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Competition is fierce:  How to innovate to drive value

Posted by Judy Melanson

Wed, Mar 22, 2017

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In April, fast food giant McDonald’s will run a promotion to drive more foot traffic to their restaurants: customers will pay $1 for any size soda and $2 for any McCafe specialty drinks. While this short-term promotion may help reverse or at least slow the decline in visitors and boost short-term sales, McDonald’s still faces a long-term problem that a temporary price promotion can’t fix: how to drive more visitors and encourage those visitors to spend more money at their outlets. 

Increased competition and changing market needs are making it increasingly challenging for brands like McDonald's to acquire new customers while retaining existing ones. And this challenge isn’t confined to the food and beverage industry; marketers across all industries are rolling up their sleeves, putting on their thinking caps, and developing innovative strategies to stay relevant and competitive.

Here are a few stories to inspire you:

Evolution or Revolution: Opportunities to strengthen the core 

As the tourism industry evolves, heritage brands need to get creative to compete with new marketplace entrants. We’ve been working with a leading travel brand to identify opportunities to boost sales among its past travelers. First, we ran a database segmentation to identify groups of travelers with similar demographics and behaviors.  We then conducted product development research to uncover trip attributes and types of trips that would most motivate these past travelers to return.

Because of this collaboration, our client has a prioritized list of product features to consider offering to its most valued and engaged guest segments. Some preferred options are evolutionary, requiring only minor operational tweaks, others would require significant operational changes. In the short-term, they can use this information in their marketing efforts and develop tailored messaging that highlights elements that motivate each segment to travel.  When thinking long-term, the client can use this valuable information to make strategic decisions about the future of their company.                  

Engage and Grow: Offer benefits to acquire and incentivize the next generation of customers

Travelers today have more lodging options than ever before. As Millennials and Gen Y grow into “tomorrow’s best guests”, traditional hotel brands are looking to foster loyalty.  We partnered with a leading hotel loyalty program to redesign its pricing model so that members can now pay for rooms by combining earned hotel points and cash.  This change is engaging "future best guests" by allowing loyalty program members to get value from earned points in smaller increments.  Guests can redeem points earlier in their engagement cycle, incentivizing them to choose one of the hotel’s dozen brands now and in the future.

Build solutions to solve pain points

Customers and prospects may have difficulty articulating their needs (particularly when it comes to technology) but they have no trouble articulating what causes problems or pains.  Companies can take advantage of this by proactively identifying and solving for customers’ pain points. We worked with a leader in personal computers, servers, and networking products to identify, size, and target specific pain points with traditional data center infrastructure projects. With this knowledge, we designed and tested different form factors to see which type of disruptive product would be most attractive to target buyers, and how many would actually switch over in specific buying scenarios.

Strengthen foundational insight about today’s path to ‘purchase’

We’re a far cry from the traditional broadcast days. Not only are new players entering the market and pushing out original content, but now consumers can access this content when, where, and how they want.  This increased competition and increasingly complex distribution and consumption model is making it more challenging for broadcasters to connect and engage with viewers. To help understand this evolution, we collaborated with a leading broadcast network on a foundational study in the content discovery path to viewership and successfully identified specific actions and high impact segments to connect with and engage. 

The fact is, solutions like McDonald’s temporary price promotion may alleviate short-term sales slumps, but brands need to be thinking “bigger picture” to develop innovative, sustained solutions to address long-term challenges like increased competition and evolving customer needs.

 Judy Melanson leads CMBs Travel & Entertainment practice and enjoys working with clients on innovative strategies to stand out from competition, remain relevant, and break through the clutter.  She’s an aspiring painter, a yogi and a slow long-distance runner. 

Topics: customer experience and loyalty, growth and innovation

Don’t get ganked! What the rise of esports can teach us about building products that survive

Posted by Josh Fortey

Tue, Mar 14, 2017

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PAX East just left town and if you don’t know what esports is—let alone what “ganked” means—you’re missing out. While traditional team sports continue to rule the roost in the American sports landscape, esports have become the fastest growing spectator sport.

To put this into perspective, the 2016 NBA championship finals game garnered 31 million viewers, the highest count of a NBA finals on both ABC and ESPN in over 10 years. Yet more people—36 million in 2015 and 43 million in 2016— tuned in to watch some of the world’s best League of Legends teams battle it out across the Summoners Rift for the world championship crown. But these remarkable figures aren’t unique to League of Legends. Twitch, the world’s largest gaming-orientated streaming platform, clocked in 95 million hours of esports streaming across the top 10 esports titles in January 2017 alone. And that 95 million hours of esports streaming is just one third of all the streaming that happened in January for these top ten esports titles. In addition to these staggering numbers, esports has effectively carved out a niche of digitally-engaged younger gamers; approximately 1-in-5 of all Millennials are now regularly watching esports online.

