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Fast-Moving, Slow-Thinking: How Friction, Challenges, and Barriers Derail Customer Journeys

Posted by Josh Fortey

Thu, Jun 25, 2020

The modern consumer journey is as fast as it’s ever been. Faster internet and an “always connected” mentality have ushered us into an age where consumers quickly transition through the phases of the consumer journey; an evolution that Google dubs “Impatient Consumers”.

Just this week I was reminded of the hyper-speed at which modern consumer journeys occur as I upgraded my phone, and compared it to the first smartphone I ever bought. It couldn’t have looked anything less like my first journey towards a Blackberry 8800 purchase (a top of the line phone for the time I will add…). My first phone journey involved visits to electronic and phone carrier stores, trialing and testing numerous handsets, and speaking to friends, family and sales associates about the best brands or models. And sure, my most recent phone purchase experience could have looked something like this, but it didn’t. After some googling, watching tech influencers breakdown product, and some final product and price comparisons, my most recent smartphone path-to-purchase was complete within just a few hours.

F_S Thinking Social 2 Photos

Though these two journeys are nothing alike, there are a number of common themes that underpin decision-making. At CMB, we look at this decision-making mentality through a continuum of Fast or Slow Thinking:

FS Thanking Chart

Fast-thinking (i.e. System 1) is the more instinctive, emotional, and impulsive decision-making that is more commonly associated with early-stage consumer journey decisions (e.g., do I pay attention to an ad, do I click on a video review). As we shift into the later stages of the consumer journey, where we evaluate and form purchase criteria, we become more critical and deliberate, shifting into the slow-thinking mindset of addressing concerns or weighing the benefits.

In slow-thinking, the consumer journey can become more challenging and can ultimately derail the entire journey. Our recent self-funded consumer journey research, A Gamer’s Journey, identified three examples of this.

FRICTION:

As consumers shift into the critical and deliberative slow-thinking mindset, they begin to put substantially more effort into weighing the benefits and disadvantages of different options. This increased effort can begin to create points of friction in which challenges are met, and barriers formed. In our gamer journey research we observed both buyers and non-buyers encountering friction, however, it was universal across all gaming categories that the more friction a consumer encountered, the more likely they were to ultimately drop out of the journey:

Friction FS Thinking

To prevent friction-churn, we must focus on making the consumer journey as seamless as possible; this involves isolating and remedying any challenges consumers may face.

CHALLENGES:

Challenges are the components of the consumer journey that make it difficult to learn, evaluate, and inform decision-making; they lead to hesitation or barriers that could cost your brand. We found that those who felt more intense friction experienced almost 2.5 times more challenges through the consumer journey than those who felt less friction. For cloud gaming, some of these slow-thinking challenges were more heavily related to trusting customer reviews, comparing service providers, but importantly (especially for an emerging category), finding product roadmaps and updates. Potential cloud gamers still indicated some hesitancy about whether developers will remain dedicated to advancing the technology, and if game studios will begin developing or porting games to the platform.

Challenges FS Thinking

PURCHASE BARRIERS:

In any consumer journey there is a critical juncture where a final decision gets made. It’s at this point where the consumer has either overcome any (or enough of) the rational fears that cause hesitation and purchase, or they encounter a significant enough barrier that prevents their purchase or results in a competitor winning. Slow-thinking occurs in both of these scenarios: either you’ve succeeded or failed at rationally persuading consumers enough to overcome their barriers.

Revisiting cloud gaming again, the top barrier to adoption within this category is indecision. Consumers remain skeptical about the future of the technology and question the performance benefits or effectiveness of current solutions. The positive for cloud gaming is that many gamers aren’t completely rejecting it, rather, they’re waiting for the tech to prove itself, and/or for more compelling arguments to emerge, and convince them of purchasing.

