ISSUE
9
BIG THINKING ON TRANSFORMATION
Transform
Transform
HALL & PARTNERS
—
TRANSFORM
Rapid change is the new normal. We live in a world where everyone around us is being disrupted and transformed by digital technology. It’s changing the way people value and interact with brands and the products and services they provide. The challenge is to see ahead, to anticipate and predict. If only change was a steady thing … unfortunately it’s not. You can look into the future and see change on the horizon and then, all of a sudden, it’s either upon you or running ahead. Everyone we talk to wants to find new ways to drive growth and stay ahead. They’re asking how they can transform their businesses, products and services. They want us to help identify the new technologies that can unlock innovation and create exciting new customer experiences. Spotting the right opportunities at the right time is critical. Too early then things fail to take off; too late then you lose any opportunity for competitive advantage. Timing is everything. Predicting future outcomes requires a clear understanding of the shifting environment you’re operating in. An ability to experiment, test and learn potential outcomes of different strategies is key. And, increasingly, to do all this in real time, at the pace of the organisation’s decision making. It’s no wonder – as we help more and more of our clients on their transformation journeys – that we hear the cry for the data and insight business to also transform itself. We all need to transform, to move forward and embrace the new opportunities ahead of us. I hope this magazine gives you some interesting stories on how others are transforming to help inspire you on your own journey.
VANELLA JACKSON Global CEO vanella.jackson@hallandpartners.com @vanellajackson
5
12
16
David Mattin, TrendWatching
takeaway
Trendspotting
A new relationship with Liam Laville, Just Eat
28
32
live tracking
armchair athlete
Richard Owen, Hall & Partners
Mike Swiontkowski, Blizzard
Tracking is dead ‌ long
Esports: the rise of the
Entertainment
46
50
Thomas Walker, eBay
right and the rest will
A leap of faith
Get the user experience follow D’Arcy King, Hall & Partners Health
62
66
Powered from the inside
Change for the better
out
Nadim Samara, OMD UAE
Stuart McDonald, Centrica
Contents_ 20
24
In brands and blockchains
It’s time women took the
we trust
wheel
Christian Purser, Interbrand
Rhidian Taylor, Jaguar Land Rover UK
36
40
Tricking the brain
Cheaper, faster, better?
Ben Taylor, CASSETTE
Sam Eccles, RAPP
54
58
The new dialogue around
Brands: it’s time to act
arthritis
James Cockerille, Rokkan
Olivia Belle and Phillipa Williams, Versus Arthritis
70
74
A new kind of village
Humans to the rescue!
Heather Fraser, IBM Institute for
William Green, University of Leicester
Business Value
School of Business, and Robert Cluley, Nottingham University Business School
highlights_
8
16
Just Eat has transformed the takeaway world. Liam Laville tells us how
24
Jaguar’s Rhidian Taylor believes the car industry needs a new approach to advertising
28
Richard Owen expounds a transformative data and insight ecosystem for today’s marketers
36
Ben Taylor explores the exciting world of virtual reality in the healthcare space
46
eBay’s taken a leap of faith, putting its customers in control. Thomas Walker reveals all
HALL & PARTNERS
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TRANSFORM
Ben Taylor is the
Christian Purser is
Head of CASSETTE, the
Chief Executive Officer
creative technology
of Interbrand London.
division of experience
He’s worked extensively in both advertising
CASSETTE creates immersive experiences
and branding but spent the lion’s
for brands, consumers and employees
share of his career in the digital
through a range of digital technologies
industry. Prior to joining Interbrand,
including VR and AR, mobile apps and
Christian was Chief Digital Officer at
much more.
M&C Saatchi.
D’Arcy King, PhD is
David Mattin is Head
the Managing Partner
of Trends and Insights
of US Health at Hall
at TrendWatching where
& Partners. As a
he helps people build
behavioural health
organisations that
psychologist and strategic healthcare
matter, products that customers love
consultant, she leverages her extensive
and campaigns they can’t stop talking
launch experience and clinical acumen
about. He sits on the World Economic
to support the development of results-
Forum’s Global Future Council on the
driven, insight-led brand strategies
Future of Consumption.
and evidence-based solutions to drive transformational outcomes for clients.
Heather Fraser,
James Cockerille is
MRPharmS leads IBM’s
former Chief Strategy
Institute for Business
Officer at Rokkan and
Value, Healthcare and
an author with more
Life Sciences where she
than twenty years of
develops thought leadership on topics
worldwide experience across 80+ brands.
including stimulating collaboration
He works regularly with executive
among life sciences, healthcare and
leaders on issues of integration,
non-traditional parties, and the
organising for action and defining the
impact of emerging technologies on the
purpose of their organisations.
healthcare ecosystem.
contributors_
marketing agency, TRO.
9
10
Liam Laville is Global
Mike Swiontkowski
Insights Controller for
is the Director of
Just Eat, overseeing
Global Research and
brand and consumer
Consumer Insights at
programmes across
Blizzard Entertainment,
eleven key markets. Previously he held
a position he has held since 2016.
a global CMI role within a major FMCG
Previously, he was Director of Consumer
player working across the refreshments
Insights for Activision and held
category, as well as working at brand
research positions at Arbitron (now
and advertising research agencies.