Based on this strong viewership, it’s no surprise that the esports category is estimated to surpass the $1.5 billion mark by 2020. But looking beyond these remarkable numbers, esports serves as an excellent example of an industry—comprised of brands, publishers, and developers—that continues to successfully deliver on rapidly changing consumer needs despite being in a constant state of adaptation, progression, and evolution. These factors are all important in understanding the meteoric rise of esports, but they also serve up a number of lessons about listening to your customers. Lessons that brands, marketers, and product innovators must learn if they want to develop products that stand the test of time:

  • Deliver meaningful experiences. The esports graveyard is littered with failed games that sent the right message to consumers and appeared to have the “winning formula”, but ultimately just didn’t cut it. Let’s look at Infinite Crisis. Infinite Crisis launched with all the makings of "the next big thing” in esports gaming: development by Turbine, the reputable gaming studio owned by Warner Bros., financial backing from a major IP in DC Comics, a spin on the hugely popular multiplayer online battle arena (MOBA) genre, an extensive beta testing phase, and a highly accessible free-to-play business model. But despite these attributes, just two months after launch, development of Infinite Crisis ended. Why? Because its makers failed to nurture a critical mass of consumers across a generic gaming audience and ignored users’ complaints of unbalanced gameplay. Infinite Crisis serves as an example of what can happen when a brand doesn’t consider what its community of users/customers is telling them about their experience.
  • Nurture your community. The Infinite Crisis example also emphasizes the importance of nurturing and listening to your community. The growth of esports is largely driven by its engaged users, and so fostering these communities is key. Fostering a community is mutually beneficial to the brand and the user—the brand enjoys increased user retention while its customers have the satisfaction of knowing they are valued.
  • Community interactivity and engagement. Brands committed to their customer communities enjoy a more genuine dialogue with their users—ultimately helping strengthen customer loyalty. Strong brands recognize this as a cornerstone to a successful esports game. Take gaming giant Blizzard and its wildly successful game Overwatch. Overwatch developers pay close attention to feedback provided on their forums (underscores the importance of my first point, too), updates users on product developments, enhancements, and innovations (or product patches), and provide detailed product roadmaps. In the world of gaming, players aren’t just customers; they’re fans, loyalists, and advocates who deserve to be engaged and updated.
  • Embed consumers in product development. When gaming companies foster a community, they open up the possibility of embedding consumers into the early stages of product development. Across many of the most successful competitive gaming titles, publishers rely on the customer voice to formulate and enhance the brand experience from early alpha testing to open public test environments. Dota 2, a successful MOBA title, takes an innovative approach to embedding customers into its esports product strategy by crowdsourcing and crowdfunding. For example, the proceeds from players’ in-game cosmetic (items that don’t affect gameplay) purchases are partially donated to its competitive tournaments prize pools. Users can also create their own cosmetic items that can be sold through an online marketplace. Both initiatives resulted in Dota 2 customers amassing a staggering $20 million in prize money for its 2016 world championship tournament, The International—the largest overall prize pool in esports history.

Esports and competitive gaming are gleaming examples of how an industry has successfully used its customers’ voice to create sustainable and attractive products/experiences. It also demonstrates the perils of ignoring customer needs. Infinite Crisis is just one example among myriad others, including Dawngate, Battleborn and Minions. If there’s an overarching lesson to be learned from the explosive success of esports, it’s that brands should first and foremost prioritize the needs of its customers.

Josh Fortey is a Project Manager at CMB who is all too familiar with the feeling of being “ganked”.

Topics: product development, customer experience and loyalty, growth and innovation

A Lesson in Brand Loyalty and Emotion from a Pure Barre Fanatic

Posted by Cara Lousararian

Wed, Mar 08, 2017

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Two and a half years ago, I fell in love with Pure Barre–a full-body workout inspired by ballet, yoga and Pilates. There are a bunch of barre studios with similar workouts to choose from, but I started with Pure Barre and am now fiercely loyal.

This loyalty didn’t develop overnight; the morning after my first class I could barely make it out of bed. I couldn’t understand why barre had such a big following. It felt like self-inflicted torture, and I definitely felt this guy’s pain.

I was never one to enjoy working out, so what’s so special about the Pure Barre brand that’s kept me addicted for years and kept me from heading to another barre brand? The physical pain is the same (intense) and the class prices are a little higher than other similar workouts. After giving it some thought, I realized that what I love so much about Pure Barre is how being part of the Pure Barre community makes me feel.

Pure Barre makes me feel confident, motivated, and strong. It evokes such positive emotions from me that I’ve found myself altering my behavior in order to incorporate Pure Barre into my life. For example, when I plan a vacation, I specifically look for hotels that are near Pure Barre studios, I get up extra early on holidays like Thanksgiving and Christmas so I can squeeze in a class, and I schedule my weekend social life around my classes. Not only that, while I'm normally a fairly frugal shopper, I’ll spend $17 on the special Pure Barre sticky socks used for class without batting an eye (I own 6 pairs!!!).