Barriers FS Thinking

MAKE FAST-MOVING, SLOW-THINKING AN ADVANTAGE

No matter the speed or channel(s) at which today’s journey happens, consumers will always be faced with making decisions. Challenges exist at both ends of the fast and slow thinking spectrum: capturing attention and driving consideration when consumers are thinking fast, and overcoming fears, pain points and barriers when consumers are thinking slow. Brands that comprehend and tackle both of these, are the brands that will win the consumer journey. To learn more about integrating a Fast+Slow Thinking framework in your consumer journey work, contact us here.


Josh ForteyJosh Fortey is an Account Director at CMB, and avid gamer.

Follow CMB on Facebook, LinkedIn, and Twitter for the latest news and updates. Also, read "Expanding Possibilities in Path to Purchase Research" to know what to consider in the new path to purchase.

Don't forget to immerse yourself in our latest gaming research: A Gamer's Journey | The Virtual Reality Edition. And stayed tuned for more of our findings--VR and beyond.

Explore A Gamer's Journey

Sample provided by Dynata

Topics: technology research, path to purchase, consumer insights, Consumer Pulse, Market research, consumer psychology, Gaming, consumer journey, Fast+Slow Thinking

Osmosis: What Happens BEFORE "The Path to Purchase?"

Posted by Marty Murk

Wed, May 20, 2020

Osmosis Blog Opener (1)

When I go hiking, when does my “hike” really start? Is it when my shoes hit the dirt path? When I pull out of my driveway? When I park at the trail head? Or...if we go really “deep” maybe it was when I was six, learning to play baseball, and ultimately built an affinity for exercise.

It can be similarly hard to understand when a buyer’s path to purchase truly begins. In a research-heavy category, like TVs for instance, it’s obvious that you need to measure, dig into, and understand the experiences along a consumer’s journey (the Trigger, Discovery, Evaluation, and Purchase phases)

What about a category like fashion?  In some categories... there are a LOT of ideas taking shape prior to that “foot hitting the dirt path.” In fashion, people absorb what’s on/off trend (colors, styles, shapes) well before they start looking for a new pair of pants. At CMB, this approach is one of the subtle differences between thinking about this as a path to purchase versus a consumer journey. The journey being broader and including pre-category engagement and later stage customer experiences.

Customer Journey Approach

At CMB, we think of this early stage as “Osmosis” (the process of gradual or unconscious assimilation of ideas, knowledge, etc.). In the context of consumer journey, it’s the part of a person’s journey, that includes the way they engage with a category prior to a conscious need emerging

Recently, CMB self-funded an online study on the consumer journey exploring the gaming industry.  There’s no silver bullet in measuring the idea of Osmosis, however it’s very easy to miss, ignore or skip during the design phase of consumer journey work.  For this reason, we were extra careful about embedding measurement indicators about the consumer’s background and experience in the category. This study lent itself nicely, given the breadth of gaming categories covered. A few categories that intuitively would rely heavily on Osmosis in the decision process, and few that would rely heavily on the Discovery and Evaluation process.

Below is an example of drivers of the final decision, comparing six gaming categories. You see Peripherals, AR/VR, PC/Hardware relying on traditional Evaluation criteria:  reviews, promotions, etc. However, categories like Games and Consoles, are putting a lot of weight on pieces that have been gathered prior to actively being in the market: trust, and love for instance.

Four Factors Influencing Final Decision

Prior to starting path to purchase or consumer journey work, thinking through internal hypotheses and the notion of Osmosis is critical. Without it, insights risk over-emphasizing parts of the consumer journey, and missing other parts all together. Here are two tips to consider:

  1. When you think about qual, while you are connecting with the consumer—through one-on-one quality time, shopping along, or reliving a purchase—spend some healthy time digging into their background in the category (e.g., the affinity for exercise, the introduction to health and fitness). This knowledge can be invaluable to understanding the consumer broader journey. 
  2. Design any quant to probe on their history in the category, experience with product/competitors, etc. At CMB, we dig into psychological motivations by understanding  the Emotional, Social, Identity, and Functional Benefits to the consumer as well as perceptions of a brand.

