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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.
Google_AffinID-2.png

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: AffinID, consumer insights, brand health and positioning

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, panels, consumer insights

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

A Year in Review: Our Favorite Blogs from 2016

Posted by Savannah House

Thu, Dec 29, 2016

pexels-photo (2).jpg

What a year 2016 was.

In a year characterized by disruption, one constant is how we approach our blog: each CMBer contributes at least one post per year. And while asking each employee to write may seem cumbersome, it’s our way of ensuring that we provide you with a variety of perspectives, experiences, and insights into the ever-evolving world of market research, analytics, and consulting.

Before the clock strikes midnight and we bid adieu to this year, let’s take a moment to reflect on some favorite blogs we published over the last twelve months:

    1. When you think of a Porsche driver, who comes to mind? How old is he? What’s she like? Whoever it is, along with that image comes a perceived favored 2016 presidential candidate. Harnessing AffinIDSM and the results of our 2016 Consumer Identity Research, we found a skew towards one of the candidates for nearly every one of the 90 brands we tested.  Read Erica Carranza’s post and check out brands yourself with our interactive dashboard. Interested in learning more? Join Erica for our upcoming webinar: The Key to Consumer-Centricity: Your Brand User Image  
    2. During introspection, it’s easy to focus on our weaknesses. But what if we put all that energy towards our strengths? Blair Bailey discusses the benefits of Strength-Based Leadership—realizing growth potential in developing our strengths rather than focusing on our weaknesses. In 2017, let’s all take a page from Blair’s book and concentrate on what we’re good at instead of what we aren’t.
    3. Did you attend a conference in 2016? Going to any in 2017? CMB’s Business Development Lead, Julie Kurd, maps out a game plan to get the most ROI from attending a conference. Though this post is specific to TMRE, these recommendations could be applied to any industry conference where you’re aiming to garner leads and build relationships. 
    4. In 2016 we released the results of our Social Currency research – a five industry, 90 brand study to identify which consumer behaviors drive equity and Social Currency. Of the industry reports, one of our favorites is the beer edition. So pull up a stool, grab a pint, and learn from Ed Loessi, Director of Product Development and Innovation, how Social Currency helps insights pros and marketers create content and messaging that supports consumer identity.
    5. It’s a mobile world and we’re just living in it. Today we (yes, we) expect to use our smartphones with ease and have little patience for poor design. And as market researchers who depend on a quality pool of human respondents, the trend towards mobile is a reality we can’t ignore. CMB’s Director of Field Services, Jared Huizenga, weighs in on how we can adapt to keep our smart(phone) respondents happy – at least long enough for them to “complete” the study. 
    6. When you think of “innovation,” what comes to mind? The next generation iPhone? A self-driving car? While there are obvious tangible examples of innovation, professional service agencies like CMB are innovating, too. In fact, earlier this year we hired Ed Loessi to spearhead our Product Development and Innovation team. Sr. Research Associate, Lauren Sears, sat down with Ed to learn more about what it means for an agency like CMB to be “innovative.” 
    7. There’s something to be said for “too much of a good thing” – information being one of those things. To help manage the data overload we (and are clients) are often exposed to, Project Manager, Jen Golden, discusses the merits of focusing on one thing at a time (or research objective), keeping a clear space (or questionnaire) and avoiding trending topics (or looking at every single data point in a report). 
    8. According to our 2016 study on millennials and money, women ages 21-30 are driven, idealistic, and feel they budget and plan well enough. However, there’s a disparity when it comes to confidence in investing: nearly twice as many young women don’t feel confident in their investing decisions compared to their male counterparts. Lori Vellucci discusses how financial service providers have a lot of work to do to educate, motivate and inspire millennial women investors. 
    9. Admit it, you can’t get enough of Prince William and Princess Kate. The British Royals are more than a family – they’re a brand that’s embedded itself into the bedrock of American pop culture. So if the Royals can do it, why can’t other British brands infiltrate the coveted American marketplace, too? Before a brand enters a new international market, British native and CMB Project Manager, Josh Fortey, contends, the decision should be based on a solid foundation of research.
    10. We round out our list with a favorite from our “Dear Dr. Jay Series.” When considering a product, we often focus on its functional benefits. But as Dr. Jay, our VP of Advanced Analytics and Chief Methodologist, explains, the emotional attributes (how the brand/product makes us feel) are about as predictive of future behaviors of the functional benefits of the product. So brands, let's spread the love!