I’m also proud to be part of the Pure Barre community. We’re a network of loyal followers bound by our love of the Pure Barre experience who constantly support and encourage each other.  I’ve witnessed deep friendships begin at Pure Barre studios–maybe enduring the pain together is a strong bonding force? Either way, there’s a camaraderie among Pure Barre members unlike anything I’ve experienced at other gyms/studios.   

Pure Barre makes its members feel good and valued by doing little things, like celebrating attendance milestones. For example, you’ll get special recognition at your 100th, 250th, 500th, 750th, etc. class. You also get a free class on your birthday. Or, as Pure Barre calls it, your “barrety”.  Touchpoints like these makes me and my fellow Pure Barre addicts feel celebrated and drive attendance.

Pure Barre instructors also play a huge part in fostering positive emotions from the clients. Filled with upbeat energy and techniques for encouragement, they have a friendly way of ensuring that everyone works their hardest (for example, they won't call out the final 10 counts of the exercise until everyone has the right form). Instructors also learn the names of regular attendees and will call out your name if you are doing something particularly well during class. This “in the moment” recognition motivates me to push myself beyond my limits and get the most out of every class. 

I love talking about Pure Barre and am a huge promoter of the brand. I want others to have the same positive experience with Pure Barre, and so I regularly encourage friends to take classes with me.

Pure Barre is a great example of how successful a brand can be when it’s tuned into how its product/service makes their customers feel. When brands know what emotions they (and should) evoke from their customers, brands can more effectively create techniques to drive consideration and loyalty.  Pure Barre motivates, encourages, and supports its customers. The end result? A loyal following of barre fanatics willing to pay a premium to plié.  

Want to learn more about how we're revolutionizing  emotional measurement with our EMPACT solution? Watch our webinar:  

Learn More About EMPACT℠

Cara Lousararian is a Senior Research Manager at CMB and rarely passes up an opportunity to #LTB (that’s lift, tone, burn for those not familiar with the Pure Barre lingo).

Topics: EMPACT, emotional measurement, customer experience and loyalty, emotion

QRCA 2017 Conference Recap

Posted by Anne Hooper

Wed, Mar 01, 2017

powerofperspective-image.jpgA couple weeks ago I took a hiatus from the Boston winter and flew to sunny Los Angeles for the Qualitative Research Consultants Association (QRCA) Annual Conference: The Power of Perspective. For any qualitative researcher interested in learning and connecting with the qual community, this conference is a must

For three intense days, my fellow “quallies” and I were immersed in the latest industry methods, tools, and techniques.  I’m always impressed with QRCA and this year’s theme “The Power of Perspective” didn’t disappoint.  In fact, it was one of best conferences I’ve been to in years!  I came home feeling renewed, refreshed, and reenergized with plenty of new tools for my qualitative toolbox.

While I learned a lot during those three days, a few things really stood out to me. Some of my learnings will make me a better practitioner while others went as far as making me cry.  (Yep, you read that right.  I cried.  But I swear I didn’t make that ugly cry face!). 

So here are some of my most memorable takeaways from QRCA 2017:

Theater and qualitative research are more alike than different. Theater is storytelling—stories that reflect our society, help us empathize with others, bring to life historical figures and moments, and have the power to change our perspectives. This is similar to what we do in qualitative research. We are storytellers, truth-seekers, and opinion shapers. We strive to connect with others in a meaningful way, to tell their stories, and to ultimately affect change.

Just as the protagonist is vital to a theater performance, the participant (our “protagonist”) is vital to the market research story. For our story to be successful we must fully understand them—who they are, what they want, and their situation.

Technology continues to shape qual. As new technology transforms society, it’s also reshaping the way qualitative researchers collect and analyze data. In one session, speaker Pam Goldfarb Liss spoke about the impact of new technology—for example, using virtual reality like video screens and specially outfitted wearables to let participants interact with a fabricated environment. Qual researchers are also using facial recognition software, augmented reality (i.e., virtual shop-alongs and package testing), and artificial intelligence in their work. With new technology emerging almost daily, it’s important to continue to think of ways it can help improve our work for the benefit of our participants and clients.  

Listening is powerful. Benjamin Mathes, founder of Urban Confessional*, the LA-born free listening project, lead an interactive session on listening. Urban Confessional is grounded in the belief that people just need someone to talk to and recruits volunteers to stand in public spaces and offer to lend an ear to anyone who wants to unload something.

Armed with a simple cardboard sign reading “Free Listening,” a few quallies and I hit the streets of LA to give Urban Confessional a try. Was I scared? A bit. Excited? Totally. Ready? Not at all… but what an experience! What I learned not only applies to life, but there is a direct connection to what makes for an effective qualitative researcher:

  • What others hear is more important than what we say
  • True listening is allowing someone to be completely themselves in our presence
  • Respecting silence can be really tough, but it’s important

My QRCA experience culminated in a session lead by John Boettner, Chief Enchantment Officer at Teen Press Inc. John, along with two teen journalists, spoke about the beauty and challenges of humanity and how they apply to the work that we do.

