop on digital collaboration and innovation. It indicates that the workshop will begin in a few minutes and participants should grab any final coffee or snacks. It then outlines the agenda for the workshop, which will include activities like ideation, crafting ideas, prioritizing concepts, and sharing results. Testimonials from previous participants are also included, praising the impact of past virtual workshops and their ability to drive engagement and alignment.
This document discusses how crowdsourcing can provide creative ideas and drive competitive advantage for companies. It shows that 67% of top companies with above-average creativity also have higher organic revenue growth. The document then profiles Eyeka, a crowdsourcing community of 400,000 creative minds that generates ideas for companies through online contests and workshops. Finally, it provides examples of how crowdsourced ideas have been implemented by brands like McDonald's, Duracell, and Volkswagen to drive innovation.
This document discusses pushing boundaries in the industry through better, faster, cheaper solutions. It introduces Daniel Arsham and defines empathy as the capacity to place oneself in another's position. It also mentions four realms of experience - memory, empathy, interaction, and observation. The document encourages breaking out of the box using crowd platforms and machines, and being ready to get to the future first. It provides contact information for Tom De Ruyck, Managing Partner of Insites Consulting.
The document discusses consumer insights and research methods. It addresses topics like validating consumer insights with testing, measuring touch point satisfaction and consumer needs, the influence of context, using mobile and contextual data to better predict behavior, challenges of engagement, scale and speed, and experiments with automated chatbots and artificial intelligence to help with data collection and analysis. There are also discussions of distilling insights and moving from insights to actions, as well as staging experiences. The overall theme is using consumer insights and new technologies to improve research and business decision making.
Virtual reality has the potential to be an "empathy machine" by allowing users to experience different perspectives through virtual environments. It can cultivate empathy by transporting users into immersive experiences through memory, empathy, interaction, and observation. Successfully staging experiences in VR requires understanding what it takes to design for these realms and cultivate empathy in users.
Impact is the new name of the game - Turning insights into actionTom De Ruyck
The document discusses how marketing research is struggling to drive business impact despite increased data availability. While research spending has grown, only 45% of research leads to actual impact. The document argues that research impact is not about budget size, but rather how budget is spent and time is managed. It presents a 6-step framework for organizations to increase their "insight activation maturity" through more efficient research approaches and ensuring insights are understood and can drive action. The framework emphasizes engaging stakeholders before research, inspiring them with results, and activating insights over time through reminders and tasks.
The document discusses 360 degree innovation and open innovation. It notes that presenting information to large groups is challenging as not everyone will see the full presentation or read reports, suggesting this could be used as a springboard for collaboration and ideation. It also discusses challenges in "chunking" information for digestion and highlights statistics showing that of every 100 people, 90 can validate information but only 9 can curate and 1 can create, suggesting a need for community and global collaboration among a small number of creators. The document outlines a 5 step process for community brief, competition, moderation, curation, analysis, and IP transfer to enable open and global innovation.
Bringing back the EDGE in marketing (research)Tom De Ruyck
This document discusses how marketing research needs to evolve to better understand consumers. It argues that research has become too reactive and fails to provide a long-term strategic view. It advocates developing an insight capability that connects different data sources on consumer behavior, physiology, and feedback to gain a holistic understanding. Research also needs to present findings in a digestible, bite-sized format. By giving consumers a voice and choice in the research process, and ensuring they have a positive experience, research can strengthen brand relationships while learning how to improve. The goal is to unite interested consumers and employees on a collaborative platform that facilitates bottom-up listening, exploration of insights, and agile decision-making.
Bringing an EDGE with Market Research & InsightsTom De Ruyck
The document discusses the changing television business landscape as viewing migrates from linear to streaming. It emphasizes the need to move from fast research to support short-term business needs, to gradual learning and insight generation. The author advocates focusing on deeper consumer needs and structural connections, and adopting an ongoing "do-learn" approach through iterative cycles of small insights. This allows research and insights teams to remain agile and timely while elevating their work.
From Hype to Reality: AI in Market Research Tom De Ruyck
Galvin is an AI assistant that can help companies better utilize consumer insights by providing marketers easy access to all consumer research data [SENTENCE 1]. Galvin allows companies to have direct access to consumer insights and gives marketers the right insights anywhere, anytime to help address the challenge of properly activating insights [SENTENCE 2]. Galvin can impersonate consumer personas to allow employees to have simulated chats with consumers to better understand them or can provide daily inspiration to help create a consumer-connected mindset [SENTENCE 3].
