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Human Motivations Amid Disruption: 5G, COVID-19 & More

Posted by Chris Neal

Mon, Oct 26, 2020

Question: What do a global pandemic, 5G technologies, and puberty have in common?

Answer: Massive disruption as we know it.

Let’s start with the global pandemic. Like everyone, my household has had to adapt drastically in the face of a pandemic. In addition to stocking up on toilet-paper, our family’s digital dependence has sky-rocketed. It has exposed the limits of our internet access and Wi-Fi functionality, and frayed the fragile fabric of our family’s functionality. Our use of streaming video apps is much higher now, and it’s unlikely to go back to pre-pandemic levels long after the pandemic is gone. And we are not alone—in CMB’s COVID-19 tracking research, streaming video app usage across the US has also increased dramatically, and most people don’t expect it to return to pre-pandemic levels even after the virus is contained:

5G Blog COVID Data

Putting this problem into the Fogg model, we see our motivation to try something different/better for our internet access situation has increased dramatically. But, like most zip codes, broadband ISP competition is scarce. Better internet access is competing with toilet paper now in that upper left-hand quadrant of Foggville:

5G Blog Oct 2020 Fogg Model Internet Access-1

And this brings me to 5G technologies, the fifth generation technology standard for broadband cellular networks and the successor to 4G LTE.* This technology will increase the ability of many people to significantly improve their internet connectivity and potential, either as a fixed internet access substitute alternative, or for some households who may want to use 5G cellular connectivity as their only internet access (both inside and outside the home):

5G Blog Oct 2020 Fogg Model 5G-2

Oh, yeah: and puberty? My household is also navigating this pandemic with two teenagers, which is a miserable time of life to be stuck in the house with your parents pretty much 24/7. GenZ is the first generation to grow up not knowing life before pervasive mobile internet connections. One of their first waking memories was discovering the delights of a mobile fart app on the iPhone. And while I personally thought that was the pinnacle of potential for the mobile internet at the time, the industry has since risen to much greater heights. 5G is going to open a whole new world of application possibilities, and GenZ will be key in determining which of these take off. Video-enabled communications with friends (TikTok, FaceTime, Zoom, etc.), and online gaming will benefit most from 5G in the near-term. Usage has gone through the roof since the pandemic, and is unlikely to ever fully return to “normal”. The next wave may well be driven by Virtual Reality and/or Augmented Reality-enabled applications. Coincidentally, GenZ have the strongest interest in VR/AR gaming, and we know this generation is using online multi-player gaming for socialization more than ever during the pandemic.

UNDERSTANDING HUMAN MOTIVATION IN THE FACE OF CHANGING TECH ABILITIES

Any company trying to capitalize on the opportunities presented by a dramatically increased ability to deliver new and better 5G-enabled services to people can benefit by analyzing which specific human motivations are most important for any given new service, and how the pandemic may have altered these.

BrandFx Four Benefits Pillars

Let’s take basic broadband internet access in my household as an example:

  • FUNCTIONAL (what I want to do): our existing internet access is insufficient now that two teenagers are doing remote learning most days and two adults are teleworking: all four individuals are spending much more time on video streaming platforms, often simultaneously. This impacts the adults’ work productivity and the kids’ learning. Additionally, we are all streaming more digital entertainment (TV shows, movies, and online gaming for the kids) now that we don’t go out anymore. The Functional motivation is very clear.
  • SOCIAL (where I want to belong): Other people I know have switched to a 5G internet service. I’ve heard through online forums from people I don’t know about their experiences with 5G.
    • My kids rely on fast internet service with low latency for social connections. Problems with Facetime glitching or high ping/latency while playing Sea of Thieves with friends increases their (already high) sense of social isolation.
  • IDENTITY (who I want to be): I’d like to think I’m smart, leading edge, and open to change. I won’t keep to the status quo just because it’s familiar. And I solve practical problems around the household.
  • EMOTIONAL (how I want to feel): I am very frustrated and annoyed by my current internet service plan: the internet quality and reliability doesn’t meet my family’s current needs during this pandemic, I don’t feel like I’m getting value for the price I am currently paying, and I don’t feel respected when I call customer service.
    • I feel anxious, however, that switching to 5G may compromise the security of my internet access. And I am concerned that it may be unreliable (e.g., glitchy when there is severe weather, because I’ve heard about this with satellite TV connections).