Whether you’re a qualitative researcher or not, you’ll be moved by Teen Press, maybe even to tears. Here are my key takeaways that will stay with me forever: 

  • When someone is telling their truths, things can go where you never expected them to. Embrace it and let it happen.
  • Listen to people with sincerity and a genuine desire to connect with them—when you do this, something special happens
  • Other peoples’ perspectives and stories better help us understand each other as human beings. We need to do this now more than ever.
  • Everyone has a story to share and sometimes just wants to be listened to. Be an active listener for them.
  • Embrace awkwardness, especially silence. You might learn a thing or two from it.

I could go on and on about the great things I learned at QRCA 2017, but you’d be here a while. This is just the tip of the iceberg of a conference full of tips, tricks, tools, and special moments.

I’m putting all the valuable insight I learned at QRCA to practice and am already excited for next year’s conference. See you in Phoenix for QRCA 2018!

 As CMB’s Qualitative Research Director and mom of a 15 year old daughter, Anne is thankful for teachers like John Boettner and the millions of other teachers out there that make a difference in our kids lives’ every day.  And BTW:  she’s finally stopped crying and is officially back to work.

 *Disclaimer: If you aren’t familiar with Urban Confessional, I highly recommend checking it out because it’s relevant to all of us human beings.

 

Topics: qualitative research, conference recap

And the award goes to… Predictive Analytics!

Posted by Frances Whiting

Wed, Feb 22, 2017

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It doesn’t take a data scientist to predict some of what will happen at Sunday’s Oscars—beautiful people will wear expensive clothes, there will be a handful of bad jokes, a few awkward speeches, and most likely some tearful and touching ones as well. But in terms of the actual award outcomes, well, that takes a bit more analysis, and as quick search suggests, there’s no shortage of that online.   

These predictions come at an interesting time in the context of recent world events. In 2016 a few world events shook the predictive analytics world (and beyond) with outcomes so unexpected that even the most respected pollsters failed to predict them. And while many of the unanticipated polling outcomes occurred within politics (think Brexit and the U.S. presidential election), the implications for predictive analytics are also relevant to the market research industry.

As CMB’s president and co-founder, Anne Bailey Berman, recently said in Research Business Report’s Predictions issue, “ the market research industry will face many of the same questions regarding surveys and predictive analytics that are facing pollsters and data scientists in the aftermath of the election.”

Let’s bring it back to Sunday's Academy Awards. Since people love to predict the winners of awards like “Best Picture” and “Best Actress,” the awards show offers pollsters a chance to reflect on what went wrong in 2016 and to test refined predictive models in a much lower stakes context than a presidential election.

For example, popular polling site FiveThirtyEight has an ongoing tracker for Oscar winners. Typically, FiveThirtyEight bases its Oscar prediction model on the outcome of guild and press prizes that precede the Academy Awards. FiveThirtyEight watches who wins these other awards, like the Golden Globes or the Screen Actors Guild Awards, and then tries to figure out how much (how predictive) those awards matter.

First they look at historical data and pull all guild/press winners from the last 25 years, assuming these winners are representative of the Academy’s thinking. Based on the percentage of those awards that actually went to the corresponding Oscar, they assign a certain score for each award (e.g., if 17 of the last 25 winners for the Academy Award for best supporting actor also won the Globe, there’s a 68% correlation between the two).

Then they turn each award percentage into a score by squaring the original fraction and multiplying by 100. In doing this, weak scores get weaker and strong scores stay strong. FiveThirtyEight pollsters then consider other factors, like if the award is voted on by people who are also part of the Academy Award electorate or if the nominee loses. Both factors impact each prize’s “score”.

After reviewing FiveThirtyEight’s predictive modeling I've learned that even low-stakes polling for events like award shows depends on historical voting patterns and past outcomes. But is there danger in relying too much on historical data? If there’s one thing the 2016 US presidential election taught us it’s that predictive models can be susceptible to failure when they place too much weight on historic outcomes and trends. [twitter-129.pngTweet this]

The main problem with the predictive polls in 2016 was that they weren’t fully representative of the actual voting population. Unlike previous elections, there were A LOT of voters who turned out to cast their ballot on Election Day who predictive polls had missed throughout the campaign. Ultimately the polls failed to accurately predict the actions of these “anonymous voters,” perhaps in large part because they failed to account for the changing cultural, demographic, and economic social contexts impacting peoples’ decisions today. But that’s an exploration from another time. The point is, the 2016 predictive polls–based largely on historical trends–misrepresented the actual voting population.