Marketing has changed dramatically from the Mad Men era of the 1960s to today. In the past, marketing was defined by linear thinking, craftsmanship, and scarcity. Marketers could look to the past for inspiration and copy strategies that had worked before. However, today's world is characterized by acceleration, automation, and abundance due to rapid technological changes. Marketers can no longer rely on past approaches and must adapt to constant disruption and changing consumer behaviors driven by new contexts. Machines now perform many tasks previously done by humans, and the role of marketers is shifting as data and automation become more prominent in the industry.
This document discusses the use of artificial intelligence in market research through two case studies. The first case study uses text mining, natural language processing, and behavioral analysis of 150,000 community posts over 3 years to detect different member types, predict future member disengagement, and prevent issues through targeted engagement strategies. The second case study implemented a motivational email campaign that increased member participation for some groups but not others, showing the need for personalized approaches and human moderation. The document advocates experimenting with AI to improve insight generation and activation in future-proof ways.
The document repeatedly states "TAKING RESEARCH FORWARD @tomderuyck" and provides contact information for tom.deruyck@insites-consulting.com and his LinkedIn profile at www.linkedin.com/in/tomderuyck, suggesting it is an advertisement or announcement promoting an individual named Tom De Ruyck and his work related to taking research forward.
Interview with Anda Marketing Magazine, PeruTom De Ruyck
Tom de Ruyck ha pasado los últimos diez años trabajando para ayudar a las compañías a conectarse mejor con los consumidores. En esta entrevista, él discute la importancia de involucrar a los consumidores en todos los departamentos de una organización a través de plataformas en línea y embajadores en cada departamento. También enfatiza la necesidad de escuchar a los principales consumidores para crear productos y campañas más relevantes, aunque al final son los ejecutivos quienes toman las decisiones estratégicas.
The document discusses a consumer connect program that aims to help marketers better understand consumers by having employees immerse themselves in consumers' lives. It outlines three types of activities for the program - observing consumers in their normal environment, directly experiencing the brand or category as a consumer would, and talking to consumers to gain feedback. The goal is for employees to gain insights that can help identify actions and opportunities to improve how the brand connects with consumers.
This document discusses how automation and artificial intelligence will disrupt many jobs and tasks over time. It argues that AI will replace 75% of market research leaving just the best parts requiring human skills. However, AI can also complement human work and increase economic output. The document then discusses using AI for proactive community management and insight activation. It presents examples of building AI tools to detect problematic behavior in online communities and activate consumer insights for marketing managers.
The document discusses the concept of relevance in branding and marketing in the current age. It emphasizes the need for brands to shift from being brand-centric to being consumer-centric by truly understanding consumers' needs, experiences and perspectives. It outlines five stages of maturity in consumer relevance, with the ideal being stage five where brands are powered by consumers through collaboration and engagement. The overall message is that brands must get to know their consumers deeply in order to remain relevant.
Insight Activation Maturity #updatedversionTom De Ruyck
The document discusses various approaches to moving beyond simply "sharing" consumer insights and instead activating insights across an organization. It outlines six levels of insight activation maturity and provides examples of strategies companies can use to progress from ad hoc insights to developing habits and infrastructure around consistently utilizing insights. These include educating employees on the value of insights, implementing programs to connect managers with consumers, developing content streams to maintain focus on insights, and using artificial intelligence to proactively surface relevant insights. The goal is to institutionalize insight activation so it becomes a company-wide habit.
22. @tomderuyck
@erica_dfirst
#3 Limited range of participants
#2 Standard evaluation tools
#1 Snapshot of Reality
#2 スンダードな聴取方法で充分?
#1 リアリティのスナップショットで良い?
#3 参加者が限られてしまうのでは?
23. Customers (既存顧客)
Potential customers(潜在顧客)
Lapsed customers(中止顧客)
N=50-150
@tomderuyck
@erica_dfirst
#3 Limited range of participants
#2 Standard evaluation tools
#1 Snapshot of Reality
#2 スンダードな聴取方法で充分?
#1 リアリティのスナップショットで良い?
#3 参加者が限られてしまうのでは?
