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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.

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

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

TMRE 2020 Takeaways

Posted by Kate Zilla-Ba

Wed, Oct 14, 2020

Post TMRE Oct 2020 Blog Opener

Planning a virtual conference is a job you couldn't pay me enough to do. From what I heard in chatting with this year’s TMRE attendees, sometimes the tech works and sometimes it doesn’t. However, those of us who attended witnessed a great willingness to get the most out of the event and a lot of positive energy. So for sanity’s sake, let’s keep the elephant in the room that is COVID-19 to the side, skip the things we have all heard already, and focus on the most interesting takeaways from this week’s event:

  • What’s Next for Preparedness? Some speakers said you should’ve been prepared for the chaos that is the current  business environment. But most said, “…umm who could have REALLY been prepared for this insanity?!?” For me, the key is how to be prepared for next month and next year. Thankfully, there were lots of tips on what alternative research tools (aka virtual) have been applied successfully and behavioral data was front and center.
  • A Warning for “Agile” Researchers. Talk about being "agile" was everywhere, but in many cases the word was used as a synonym for "fast". While fast can be great, it's not always best. Iterative agility in the traditional sense of the term for research can be amazingly impactful. An iterative approach– develop, measure, change, retest, rinse, repeat– clearly has a role to play in improving the research of tomorrow. But being quick is only as good as being smart. On this note, Abby Finnis, Sr. Director of Portfolio Insights & Analytics at PepsiCo Beverages, made the point of needing to embrace hybrid solutions that bring a variety of sources to bear during her panel session, “How Dunkin’, PepsiCo, and Unilever are Shaping the Future of Research.” To me, that feels more like the best type of agile.
  • How to have a seat at the table. This classic question was reframed a bit for 2020 as how to bring together disparate business users and uses of research to maximize the utility of insights and ensure successful socialization and implementation. Sure, some of this was looking for ways to ensure insights can be efficiently developed once, and be used in a variety of settings and applications. But more importantly, TMRE addressed how we can be more consultative. For some, being more consultative meant forgoing a degree of certainty, which is not necessarily a comfortable space for a researcher, but in the end we must “elevate” the most relevant themes to each stakeholder in order to make an impact, and to have a seat at the table.

These themes were particularly relevant in my colleague Lori Vellucci’s presentation “Wealth of a Generation | Get Inside the Minds of Young Investors,” which explored investors under 40. Her research on young investors, which leveraged our BrandFxSM approach, is a strong example of how brands can understand a diverse and important demographic, based on four pillars of human motivation: functional, emotional, social, and identity. Research like this can help people across disparate organizational silos create roadmaps for change – there’s a way to get your seat at the table; measuring in a focused ongoing way allows brands to keep insights relevant and quick-turn – that’s a way to be responsive to the oft-sought agility; and in a rapidly changing environment where being prepared means predicting right, understanding human motivation sets brands up for future success by, to quote one presenter at TMRE “building resiliency into business strategy.”


Kate Zilla-BaKate Zilla-Ba, Account Director

Don't forget to immerse yourself in our latest financial services research: Get Inside the Mind of the Young Investor. And stayed tuned for more of our findings—experiential and beyond.
Immerse Yourself
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Topics: strategy consulting, financial services research, conference recap, Market research, agile research, COVID-19, financial services

The Power of Disruption: Uber's COVID-19 Story

Posted by Tara Lasker

Wed, Aug 05, 2020

Uber COVID19 Blog Opener Aug2020

I couldn’t have imagined that four years after I blogged about Uber’s evolving brand promise, we’d be debating the safety of a trip to the grocery store. The disruption wrought by COVID-19 has only accelerated that by advancing technology, socio-economic change, and evolving consumer needs. So how will Uber and other disruptive tech-driven brands face the challenge of how it best fits in consumers lives today? With so much in flux, we do know this: a deep understanding of consumer motivations is critical to successfully innovating amid disruption.

At CMB, we use our proprietary BrandFxSM framework to help brands uncover threats and opportunities brought about by disruption. We know that when brands help people fulfill people’s core needs by delivering on Functional, Social, Emotional, and Identity they drive trial, use, and advocacy—this is true whether or not their lives are upended by a pandemic!

For example, we know that a failure to help passengers feel safe and secure was a barrier for the ride sharing industry early on and was subsequently addressed after both Uber and Lyft took action (e.g., evolved rating system, license plate confirmation). Today’s safety concerns look a lot different than 4 years ago—the fear of a fellow passenger’s aerosols may be more top-of-mind than the fear of an ill-intentioned driver. Keeping a pulse on consumers evolving needs during this extraordinary time will help Uber deliver what consumers need to consider or continue ride sharing. Uber should ask themselves:

  • Are people using ride sharing differently now? (e.g., getting to work where public transportation feels unsafe)
  • What can Uber do to provide customers a sense of safety in these uncertain times?
  • How do safety concerns rank against other drivers like stability and anxiety right now?
  • What will it take for consumers to consider ride sharing again?
  • What emotions (e.g. anxiety) play a larger role in today’s consumer behaviors than more rational considerations of 4 years ago (e.g., convenience)?

Having the right tools in place to successfully deliver those benefits are also crucial. Contact-free tech such as autonomous vehicles have resurfaced as a major opportunity. As we’ve reported in our research, fear has been a majority barrier to adoption, but in a world where health anxiety is at an all-time high, we expect to see chasms crossed in record time (think about how much time you spent on Zoom before March)!