In short: be conscious of what happens BEFORE you THINK “the Path” begins.


Marty MurkMarty Murk, Account Director, is an avid runner, and our resident path to purchase guru.

Follow CMB on Facebook, LinkedIn, and Twitter for the latest news and updates.

Don't forget to immerse yourself in our latest gaming research: A Gamer's Journey | The Virtual Reality Edition. And stayed tuned for more of our findings--VR and beyond.

Explore A Gamer's Journey

Sample provided by Dynata

Topics: strategy consulting, methodology, path to purchase, consumer insights, marketing strategy, Consumer Pulse, customer journey, engagement strategy, Gaming, consumer journey, osmosis

Crossing the Chasm: Is VR Gaming Finally on the Precipice of Adoption?

Posted by Josh Fortey

Thu, May 14, 2020

Blog Opener

You’ve heard it countless times: “this is the year for VR,” “2020 is finally the year that VR will break through,” “the VR revolution is upon us.” These messages have consistently reverberated over the past 5 years, but virtual reality (VR) headsets have never quite managed to abandon the hype train. There are three reasons that help to explain why VR has stuttered:

  • Hardware has often been clunky or uncomfortable
  • High cost to entry has detracted many potential adopters
  • A lack of AAA or blockbuster games, experiences, and content

While head-mounted VR displays have existed since the late 1960’s, modern VR headsets as we know them can be more definitively traced back to Palmer Luckey and the initial Oculus Rift prototype. After a $2.4 million kickstart campaign, the company would be purchased in 2014 by Facebook for $2 billion.  Since then, the market has proliferated with offerings from Google, HTC, Samsung, Sony, and Windows Mixed Reality. Despite these heavy hitters pushing the market forward, VR hasn’t quite managed to advance beyond the initial phase of the disruption cycle: “emergence.”

Copy of Crossing the Chasm VR Social Media Micrographic

Now, more than ever, we may have legitimate reason to believe that VR could finally be advancing into the second phase of disruption: “evolution.” In this phase, technology begins to gain more mainstream traction after initial bouts of early adoption and new features, capabilities and advancements begin to proliferate. Here are some reasons to feel renewed optimism about VR’s ability to cross the chasm into mainstream appeal:

Increased dedication to AAA quality content:

VR’s struggle with content has been a huge initial barrier. A VR headset is a significant investment, typically ranging anywhere between $500 to $1000. Compare that to the price of current-gen consoles retailing under $500 or a gaming PC (which on the lower-end may cost you anywhere from $600 to $1,000), and with the more consistent stream of blockbuster AAA and low-budget indie content, it’s no surprise that a console and/or gaming PC purchase might be deemed a safer bet. The high cost to entry for limited content makes VR a niche purchase for those with the appetite and means.

But there is currently an increasing flow of AAA content helping to drive device sales. The announcement of Half-Life: Alyx garnered so much intrigue that it led to global shortages of the higher-end Valve Index device in November (that retails at $999 for the full VR kit). Even now, device shortages mean you’ll need to wait 8 weeks for shipment of the Valve Index. In its 2020 State of the Game Industry report, GDC offers even more hope that game developers are increasingly tantalized by VR. While only 15% of surveyed game developers had stated to have developed their last game for VR (lagging PC on 54% and mobile on 40%), VR as a platform is piquing interest. 27% of game developers claimed to be interested in VR as a platform; this exceeded interest for Xbox’s next-gen device (albeit, at a time when few details were available and it was simply known as “Project Scarlett”), as well as Google’s emerging cloud gaming platform Stadia. 2020 also marks the year where over 100 VR games have hit at least $1 million in revenue, suggesting appealing content is beginning to proliferate.