Across many industries and products, we have found that the emotional, identity, and/or social motivations are just as—and often more—important determinants of a new product’s success than the functional ones. And the interactions across different types of motivations can be highly prescriptive for laying successful go-to-market plans in the face of extreme uncertainty.

We are neither soothsayers nor oracles, but we do know how to leverage the power of psychology to help navigate a future that promises to be full of change and more disruption.

*No, this is not another conspiracy blog about how 5G technologies caused the Covid-19 outbreak. They did not.


Christopher NealChris Neal, VP of CMB's Tech & Telecom Practice, has over 20 years of experience in high tech, online, consumer electronics, telecom and media insights, analytics, and consulting.

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Topics: technology research, strategy consulting, technology solutions, mobile, business decisions, consumer insights, millennials, internet of things, marketing strategy, Consumer Pulse, emotional measurement, brand health and positioning, customer experience and loyalty, growth and innovation, Market research, emotion, Artificial Intelligence, BrandFx, consumer psychology, technology, Gaming, Gen Z, AR/VR, collaborative intelligence, COVID-19, consumer sentiment, Next-Gen Gaming, customer centricity, AI, Habit Loops

Don't Over-Generalize My Generation

Posted by Reed Guerino

Wed, Apr 12, 2017

group in park

I’m sure you’ve heard that Millennials are entitled narcissists (or mold-breaking visionaries) and Gen Z expect instant gratification (or they have the most integrity of any generation yet). Of the companies pouring millions of research dollars into generational research, who’s getting it right? Well maybe nobody.

In fact, we can’t even agree on where one generation begins and the other ends. Millennials are generally considered those born between 1980 and 2000, but there’s disagreement over the exact years—some say it’s as loose as the mid-1970s to the mid-2000s while others say strictly between 1980 and 2000.  When you’re comparing mid-1970 to 1980 and 2000 to mid-2000, it’s not a huge discrepancy. However, the point is that there is a discrepancy. And with growing interest in the emerging generation (Gen Z, “Post-Millennials”, "iGeneration", "Plurals"), once again we face an arbitrary age designation and battle over who best understands these future consumers.

As a market researcher myself, I'm the first to admit that researchers will be tempted to define and assign attributes to Gen Z early on because of our natural tendency to categorize and bucket into mutually exclusive groups. However, in our need for clean groups with labels, we forget that some groups aren’t mutually exclusive, and different groups (or in this case, generations) might share some overlapping qualities.

What’s more, generations aren’t as homogeneous as we’d like to think. While normally there are overarching behaviors and attributes assigned to each age group, there can be room for variations among the cohorts. For example, we released a report where we found a segmentation of Millennials revealing five distinct personas with various preferences, attitudes, and behaviors. Our self-funded study focused specifically on financial behaviors, but it can serve as a microcosm for the rest of the generation. You can learn more about it here. This research underscores the potential for inaccuracies that can result from defining a generation too narrowly.

There will always be a place for analysis by generation, but we have a lot more data to consider today than ever before. In his 2013 book "Buyographics", Matt Carmichael reaffirms the importance of demographics, but emphasizes analysis shouldn’t stop there. He explains, "Demographics drive consumer behavior, and that's as true today as ever. We just have better means, thanks to more data sources, of measuring those behavioral impacts and targeting around them. All data needs to be considered through a broader lens and put into context."

Cuts by generation alone ignore the impact of geography and make assumptions about how age influences behavior and psychographics. For example, we often find our psychographics (e.g. our attitudes and aspiration), regardless of age, are good indicators of who we are and who we want to be. In fact, these aspirations (e.g. Who do I want to be?) are strong motivators of brand consideration and loyalty. This means if two people from separate generations can identify with the same type of person, they'll likely share an affinity for the brand because of that identification, not their age.

We'll hear a great deal about who Gen Z is in the next few years until they are eclipsed by the next group. But researchers, advertisers, and marketers should take heed against categorizing Gen Z—and the ensuing generations—solely by their date of birth. Without a multi-faceted approach to understanding consumers (considering demographics, psychographics, etc.), we'll continue to yield narrow insights that may result in marketers producing ads that alienate their target audiences.

Reed Guerino is a Data Manager at CMB who is an entitled millennial on the side and is bitter he missed being the “mature and in control” generation by 1-5 years.