FGIでは、セッションごとの参加人数は限られてしまいます。その?人のなかで、本当にインサイトにつながる情報をくれた人 は、さらに限られていた・・という経験はありませんか?
コミュニティは、FGIよりも多くの、そして様々なプロフィールの人達で成り立っています。 このIKEAのプロジェクトでは、50人 ×5カ国のコミュニティを構成、それぞれのコミュニティには、既存顧客に加え、中止顧客、潜在顧客がまんべんなく含まれる ようにしました。
こうして、伝統的な手法よりも「より多くの」「よりバラエティに富んだ」人々の声がプラットフォームに集まることになりました。
24. USA
GE
PL
IT
CH
#4 Quality inconsistency
#3 Limited range of participants
#2 Standard evaluation tools
#1 Snapshot of Reality
@tomderuyck
@erica_dfirst
#2 スンダードな聴取方法で充分?
#1 リアリティのスナップショットで良い?
#3 参加者が限られてしまうのでは?
#4 クオリティの一貫性をどう保つ?
25. USA
GE
PL
IT
CH
#4 Quality inconsistency
#3 Limited range of participants
#2 Standard evaluation tools
#1 Snapshot of Reality
@tomderuyck
@erica_dfirst
#2 スンダードな聴取方法で充分?
#1 リアリティのスナップショットで良い?
#3 参加者が限られてしまうのでは?
#4 クオリティの一貫性をどう保つ?
FGIは、言うまでもなく、モデレイター のスキルや経験がカギとなります。し かしながら、そのことが却って判断を 悩ませることもあるような気がします。 国によって、異なる結果が導き出さ れた時、それが、その国のカル チャーによる違いなのか、モデレイ ターの個性による違いなのかが読み きれないことがあるからです。
一方、どこの国であっても、コミュニ ティがその国のネイティブ・モデレイ ターによって母国語で運営されること が重要なことも明らかです。同じ言語、 同じ文化、同じ市場背景を共有して いるからこそ、微妙なニュアンスをく みとり、より深みのあるディスカッショ ンを展開出来るのです。
そこで我々がとった選択は5カ国でそれぞれ独立したMROCを展開、マスタートピックガイドを共有しつつ必要に応じてローカル なアレンジを加えるという方法でした。このようなチームワークで、モデレイターバイアスを回避しつつ、それぞれの市場独自 の発見とグローバルレベルでの発見を繋ぎ合わせることができたわけです。
26. #5 Internal stakeholders not involved
#4 Quality inconsistency
#3 Limited range of participants
#2 Standard evaluation tools
#1 Snapshot of Reality
@tomderuyck
@erica_dfirst
#2 スンダードな聴取方法で充分?
#1 リアリティのスナップショットで良い?
#3 参加者が限られてしまうのでは?
#4 クオリティの一貫性をどう保つ?
#5 社内のキーパーソンをどう巻き込む?
36. Adapt your approach when managing communities in Asia
モチベーション
トピックの投げ方 & インタラクション
モデレイターの 役割
@tomderuyck
@erica_dfirst
アジアでコミュニティを展開するには その地域の文化に適したアプローチを!
37. Adapt your approach when managing communities in Asia
モチベーション
トピックの投げ方 & インタラクション
モデレイターの 役割
@tomderuyck
@erica_dfirst
アジアでコミュニティを展開するには その地域の文化に適したアプローチを!
ブランドについてもっと知りたい/つながりたい/協力したいという思い
•アジアの人々は、「個(自身)」について語るより、「私たち」「~な人々」な ど集団について語る方が得意で、内容もより充実するようです。
•同じく、ゼロからスタートするco-creation (共創)よりも、刺激&反応の積 み重ねの方が、より充実した成果を得られるようです。
•参加者にとって、モデレイターとの“心地よい”関係は、欧米とアジアとで 少し異なります。
•欧米は“同じ目線で友人同士のように”ふるまうモデレイターに心地よさを 感じるのに対し、アジアでは、親密でありながらも“ほんの少し”リーダー シップを示された方がより心を開くようです。
47. THANK YOU! Questions?
linkedin.com/in/tomderuyck
@tomderuyck
tom@insites-consulting.com
Tom De Ruyck (InSites Consulting) Managing Partner & Head of Consumer Consulting Boards
linkedin.com/in/ericavanlieven
@erica_dfirst
erica.vanlieven@directionfirst.com
Erica Van Lieven (Direction First) Managing Director