Similar to the actual 2016 voting population, Academy members who vote on the Oscars are generally anonymous and can't be polled in advance of the event. This anonymity  forces pollsters to get creative and base their predictive models on a combination of historical guild and press prize outcomes. As market researchers and political pollsters know, even if voters are polled before the vote, there’s no guarantee they will actually act accordingly.  

This leaves us researchers with a serious conundrum: how can we get into anonymous respondents’ heads and predict their actual decisions/voting behaviors without relying too much on historical data?

One solution might be to emphasize behavioral datainformation gathered from consumers’ actual commercial behaviors–over their stated preferences and beliefs. For Oscar predictions, behavioral data might include:

  • Compiling social media mentions and search volume (via Google or Bing) for particular movies, actors, actresses, directors, etc.
  • Considering the number of social media followers nominees have and levels of online engagement
  • Tracking box office sales, movie downloads, and movie reviews

Based on the surprising outcome of the 2016 presidential election and Brexit, we learned that there was a huge cohort of unaccounted voters–voters who indeed turned out on voting day–that skewed traditional predictive models.

If pollsters hadn’t relied solely on historical data, and instead used an integrated approach that included current behavioral data, perhaps the predictions would have been more successful. There were plenty of voters on all sides who voiced their opinions on traditional and untraditional platforms, and capturing and accounting for those myriad of voices was a missed opportunity for pollsters.

Though the Oscars are a much lower stakes scenario, hopefully researchers continue to learn from 2016 and expand their modeling practices to include a combination of measures. Instead of a singular approach, researchers should consider combining historical trends and current behavioral data.

Interested in learning more about predictive analytics? Check out Dr. Jay’s recent blog post on trusting predictive models after the 2016 election.

 Frances Whiting is an Associate Researcher at CMB who is looking forward to watching the 89th Academy Awards and the opportunity to try her hand at predictive analytics!

Topics: television, predictive analytics, Election

Using Emotion to Drive Brand Loyalty

Posted by Heather Magaw

Mon, Feb 13, 2017

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Stores have been stocked with heart-shaped candies and cards since December, but now that it’s actually February, I think it’s okay to think about Valentine’s Day.  And because love is in the air (as well as on the shelves) it’s a perfect time to think about how brands can tap into this fundamental human experience to drive consideration, usage and loyalty.  

We already know that understanding and influencing consumers’ emotions is crucial for building a loyal customer base, but what do we really know about love that could help us achieve those lofty outcomes? Based on a quick Google search (and a few life experiences), here’s what I’ve learned so far:

Love is an emotion.

Love is an action.

Love is a biological motivation system.

Love is an attitude.

Love is a drive.

Love is a choice.

Love is patient.

Love is blind.

Love is a battlefield.

Love, as it turns out, is rather complex. So what does that mean for marketers trying to get people to fall in love with their brands? Where do you start?  

When studying emotion, traditionally researchers take a brand-centric approach and focus on how consumers feel about the brand. While there’s valuable insight there, it’s often more valuable to take a consumer-centric approach, one that asks consumers how the brand makes them feel. Consumers develop feelings about a brand because of how it makes them feel… understanding those feelings evoked by the brand is critical insight into how consumers develop strong, positive sentiments towards the brand.

That’s why EMPACTSM, our proprietary approach to measuring emotion, is based on decades of consumer psychology research, helping marketers understand how a brand or touchpoint should make consumers feel to most effectively drive their behaviors, and ultimately brand love.

For marketers trying to earn consumers’ love this Valentine’s Day (and the other 364 days of the year), it’s critical to explore which emotions your brand should evoke to make them love your brand. Do they want to feel respected? Proud? Efficient? Secure? Surprised?  Just like with the object of your romantic affections, you’ll be far more successful with your customers if you ask them how they want to feel and create experiences and messaging that inspire those emotions. [twitter.png Tweet this!]  

Heather Magaw is VP of Client Services at CMB. The brands she loves most this Valentine’s season are Apple, Amazon, Red Sox, IBM Watson, and CMB (of course!).  

Topics: EMPACT, emotional measurement, emotion

The Power of Identity: A Look at Super Bowl LI Advertising

Posted by Savannah House

Fri, Feb 10, 2017

As a Boston-based strategy and research firm, we CMBers had high expectations for both the Patriots’ performance and of course, the Super Bowl ads. I’m happy to report that neither disappointed.

111 million people tuned into last Sunday’s game, making Super Bowl LI the fifth most-watched TV broadcast in history. But of those 111 million people, surely not all of them are Pats, Falcons, or even football fans. So while it’s hard for us New Englanders to believe, some people watch the Super Bowl (at least in part) for the commercials. After all, each year brands vie to have the most talked and tweeted about ad – setting the bar high to deliver quality, original, and memorable content.