Topics: millennials, Consumer Pulse, research design

Happiness is...

Posted by Talia Fein

Wed, Dec 21, 2016

 

happiness is.jpeg
My senior year of college I interviewed at several market research firms. While there was a lot to like about many of them, CMB had a unique vibe that convinced me this was where I should start my career. As it turned out, my instincts were right. CMB was fantastic at teaching a novice associate like me the fundamentals of Market Research; I quickly developed a love for the clients, the work, and “All Things Data.” 

When I left CMB after three years for a chance to live overseas and then a stint in D.C., I had experience working with incredible brands, super-smart colleagues, and I’d developed a competitive skillset. Almost two years ago, I was offered the opportunity to return and rather than rely on my gut, I had to answer questions my 22-year-old self hadn’t considered:

What made CMB so special?

In the New York Times op-ed “The One Question You Should Ask About Every New Job,” Adam Grant, professor of management and psychology at the Wharton School of the University of Pennsylvania, discusses the relationship between company culture and happiness in the workplace. “Although finding the right title, position and salary is important,” he writes, “there’s another consideration that matters just as much: culture. The culture of a workplace — an organization’s values, norms, and practices — has a huge impact on our happiness and success.”

What does it mean to have good company culture, and how do you find it?

In writing this blog post, I asked a few people what company culture means to them, and specifically, what they considered characteristics of a good company culture. Responses were what you’d probably expect: Ping-pong tables, Friday happy hours, free lunch.  In short, answers were unanimous: good company culture means fun and free food.

Really? The holy grail of work happiness is free food?

OK, it’s a little more complicated than a couple slices of pizza. In his article, Grant cites a classic study that analyzed employee stories from across industries about their workplaces. In the study, researchers identified three fundamental themes: Justice (Is it a fair place?), Security (Is it safe to work there?) and Control (Can a person shape their destiny and have influence in the organization?). Ironically, these stories underscore an organizational uniqueness bias – people think their company culture is more unique than it really is.

But organizational uniqueness bias aside, this study also suggests that company culture isn’t defined by free food. Rather, it’s defined by an organization’s values.

That’s not to discredit the tangible stuff. Those things certainly are important to a company’s culture.  In fact, MIT professor Edgar H. Schein calls that stuff “the most visible parts of an organization’s culture… [its] artifacts and practices — how people talk, look and act.” But he, like the study Grant cited, contends that more important than overt office perks are the company’s operating principles.  [ twitter icon.png Tweet this!]

So how do we identify those proverbial “company values?” Despite organizational uniqueness bias, I’ve noticed a few CMB characteristics that have made it special to me:

  1. The organization feels “flat” (i.e., non-hierarchical)

Of course we have job titles and levels (see #3 below), but at CMB each person knows they are valued and their opinions are valid and respected. Our founder and CEO, Anne Bailey Berman, encourages us all to “be a squeaky wheel” – CMBers aren’t afraid to speak up because we know we’ll be heard.

  1. “We are a group of lively and engaging individuals”

Even though that’s a direct quote from the old CMB website (at least two or three website iterations ago), it still rings true today. And while a lot of companies make similar claims, I’d venture to say some are exaggerating. But not CMB. In fact, every CMB job description includes a line that says we’re looking for people who are “collaborative, enthusiastic, and who can put their ego aside, roll up their sleeves and get the job done.” To me, this line perfectly describes the CMB vibe.

  1. The company wants us (as individuals) to succeed

At every level and in every corner of the organization, CMB leadership is invested in individual development and growth (both personal and professional). Beyond our job responsibilities, we’re encouraged to learn and grow in experience whether through our internal mentorship program, a workshop, conference, or something else. A great example of CMB’s commitment to individual success is our ability to choose our career path. Research associates are given the opportunity to choose their trajectory based on their skills and interests. In carving our own paths, we’re able to excel in our jobs and deliver better experiences and results for our clients.

Organizational uniqueness bias may suggest that people think their organization’s cultures are more distinctive than they really are, but I believe that CMB’s culture truly is special and unique. It certainly has gotten this CMBer to stick around.

Talia is a Project Manager on CMB’s Technology and eCommerce practice. She was named one of Survey Magazine’s 2015 Data Dominators and as a native Bostonian, couldn’t be happier to be back in the city.