Nielsen Audio) and Westat.
Nadim Samara is CEO of
Olivia Belle leads
OMD MENA. His career
the transformation
at OMD started 14
change programme at
years ago, rapidly
Versus Arthritis,
progressing from
the ambitious new
planning to analytics and now to agency
charity pushing to defy arthritis.
management. With responsibility for OMD
She has previously held leadership
offices across four countries, his key
communications roles in health, social
focus is on employee and client growth.
care, disability, and children and youth charities, always seeking to amplify the voice of beneficiaries.
Phillipa Williams
Rhidian Taylor is
is Director of
National Communications
Communications
and Channel Planning
and Marketing at
Manager at Jaguar Land
Versus Arthritis,
Rover UK. He transforms
helping change how people think about
brands through insightful and
arthritis, making sure it gets the
differentiated marketing communications
priority it deserves and ensuring that
and brand strategies, balancing
people with arthritis know where to go
creativity with insights and data to
to access help and support.
deliver immediate commercial success while improving longer-term brand perceptions.
HALL & PARTNERS
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TRANSFORM
Richard Owen has 25
Dr Robert Cluley is an
years’ experience
Associate Professor at
in using smart
Nottingham University
technologies to drive
Business School. His
better insight. As
11
research on marketing,
Hall & Partners’ Chief Transformation
advertising and technology is widely
Officer he’s currently on a journey to
published and he is the author of
encourage and embed change, applying
Essentials of Advertising.
technology to accelerate business
Sam Eccles, Managing
Stuart McDonald’s
Partner at RAPP Group,
career has spanned
helps brands use the
20 years in customer
most appropriate
insight roles in media,
technology to automate
retail, financial
content production. Described by
services and utilities. As Director of
clients as “game changing”, data and
Insight and Marketing Effectiveness at
creative work seamlessly together to
Centrica Plc he works closely with the
deliver mass-personalisation on a
individual business units to increase
global scale, with significant cost
customer-centricity and improve
efficiencies and speed-to-market.
the efficiency of their marketing investments.
Thomas Walker is Senior
Dr William Green is an
Director, Global Brand
Associate Professor at
and Customer Insights
University of Leicester
at eBay. Responsible
School of Business. His
for ensuring the
research on innovation,
company’s strategic decisions are
practice and technology is widely
guided by a rich and holistic base of
published, building on industry and
market and consumer insight, Thomas
public sector collaborations.
and his team are working to modernise eBay’s foundational research and insights platform.
contributors_
strategy and deliver financial targets.
DAVID MATTIN — HEAD OF TRENDS AND INSIGHTS — TRENDWATCHING – @DMATTIN – @TRENDWATCHING
12
THINK
YOU
CAN’T
THE
NEXT
BIG
CAN
NOW.
TO
YOUR
THING?
SUGGESTS
FORESIGHT
YOU
TRANSFORM
BUSINESS,
MATTIN
PREDICT
FIRST
DAVID PUTTING
HALL & PARTNERS
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TRANSFORM
13
If you could choose one magic power, what would it be? For most CEOs, senior executives, innovators and marketers, the answer is surely easy: the power to see into the future. To know what’s coming next for business, technology, society and culture. The power to see the next wave before it crashes into you. That’s always been a key business challenge. In a 21st-century environment of dizzyingly rapid change, it’s the central challenge. But generating meaningful answers to the question ‘what will people want next?’ can feel impossible. But there is an approach to this question that can be embedded in any organisation. It’s low cost and simple. And it’s uniquely suited to the challenge posed by an environment of accelerated change. I’m talking about trend-driven innovation: the practice of spotting and applying
Trend spot_ ting
consumer trends. And it should be a part of the foresight and innovation toolkit for any business in the 21st-century. GET OBSESSED WITH WHAT WON’T CHANGE The practice of spotting new trends
Human beings are motivated by a set of
in consumer behaviour, mindset and
basic needs and wants that are extremely
expectation starts with one simple
stable over time: convenience, value,
observation. Yes, we’re living at a moment
security, status, fun and so on. How
of rapid change. But amid all that change,
does that core truth help us? Powerful
we’re still the same old humans with the
new trends emerge when some change
same old human needs. To spot or predict
in the world – a new technology, a new
new consumer trends, stop fixating over
economic moment, a new mindset, or
the next flashy technology and start
something else – unlocks a different way
obsessing with what won’t ever change:
of serving one of these age-old basic
human nature.
needs.
14
Images © myfreda.com
WATCH
INNOVATIONS
HOW
ABOUT
AN
EXAMPLE?