In this divisive time, many brands were commended for tackling culturally relevant issues head on. And while I thought there were a number of really beautiful ads, I’d like to suggest a few other criteria for evaluation: 

  • How well does the ad align with the Super Bowl occasion?
  • Could you connect the ad to the brand and the value of the brand?
  • Did it communicate a compelling image of the brand’s typical user?
Question three is of particular interest to me because it’s related to our newest research solution, AffinIDSM.  AffinID helps brands understand their target consumers’ image of the typical person who uses their brand and finds ways to strategically influence that image to strengthen how much consumers identify with the image. Our research shows that the more consumers can identify with their image of the typical person who uses the brand, the more they will try, buy, pay for, and recommend the brand. This way of measuring brand perception is different from the traditional brand-centric approach (“What do I think of the brand?”) because it focuses on perceived brand user image.

AffinID measures how compelling a brand user image is based on its clarity, relatability, and social desirability; so from an advertising perspective, we’re interested in evaluating how well the spot communicates a clear, relatable, and socially desirable message of who the brand’s typical consumer is.

That said, I thought it’d be fun to review a few popular Super Bowl LI ads through an AffinID lens:

"Romance" from Skittles
Created by: Adam & Eve/DDB

 Reminiscent of the classic “pebbles at the window” scene, Skittles “Romance” features a love struck teenager throwing Skittles through his beloved’s bedroom window. The Skittles are intended for his love, but unbeknownst to the teen, she’s actually letting her mom, dad, grandmother, home intruder, policeman, beaver (?) etc. take turns catching candy in their mouths.

  • Clarity: Skittles is sending the message that everyone (even beavers?) eats their candy. While this inclusive message resonates with a wide audience, it may diminish the brand’s clarity of who the stereotypical customer is.
  • Relatability: “Romance” features a wide range of Skittles customers, making its image of the typical user highly relatable. 
  • Social Desirability: From the looks of the ad, everyone seems to be having a great time eating Skittles. Who wouldn’t want to be friends with them?

Skittles_AffinID.png

"Yearbooks" from Honda
Created by: RPA

 Bust out your high tops and cassette tapes because Honda’s “Yearbooks” will take you for a trip down memory lane. “Yearbooks” features animated yearbook pictures of heavy hitters like Tina Fey, Robert Redford, Steve Carrell, Missy Elliott, Viola Davis and Jimmy Kimmel celebrating the notion of “chasing dreams and the amazing places they lead” yearbooks typically evoke.

  • Clarity: While it’s fun to see high school versions of celebrities like Amy Adams and Magic Johnson, the ad features so many different people that it’s not clear who the typical Honda CR-V driver is.
  • Relatability: I think to some extent we can all relate to someone in this ad. Even though they’re famous celebrities who may not be relatable in real life, in the ad they’re portrayed as normal high school students excited about their future. And really, who didn’t go through an awkward high school phase?
  • Social Desirability: This is undoubtedly a fun ad, but there’s not a strong social desirability here. Though warm-hearted, it doesn’t portray an aspirational social identity like other car commercials do – specifically ones that feature successful and sexy drivers.
Honda_AffinID.png

"Google Home" from Google
Created by: 72andSunny

The Google Home spot hasn’t gotten much love in “best of” articles about this year’s Super Bowl ads, but it may have helped Google Home take major strides across “the chasm”—while unintentionally setting off a bunch of the systems in homes of those who already had it. In the 60 second spot, the voice-activated smart speaker “welcomes” home people from a variety of backgrounds (younger, older, parents, pet-owners) and is used, seemingly with ease, to do things like turn on the lights and translate helpful phrases like “Nice to meet you” from English to Spanish.

  • Clarity: Mass market consumers probably lack a clear image of kind of person who has a virtual assistant—or assume that it’s an affluent early-adopter. While the people shown in the Google Home spot were diverse, they all shared an “everyday” quality that was likely clearer and more relevant than the image most Super Bowl viewers had had before they saw it.
  • Relatability: Where Google Home lacks clarity, it makes up for in relatability. Since the ad features people from all walks of life, it’s pretty easy to find someone you can relate to – whether it’s the young couple with sleepy kids or the mother in need of an ingredient substitution while she cooks for her family.
  • Social Desirability: The ad’s feel-good theme throughout makes me want to jump into any of the scenes – it’s 60 seconds of friends and family hugging, laughing, and loving. If that’s not socially desirable, I don’t know what is.
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As marketing, insights, and advertising professionals know, there’s way more to developing and testing messaging than my quick “analysis”. That’s why we created AffinID – to help brands and their agencies develop effective, consumer-centric strategies for growth by recognizing the power of consumer identity in brand decision-making. 

Learn more about AffinID by watching our latest webinar with Dr. Erica Carranza—CMB’s VP of Consumer Psychology. And let us know which ads you found engaging (or not) in the comments.

Watch Now

Savannah House is a Senior Marketing Coordinator at CMB who places as much weight on the quality of the Super Bowl snacks as she does the commercials.