Additionally, pivoting areas of focus with acquisitions and partners is a winning strategy for innovative brands. Partnerships allow companies to tap into centers of excellence and provide faster routes to market and/or greater market share. Uber’s purchase of Postmates is a good example of how the brand is investing in partnerships that reflect changing needs. In another change since 2016, if you go to Uber.com, Uber Eats has a prominent space on the home page. Understanding the broader context of Uber’s core mission – setting the world in motion - we understand how this pivot allows Uber to leverage its core competencies with the desired benefits the marketplace seeks (a night of not cooking when date night means staying in).

Disruption and uncertainty aren’t going away but neither are the core drivers of consumer decision-making. Brands that don’t merely survive but thrive amid this disruption will be the ones that use a deep understanding of what truly drives people and combines it with agility and the will to innovate and develop meaningful partnerships.

Contact us to learn more about our cutting-edge research into consumer motivation.

CONTACT US


Tara LaskerTara Lasker is a Senior Research Director at CMB, and former frequent Uber customer who misses having engaging conversations with her Uber driver.

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

Topics: technology research, strategy consulting, technology solutions, consumer insights, marketing strategy, brand health and positioning, customer experience and loyalty, growth and innovation, Market research, BrandFx, consumer psychology, technology, engagement strategy, COVID-19, consumer sentiment

Expanding Possibilities in Path to Purchase Research

Posted by Marty Murk

Thu, Jun 25, 2020

Marty Expand P2P Blog Opener (1)

With most of the country moving through stages of “reopening,” consumers’ path to purchase has been disrupted. New habits and behaviors are forming on the fly. It feels like now, and in the coming months, reassessing the “new path to purchase” will emerge as a priority for brands big and small.

Path to purchase/consumer journey research is about exploring what moves people towards the business outcome: a purchase. The framework is relatively similar across industries, categories, and products, and typically includes a heavy focus on the actions a consumer takes towards their final purchase. The words may differ however the research typically covers:

  • Trigger: A need or want emerges moving you to a more active state in the category
  • Discovery: Initial stages of research and learning performed
  • Evaluation: Options narrowed and evaluated in more depth
  • Purchase: A decision is made, and a product is purchased

At CMB, this approach is one of the subtle differences between thinking about path to purchase versus consumer journey research. The journey being broader, more inclusive and including pre-category engagement and later stage customer experiences. Prior to COVID-19, CMB ran self-funded consumer journey research on the gaming industry.  We designed the study to be broad and inclusive of “consumer journey” stages AND in a few other ways worthy of consideration in future consumer journey research.

We went BROAD, expanding categories beyond what would typically be included.  And we think you should too. Think industry not category. In gaming, a typical approach would look at a tightly defined category within the gaming industry, the “Games” category, for instance, might define the category into gaming genres (e.g., Role-Playing-Games, First-Person-Shooters, Sporting Games). While this category approach generally yields fantastic insights - one thing that has always stuck with me is how VERY FEW differences often exist between narrowly defined categories (e.g., RPGs paths aren’t all that different form FSP paths).

Cast a wide net—in our case covering Games, Consoles, Peripherals, Cloud Gaming, AR/VR Devices, and Gaming PC/Hardware—and the differences will JUMP off the page. Take the duration of the journey for instance, the time from Trigger to Purchase:

Gaming CJ Timeline Micrographic (2)

With broad context, it becomes obvious how quickly decisions are made in the Games category (Fast, System-1 Thinking). With an easy implication on the priority of the Evaluation and Purchase moments of the path, we discover that AR/VR Devices is a much harder, slower path (Slow, System-2 Thinking) requiring heavy touches in the Research moments of the path (e.g., Discovery, Consideration). Marketing tactics need to follow suit.

As an Insights professional, the context helps with interpretation. It also sets the research up to serve broader business objectives, rather than driving an action for a solo category. In a past life, I worked in athletic industry and led some similar work on athletic footwear. After a while, we thought it would have served the business well to think more broadly and capture athletic apparel, equipment, and accessories in the same initiative.

We were INCLUSIVE, expanding to include incomplete paths. We looked at products “considered but the purchase was not completed.” Doing so allowed us to model touchpoints that drive purchases. It also allowed insights to include the idea of friction and barriers hindering the path forward. For instance, in the AR/VR category, the consumer journey creates a lot of friction with consumers. Forgive the corny gaming analogy here, but the AR/VR category is making consumers slog through an “Oregon Trail” journey, and they’re dying of exhaustion (or dysentery, or measles or fever).

CJ Friction Micrographic

Expanding in these areas doesn’t have to mean a lack of “depth” either. It may mean you need more sample/participants to support the analysis, however the right questionnaire design can still grab the granular details needed to support key business decisions. In this study, there’s a clear consumer need for those interested in AR/VR to experience the product(s) more easily. In Cloud Gaming, consumers are asking for more trustworthy reviews that are less self-serving. By comparing these two categories, key business decision makers are provided context to their data, which helps in better defining where the needs are, and what you can learn from.

P2P Gaming Challenges Categories Micrographic

So, if you’re exploring path to purchase / consumer journey work, it’s worth a pause to ask yourself, “should I expand my world?” This experience shows that there may be more categories of the business that could be included that would lead to easier interpretation and would set the research up to serve the broader business. It also open opportunities to gain more clear actionable insights by including both completed and incomplete paths. These two ideas are great additions to traditional path to purchase work.

Please reach out if you’re interested in learning more about path to purchase/consumer journey work or seeing more of the great work with did in the gaming industry.


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. Also, read "Fast-Moving, Slow-Thinking: How Friction, Challenges, and Barriers Derail Customer Journeys" to understand the consumer psychology behind decision-making.

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, Market research, Gaming, consumer journey

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