Device evolution and access democratization

VR headset manufacturers have also remained dedicated to device improvement and innovation. Screen resolutions have dramatically improved; headsets have become smaller and more agile; fields of view have expanded, and more powerful processing units embedded. One of the more pivotal innovations in VR, however, was the release of the Oculus Quest—helping to untether VR headsets from the PC, while maintaining significantly more power than weaker mobile VR headset alternatives. The untethering of the high-end VR device was a critical moment, helping to democratize VR gaming beyond those with VR-ready gaming PCs, a significantly lower price point of $400 also lowered the cost to entry. Sales of the Oculus Quest bear this out, the device is consistently sold out and incredibly difficult to find.

Gamer interest is starting to peak

In our recent self-funded research Pulse, A Gamer’s Journey, we also observed signs of optimism for VR gaming. When asked to rate interest in different emerging gaming technologies, VR trailed only next-gen consoles in interest. The youngest gamers (14-17 years old) interest in VR is almost twice that of the interest that cloud gaming or subscription-based gaming models have.

Emerging Game Tech Interest Social Media Micrographic

While the youngest gamers demonstrated the strongest interest, we observed strong overall latent demand for VR. Of the 4,000 gamers interviewed, 23% have actively considered a VR device, but there are still some hesitations inhibiting VR purchase. The upside is that many of these barriers feel actionable to overcome. Price remains a continued challenge, even for the more affordable standalone devices. But as the market matures, manufacturers achieve greater economies of scale and competitors potentially begin pushing prices lowers, VR should become more affordable. Increasing the prevalence of opportunities to experience VR (such as in VR arenas, albeit, a significantly more challenging feat in the current lockdown environments), and continued investment in content will help overcome the big barrier of uncertainty, which is also currently blocking growth.

Copy of Gamers Journey VR Micrographic (1)

The reality of it all

As we all continue to adjust to the new reality of isolation, now more than ever, the promise of escapism that VR offers could be as compelling a proposition as it ever has been. Increasingly more high-profile content is being delivered, more headsets are entering the market, and usage statistics from services like Steam are all pointing towards a positive direction. Yet, despite this all, the potential of VR remains divisive: an exchange in Forbes perfectly exemplifies this with a May 4th article proclaiming “VR Headers Are Dying A Lonely Death,” yet on May 5th an impassioned rebuttal rejected the notion that “Virtual Reality is Dying.” While hurdles and barriers exist, this gamer remains cautiously optimistic.


Josh ForteyJosh Fortey is an Account Director at CMB, and avid gamer.

Follow CMB on Facebook, LinkedIn, and Twitter for the latest news and updates.

Don't forget to immerse yourself in our latest gaming research: A Gamer's Journey | The Virtual Reality Edition. And stayed tuned for more of our findings--VR and beyond.

Explore A Gamer's Journey
Sample provided by Dynata

Topics: path to purchase, Consumer Pulse, growth and innovation, technology, Gaming, AR/VR, Next-Gen Gaming, consumer journey

Find the Truths That Matter Most in Next-Gen Gaming

Posted by Brenda Ng

Tue, Apr 28, 2020

If you’re a studio, developer or marketer of games and/or gaming platforms, you know there are evergreen customer truths in developing a successful product, experience and go-to-market (GTM) strategy. For example, applying an influencer strategy for launches. But do those truths apply to new gaming platforms such as cloud gaming, VR, or the impending next gen consoles?

Some gaming truths are vitally relevant to these nascent platforms. But there are a few new surprises from A Gamer’s Journey. This comprehensive study of nearly 4,000 U.S. gamers rigorously explored how gamers become aware, evaluate, buy, and use traditional and emerging gaming platforms.

The three implications for studios and platformers roll up to partnering and planning even closer together to deliver the best player experience and longevity for the franchise and platform. As you read the below, the dance steps are similar, which makes dancing together much easier.