 

Topics: millennials, emotion

Minimalism on Trend: When Consumers Don’t Want to Consume

Posted by Laura Blazej

Thu, Sep 22, 2016

The minimalist lifestyle is having a moment. Several television shows are dedicated entirely to tiny houses—very small homes that are often no more than 250 square feet. Another popular trend is the capsule wardrobe where an entire season of clothing is limited to 33 items (or fewer). Then there’s Marie Kondo’s #1 New York Times best-seller, “The Life-Changing Magic of Tidying Up” which advocates for getting rid of all of that stuff in the back of your closet. Many people, particularly millennials, want to buy and own less.

One possible reason for the minimalism craze is a AdobeStock_62945676.jpegreaction to the out-of-control consumerism seen at 5am on Black Friday at any big box store. Every year, Black Friday starts earlier and earlier to give more people the chance to get that new TV or crock-pot. Everyone likes to get a good deal, but there’s a difference between buying items you need at a good deal versus buying items simply because they are a good deal. People are increasingly rejecting these external forces that tell us to BUY, BUY, BUY, and this rejection of consumerism is becoming more mainstream.

This trend can pose a real problem for companies that rely on consumers to consume. If consumers are becoming pickier about what products they purchase, and how many, then two critical characteristics stand out to help companies adapt to this shift: brand differentiation and customer-centrism.

  • Brand differentiation is the process of differentiating or contrasting your brand against others to make it stand out. This becomes paramount when consumers are pickier than ever but have a sea of choices to pick from. One example of successful brand differentiation is REI’s #OptOutside Last fall, rather than contributing to the pandemonium that is Black Friday, REI chose to close its doors and advocate for spending the day outdoors with friends and family. REI sacrificed a day of bountiful sales to send a longer-lasting message to its customers that REI values their time and experiences. Although they missed the biggest shopping day of the year, they gained brand differentiation during the most competitive shopping season, which can be much more valuable in the long run—at least REI thinks so.
  • Customer-centrism also becomes a priority because minimalist consumers are more willing to seek out products and services that serve them best. Customer-centrism places the emphasis on customer experiences and needs. When many people, but especially minimalists, decide they need to buy something, they’re going to look beyond price to make their decision, and take into account return policies, access to customer-service, ease and convenience of shopping experience, and environmental impact. The more of these areas a company can successfully address, the better chances a picky consumer will consider their product.

So, what should companies do when consumers don’t want to consume? They should make their brand stand out and cater to their customers’ experience. Marketing to minimalists may not be the easiest task, but successfully winning them over is a marker of true success.

Laura Blazej is an Associate Researcher at CMB and a tiny-house enthusiast with only 28 items in her capsule wardrobe. 

Have you seen our latest report: on The Power of Social Currency? Check out our 90-brand study of 18,000 consumers to see which brands are driving brand equity in the Airline, Auto, Beer, Fashion, and Restaurant industries:

Get the Full Report

Take a peek at our interactive dashboard to see which brands do best among men and women, and in red and blue states:

Interactive Dashboard

 

Topics: millennials, brand health and positioning, customer experience and loyalty

New Study: Busting Millennial Banking Myths

Posted by Megan McManaman

Thu, Mar 03, 2016

Why does MasterCard want to replace your password with a selfie? How did Venmo become a verb? Why did JPMorgan Chase's CEO fret about Silicon Valley's start-ups to investors last year? Part of the answer lies within the attitudes and needs of that much talked about generation. . .Millennials. As part of our self-funded Consumer Pulse research, CMB partnered with leading venture capital firm Foundation Capital to explore how and why Millennials are helping redefine the banking industry

In this new report, insights include:

  • Millennials are not a homogenous group. We conducted a segmentation of Millennials, revealing five distinct personas with varied brand preferences, attitudes, and behaviors 
  • Most Millennials still use traditional financial products and services. Just over a third of Ambitious Adopters and Financial Futurists—the most forward-looking of the segments—say they’re most open to non-traditional financial services. 
  • Millennials place considerable importance on finance apps and tools. Asked which apps and tools they could not live without, Millennials mention financial tools and apps at the same rate as apps used for texting and messaging.

image-068859-edited

 Download the full report here!

Topics: infographic, financial services research, millennials, Consumer Pulse, market strategy and segmentation