We thank you for being a loyal reader throughout 2016. Stay tuned because we’ve got some pretty cool content for 2017 that you won’t want to miss.

From everyone at CMB, we wish you much health and success in 2017 and beyond.

PS - There’s still time to make your New Year’s Resolution! Become a better marketer in 2017 and signup for our upcoming webinar on consumer identity:

Register Now!

 

Savannah House is a Senior Marketing Coordinator at CMB. A lifelong aspiration of hers is to own a pet sloth, but since the Boston rental market isn’t so keen on exotic animals, she’d settle for a visit to the Sloth Sanctuary in Costa Rica.

 

Topics: strategy consulting, advanced analytics, methodology, consumer insights

Innovation Requires Truly Understanding the Customer's Needs

Posted by Julia Walker

Thu, Dec 01, 2016

business-561387_1280.jpg“Innovation” has enjoyed a long reign as king of the business buzzwords—you’d be hard-pressed to attend an insights or marketing conference without hearing it.  But beyond the buzz, organizations pursue innovation for a number of reasons: to differentiate themselves from other brands, establish themselves as an industry leader, or to avoid producing stale products, services, ad campaigns or content.  Smart brands know that complacency is not an option and recognize they must adapt to accommodate the ever-changing consumer landscape. 

Innovation is a significant investment—the stakes are high for these new ideas to deliver meaningful results, whether by boosting the brand, successfully introducing a new product, growing the customer base, or adding to bottom line profitability. No matter how disruptive a product, service, or idea is, at the core there must be a deep understanding of customer needs. (Tweet this!) Let’s take a look at two very different attempts at innovation, and where they stumbled:

 The Case of Google Glass

For any new product (innovative or otherwise), organizations need to answer “yes” to two questions: (1) Is there a market? (2) Does it solve a legitimate problem?

No matter how revolutionary the product may be, it won’t succeed unless there’s a market for it. It's possible that a product can be too forward-thinking, leaving customers confused or unwilling to try it. Take the case of Google Glass:  though the product itself was revolutionary and consumers were intrigued, it was unclear why consumers needed Google Glass and what problem it was designed to solve.   Google Glass ended up generating low demand since there wasn’t an easily identifiable need for it. 

The key here would’ve been to first identify what customers need and then develop a product aimed to satisfy that need.  Here’s where market research can help with innovation. As market researchers we can help brands get into the mind of consumers and identify the gaps between what they are currently receiving and what they want to receive. By identifying these gaps, we can shed light on where there’s a need to be met.

 The Febreze Scentstories Flop

Other innovation flops in recent years have proven that beyond identifying customer/prospect needs, it’s also important to test how messages play to real consumers prior to launch.  

A lesson illustrated by the failure of P&G’s “Febreze Scentstories”. In 2005, the company caused confusion because they failed to educate customers properly about what the product actually was. Febreze Scentstories resembled a disc player that emitted different scents every 30 minutes (they looked an awful lot like CDs). The ads told consumers with Febreze Scentstories they could "play scents like you play music."  And while P&G partnered with superstar Shania Twain to drum up excitement, its advertising campaign confused consumers by making them think the product actually involved music.  Clearer messaging that would’ve helped prevent this misunderstanding.

Advanced analytical techniques along with strategic qualitative methodologies are a boon to brands. There has never been so much information available nor computing power capable of parsing and modeling it. But as two very different product innovations demonstrate, that sheer volume of data is not enough. What is needed for successful innovation are insights grounded in a truly consumer-centric approach. After all, only the consumer knows what the consumer wants (and needs).

Julia Walker is a Senior Associate Researcher at CMB who enjoys being innovative in her everyday life.  For instance, she loves to find creative ways to eat healthy without sacrificing taste. 

Topics: growth and innovation, customer experience and loyalty, consumer insights