1. FEED THEIR CURIOSITY & EASE THEIR EFFORT
Even though VR products such as Oculus and Vive debuted in 2016 and cloud gaming has been around even longer, gamers spend significantly more effort in VR purchase journey (and expensive gaming PCs) compared to consoles, games and peripherals.
Next Gen Gaming Blog Slide 23
Within this category, comparing and researching products are first and bigger steps compared to more established gaming categories. That’s a lot of motivation and curiosity to feed!
Next Gen Gaming Blog Slide 16
With so much time and effort comparing platforms, there’s more receptive ‘reach and frequency’ available to raise awareness of your game if it’s available on multiple VR headsets and cloud gaming services. In other words, if your game isn’t exclusively on a single product or service, it’s in studios’ and platformers’ best interest for the gamers, to feature available games with the core hardware or service specs—not a one or two clicks away or purely separate ads for games.


2. DON'T TREAT EVERYONE THE SAME
If VR and cloud gaming have been around for over four years, what type of gamers do you need to reach, and does it change your GTM strategy? It turns out the biggest detractors are casual gamers.

Next Gen Gaming Blog Slide 6

Most surprisingly, the assumption that everything you do to reach hardcore gamers is not the same for casual gamers. Yes, word-of-mouth is the top purchase trigger. But you can save on advertising with casual gamers because they are less attuned. However, the investment you make in providing available trials and earning solid reviews with hardcore gamers will reverberate and trickle down through word-of-mouth to casual gamers.

3. LOYALTY STARTS WITHIN
Managing your studio’s or platform’s reputation is reflected by how you treat your employees. With the movement of activist employees in high tech, gamers are noticing, and they care. When asked what is important to a studio’s reputation, all gamers (regardless of age, self-identified gender, platform, core or casual) agreed the top priority for studios is improving treatment of employees: “I’m more likely to buy a game from a studio that treats its employees well.”  This is much more important than managing the perception of putting profit before players or confronting wider societal issues.  People--employees and players--first. Now that’s a welcomed universal truth, pre-COVID-19, that will likely endure.

In a coronavirus world, one thing for certain is the uncertainty of the supply chain hitting next gen consoles’ Holiday 2020 launch timeframe and delivering significant unit volume availability.  And with E3’s cancellation, feeding and managing gamers’ expectations requires intense, dance-like synchronization between studios’ and platformers’ game experience availability.  The good news is this close partnership applies to cloud, PC, VR and mobile gaming too.


Brenda NgBrenda Ng, VP of Strategy, specializes in applying research to product development and GTM strategy and decisions, with expertise and global experience in high tech.

For more insights, please follow us on LinkedIn, Facebook, and Twitter. Don't forget to immerse yourself in our latest gaming research: A Gamer's Journey | The Virtual Reality Edition. And stayed tuned for more of our findings--VR and beyond.

Explore A Gamer's Journey

Sample provided by Dynata

Topics: strategy consulting, product development, advertising, marketing strategy, Consumer Pulse, growth and innovation, customer journey, Market research, technology, engagement strategy, Gaming, AR/VR, Next-Gen Gaming

What is the Next Normal & How To Plan For It?

Posted by Courtnie Hallendy

Wed, Apr 22, 2020

Think about this…is your “normal” household (i.e. the one you remember from February) going to be changed, in some way shape and form, by what we are going through right now? If your household is like mine, the answer is probably yes. For example, do I think my husband will continue to get excited about making dinner? No. But do I think that the way we shop for food will be different for some time? Absolutely. This got me thinking about incidence and impact…how many consumers are going to be impacted (both foreseeable now and not), and to what degree?

Honestly, I don’t know, which is especially unnerving for someone who gathered consumer sentiment and helped inform business strategies for Toyota Financial Services during the financial crisis and a massive product recall – both impacting millions of people. After the initial shock of those unique situations wore off, we realized that we quickly needed a plan. We needed to know what was going on, what could potentially happen in the future, how does this impact our brand equity, and what do we need to do to come out just as strong, if not stronger. I’m not saying that those two incidents are anything like our current crisis, but I do think that the need for a plan is just as strong. Right now, we don’t know what is next, but that doesn’t mean that we can't be learning all we can to help our businesses during and after this crisis.