Topics: consumer insights, brand health and positioning, AffinID

A Lesson in Storytelling from the NFL MVP Race

Posted by Jen Golden

Thu, Feb 02, 2017

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There’s always a lot of debate in the weeks leading up to the NFL’s announcement of its regular season MVP. While the recipient is often from a team with a strong regular season record, it’s not always that simple. Of course the MVP's season stats are an important factor in who comes out on top, but a good story also influences the outcome. 

Take this year, we have a few excellent contenders for the crown, including…

  • Ezekiel Elliot, the rookie running back on the Dallas Cowboys
  • Tom Brady, the NE Patriots QB coming back from a four game “Deflategate” suspension
  • Matt Ryan, the Atlanta Falcons veteran “nice-guy” QB having a career year

Ultimately, deciding the winner is a mix of art and science. And while you’re probably wondering what this has to do with market research, the NFL regular season MVP selection process has a few important things in common with the creation of a good report. [Twitter bird-1.pngTweet this!]

First, make a framework: Having a framework for your research project can help keep you from feeling overwhelmed by the amount of data in front of you. In the MVP race, for example, voters should start by listing attributes they think make an MVP: team record, individual record, strength of schedule, etc. These attributes are a good way to narrow down potential candidates. In research, the framework might include laying out the business objectives and the data available for each. This outline helps focus the narrative and guide the story’s structure.

Then, look at the whole picture: Once the data is compiled, take a step back and think about how the pieces relate to one another and the context of each. Let’s look at Tom Brady’s regular season stats as an example. He lags behind league leaders on total passing yards and TDs, but remember that he missed four games with a suspension. When the regular season is only 12 games, missing a quarter of those was a missed opportunity to garner points, so you can’t help but wonder if it’s a fair comparison to make. Here’s where it’s important to look at the whole picture (whether we’re talking about research or MVP picks). If you don’t have the entire context, you could dismiss Brady altogether. In research, a meaningful story builds on all the primary data within larger social, political, and/or business contexts.

Finally, back it up with facts:  Once the pieces have come together, you need to back up your key storyline (or MVP pick) with facts to prove your credibility. For example, someone could vote for Giants wide receiver Odell Beckham Jr. because of an impressive once-in-a-lifetime catch he made during the regular season. But beyond the catch there wouldn’t be much data to support that he was more deserving than the other candidates. In a research report, you must support your story with solid data and evidence.  The predictions will continue until the 2016 regular season MVP is named, but whoever that ends up being, he will have a strong story and the stats to back it up.

 Jen is a Sr. PM on the Technology/E-commerce team. She hopes Tom Brady will take the MVP crown to silence his “Deflategate” critics – what a story that would be.

Topics: data collection, storytelling, marketing science

Panels: The Unsung Research Hero

Posted by Will Buxton

Wed, Jan 25, 2017

Who We Are.jpg

Market research has its rock star methodologies—segmentations, conjoint analyses, Bayes Nets —attention-grabbing methods that can garner incredible insights and drive acquisition and growth. You can find a lot of blogs (and white papers and conference presentations) on these methods but this blog isn’t one of them. No, this blog is dedicated to the unsung research methodology: proprietary panels.

Admittedly, a panel doesn’t sound sexy—it's a group of respondents who are regularly tapped to answer business questions relating to anything from product testing to ad testing. Whether it’s a consumer or business-to-business (B2B) panel, panels collect ongoing feedback from a select group of people who adhere to certain criteria.

So why consider a panel for your next research project?

Quality participants: Panels offer on-demand access to a pool of aware, engaged, and knowledgeable participants who are typically well-versed in the client/product offerings.

Speed of production: Panelists provide the opportunity for “quick hit” projects that typically require upfront education, set up, and programming time.

Efficiency: Panels use a standard process for timing, deployment and reporting, all of this saves time—both for the provider and the client.

Cost: Depending on survey length and complexity, a panel can be a more cost-effective way to contact customers/providers because of the preexisting relationship between client and panelist. This can avoid the need for large incentives.

Responsiveness: Panelists are more responsive than Gen Pop sample because of the aforementioned relationship. This allows for a quicker collection of more respondents and a faster project turnaround.

Dedicated resources: Each panel (at least here at CMB) has a dedicated, well-trained team that is privy to how the panel operates, including client restrictions and best practices.

So while traditional MaxDiff or Discrete Choice Model might have more buzzword appeal around the office, don’t underestimate the value a customer/B2B panel can bring to your research project.            [Twitter bird.pngTweet this!]

Will is a Project Manager who is clearly trying to turn CMB into a panel house.

PS – Join Dr. Erica Carranza on 2/1 and learn about our newest methodology, AffinIDSM, that’s grounded in the importance of consumer identity.

Register Now!