After listening to my colleague Lori Vellucci, VP of Financial Services, and Mack Turner, a Global Insights & Innovation leader, discuss insights from the second wave of our COVID-19 consumer sentiment tracker in “Navigating the Next Normal”, I started to chart out what we need to be looking at (and looking for) to wrap our heads around this.

OUR VALUES

The current crisis is different than any I have been through in large part because of the cause. Health. Global health, health of our communities, and health of individuals. We are inundated with messaging about being in this together and getting through this together. The call for collective values to align is something that will likely impact consumers, to some degree, forever. Our sentiment tracker data shows that in a three-week time period, people express an increased concern for the health of their family and communities, while concerns for their own health is unchanged.

COVID Wave 2 Next Blog Slide 11

Mack and Lori talked a bit about this data point in the discussion and I agree that this is an indicator that people are thinking more about others than themselves. So, how does this factor into our plans? What do we, as an organization, need to think about (or change) in how we build and communicate our products and services?

To answer those questions, our plan needs to look at how shifts in values impact our brand, products, and/or services. I had a discussion last week with a client that touched on this – when can we include non-COVID messaging in our advertising and communications? How will people perceive us when/if we do? What are the things we need to focus on in future communications? This is not something we can get the answer to immediately - it may be quite some time before we really know the degree to which things have changed. This is where is it important for us to include monitoring of these shifts in our plan and insights.

OUR BEHAVIORS

Building off changes in consumer values, our plan should include information on how consumer behaviors changed. If we agree that values, to some degree, will be forever changed then it is safe to believe that behaviors will as well. Said in marketing research terms: how are my customer’s journey and consideration set impacted?

Let’s take the example above about community health. We are already seeing behavioral shifts to demonstrate this through face masks. But, how long and for how many will this continue to be part of their decision process? If I were in the retail or dining industries, I would want to know what behaviors, related to masks, people expect within my establishment.

Another part of the plan would be to understand how things that I “have” to do now may impact how I consider doing things in the future. In the discussion, Lori and Mack talk about grocery delivery, but another related example is online shopping. 42% say they are doing more than before and about half plan to continue to do this more when life goes back to normal.

COVID Wave 2 Next Blog Slide 17

A behavior shift like this doesn’t just impact big box store traffic or Amazon shopping. Consider for a moment a small business located in the nearest downtown to you. If you are the small business, then forecasting a decrease in foot traffic will be important in future planning. If you count small businesses as customers of yours (financial services or telecommunications, for example), then what will they need from you to adapt to this shift?

WHAT'S NEXT?

Many businesses are going to continue being impacted by this global pandemic. Our consumers’ forced behaviors should be part of your plan to deliver on their evolved needs. Consider how your goods/services align with their shifts in values and behaviors; are some of these shifts only temporary? What if they are not?

Mack brings up the example of a shift to online app usage for financial services. These “new” customers to the app may have different needs or expectations from our previous customers. The values and behavioral data informing the plan should provide the business with the information needed to address this. Let’s not forget, though, we will need to understand internal data as well. How does the increase in usage impact other areas of the business (call centers, online agent chats, etc.)?

Navigating Next Normal Quote - Customers

These are challenging, frustrating, and uncertain times, to be sure. That said, I am looking forward to helping my clients plan for the next normal. Consumer behaviors, psychology, and motivators have always interested me and that is why I went into this field. So…what’s next?


Courtnie HallendyCourtnie Hallendy is an Account Director at CMB, with more than 15 years of experience in market research on both the client and vendor sides of the business.

For more insights, please follow us on LinkedIn, Facebook, and Twitter.

Topics: strategy consulting, marketing strategy, Consumer Pulse, market strategy and segmentation, COVID-19, consumer sentiment