 

Topics: methodology, consumer insights, panels

Marketer Beware: Brand User Stereotypes Bias How Consumers See Your Ads

Posted by Dr. Erica Carranza

Thu, Jan 19, 2017

Imagine you see the picture below in an ad for Jack Daniels. Who is this guy? Where is he? What’s he like?

Man in boat_v2.jpg

I see a middle-aged man somewhere in the south. He’s out fishing. He’s a stoic, rugged, “salt of the earth” kind of guy. He drives a truck—and if it breaks down, he can fix it himself, thank you very much.

But what if, instead, you saw this image in an ad for the clothing brand Patagonia? What would you think about the man in the picture?

I’d imagine him on adventure vacation someplace exotic. He’s from California. He cares about looking good, feeling good, and doing good. Later, he’ll be scaling a mountain and drinking a juice cleanse.

In other words, if he’s in an ad for Patagonia (vs. Jack Daniels), I’d make a whole different set of assumptions.

This effect is driven by our tendency to develop stereotypes. After all, consumers are people, and people are social animals. We tend to categorize other people into types, and use our beliefs about those types to guide our perceptions, expectations, and behaviors. Stereotypes can be nefarious, no doubt. But they’re a fact of life. They’re a mental shortcut we’ve evolved in order to navigate a complex world—and they’re hard to avoid because they often operate at an unconscious level.

A brand can easily become the basis for a stereotype—an image of the kind of person who uses that brand (e.g., the kind of guy who drinks JD, or wears Patagonia). And that image can bias how consumers see the brand’s advertising.

Case in point: Research we conducted for a financial services brand with a reputation for being popular among older, affluent consumers.

The goal was to test advertising that would broaden the brand’s appeal—particularly among Millennials. But when we showed Millennial prospects an ad with a picture like the one above, they assumed that the man was much older. They said things like: “He was a Wall Street businessman. Now he’s retired and canoeing alone on a lake… This is probably his last vacation.” (Ouch!) To succeed in shaking-up their image of who uses the brand, the ads had to unambiguously portray customers in young adult life stages (e.g., a couple having their first baby).

The ads also had to show activities that were appealing without being too out-of-reach. Pictures of twenty-somethings yachting, or at the ballet, just reinforced prospects’ ingoing image of uber-wealthy customers with whom they couldn’t relate. ("I don't identify with any of these pictures! I don't own a boat… I never go to the ballet.”) And, for some prospects, these pictures just seemed unrealistic. Yachting Millennials didn’t fit with any type of person they knew.

Another pitfall were pictures of young people that struck prospects as realistic, but inadvertently
triggered other negative stereotypes. For example, a picture of a man wearing a hat like this…hipster hat (cropped).jpg

…triggered a “Hipster” image, and that was a turn-off. Prospects didn’t think they had much in common with him, didn’t aspire to be like him—and definitely wouldn’t want to hang out with him.

These perceptions matter a lot. Consumers’ image of a brand’s typical user needs to feel real and be compelling—because, as I wrote in an earlier blog, consumers’ image of the kind of person who uses a brand can really help (or really hinder!) brand growth. To attract consumers, the image should feel like a kind of person they know and like, or would like to know.

Here’s the good news: Marketing can play a powerful role in shaping that image. Not to say that it’s easy. Great marketing is art + science. So we developed AffinIDSM to support brands and agencies with science that can help them get the art of the marketing right. More specifically, AffinIDSM is a research solution designed to tackle three key questions:

  • What is consumers’ current image of the brand’s typical user?
    Note: They may not have a clear image, which is a challenge and opportunity for the brand—but that’s a topic for a different day!
  • How compelling is that image?
  • How should you optimize that image?
    In other words: What should marketing and brand initiatives seek to communicate about the kind of person who uses the brand in order to drive consumer engagement?

Then we can test ads to make sure that they convey the intended image, and that they avoid hard-to-predict missteps. (See above re: the “Hipster” hat… Who knew?)

I’ll be talking about AffinIDSM in an upcoming webinar. Curious? Sign-up below!

In the meantime, “The More You Know” lesson for today is that consumers’ image of a brand’s typical user—and their stereotypes of people in general—will bias their perceptions of marketing, whether we like it or not. The best course of action is to understand what those images are, the effect they have on consumers, and how to strategically influence them so that they work in the brand’s favor.  Tweet: @cmbinfo Consumers’ image of a brand’s typical user bias their perceptions of marketing https://ctt.ec/b254L+[Tweet this]

Erica Carranza is CMB’s VP of Consumer Psychology. She has supplier- and client-side market research experience, and earned her Ph.D. in social psychology from Princeton University.

PS – Have you registered for our webinar yet!? Join Erica as she explains why to change what consumers think of your brand, you must change their image of the people who use it.

What: The Key to Consumer-Centricity: Your Brand User Image

When: February 1, 2017 @ 1PM EST

Register Now!

Topics: consumer insights, webinar, brand health and positioning, AffinID