So how can you use that simple principle
Way back at the start of 2017 we spotted
to start spotting new trends?
a cluster of innovations in the retail space. They included Finery, an AI-fuelled
The fastest, easiest and most powerful
virtual assistant for online clothes
way is simply to look out to the world of
shopping. And Freda, a UK startup that
innovation – the new products, services,
uses AI to understand a woman’s fertility
campaigns, brands and business models
cycle and deliver tampons accordingly.
being launched now – in search of ones
These innovations were all leveraging
that serve a basic need in a new way.
a recent change – the maturing of AI – to serve the basic human need that is
When you spot a cluster of innovations
convenience.
that meet this criterion, that’s important for a couple of reasons. First, that cluster
That prompted us to identify a trend
can signal that some change in the world
we called a-commerce, all about how
is allowing a new way to serve an age-old
consumers are outsourcing key retail
human need. Second, those innovations
behaviours – hunting for the best product,
will send the same signal to consumers
negotiating the best price, sorting delivery
who use them, or simply become aware
– to AI and smart digital services. We’ve
of them. Over time, those innovations and
watched the a-commerce trend evolve for
others like them will change consumers,
over 18 months now, and seen some huge
giving them new behaviours, new
players respond to this powerful emerging
attitudes and, crucially, new expectations
customer expectation. Walmart, for
of the world around them. And that
example, just launched its own AI-fuelled
means new expectations of brands and
shopping concierge, Jet Black.
businesses, including yours.
HALL & PARTNERS
BECOME
A
—
TRANSFORM
TREND-DRIVEN
ORGANISATION If you’re looking to transform your business in 2019, here’s the transformation I think you should make: become a trend-driven organisation. The people inside your business see a maelstrom of innovations every day – new products, services, campaigns and more. Becoming a trend-driven business is simply about teaching your people to see all that through a simple lens – change … basic needs … new customer expectations – that allows them to spot new directions of travel. Do that, and each of your employees can be empowered to start generating meaningful thinking on where the expectations of consumers are heading next. You can become a business that runs not only on insight, but on foresight. That’s a profound transformation. And once you start to see the next wave of customer expectations before it crashes into you, you can then ask the second set of powerful questions. What do these new expectations mean for us? And how should we respond?
WE’RE LIVING AT A MOMENT OF RAPID CHANGE. BUT AMID ALL THAT CHANGE, WE’RE STILL THE SAME OLD HUMANS WITH THE SAME OLD HUMAN NEEDS
15
LIAM LAVILLE — GLOBAL INSIGHTS CONTROLLER — JUST EAT — @JUSTEATPLC 16
A NEW RELATIONSHIP WITH TAKEAWAY
HALL & PARTNERS
JUST
EAT
HAS
TRANSFORMED TAKEAWAY LAVILLE THIS
WORLD.
LIAM
DESCRIBES A
HOW
HAS
SEAMLESS
EXPERIENCE ITS
THE
DISRUPTOR
CREATED
—
FOR
ALL
USERS
Sometimes the most effective
users. Our customers want a fast, fuss-
transformations occur when a business
free, personalised takeaway service, one
embraces innovation rather than
which anticipates their desire and knows
meticulous design. We look for and
their favourite dishes, as well as when
explore emerging micro-behaviours, we
they’re most likely to order. And we try not
design solutions that serve those needs,
to clutter them with unloved menus.
we develop working prototypes and test them, quickly. We would rather test and
The restaurateurs who use our platform
fail 100 times than scale stupidity. That’s
– and we have 100,000 of them in 13
how Just Eat has pivoted in just a few
countries around the world – want to
short years from performing a simple
know when and where peaks will arrive,
function – simplifying the ordering of
who enjoys which dishes, what pricing
takeaway meals – to engineering a data-
works best and how they can maximise
fuelled ecosystem with relationships
their resources by predicting tastes,
at its core.
orders and behaviours.
We’d always intended on having these
And there are also the courier services
relationships when we launched more
who need to plan ahead to keep both
than a decade ago but hadn’t quite
sides of the process happy – creator and
anticipated how we could be central to
consumer.
the building of them. And, in turn, the building of the business and our profits.
In essence, we’re now a company that joins all of these elements into a
By using artificial intelligence and new
seamless, mutually beneficial experience
technologies we’ve been able to create
by capturing and analysing the data with
an extraordinarily intricate profile of our
remarkable accuracy, using machine
TRANSFORM
17
18
Images © Just Eat UK
learning, chatbots and smart algorithms.
our rocket fuel in this transformation.
We utilise technology to make the
It’s given us the ability to be predictive,
takeaway process feel more relevant,
not just reactive. To be viewed as a
instinctive and personalised. And always
contributor to the eating experience rather
function in a way that enables us to learn
than just a facilitator. To be an innovative,
perpetually, and to target our users more
disruptive player improving what was
productively the more data we have.
once an occasionally frustrating and haphazard experience and making that
By listening to our
as seamless as possible.
customers and partners
We’re embedding AI and machine
we’ve created an entirely
customer care chatbot can now respond
new business model
learning across our platforms. Our to and take actions to resolve simple customer queries without having to get a human involved, freeing our people to
However, the transformation isn’t just
handle the more complex or sensitive
smart – it’s been grounded in business
requests. As our customer base grows, AI
need. Everything we do has to be about
enables us to scale where humans can’t.
growth, as well as keeping our partners satisfied. If those who make and deliver
We’re developing contextual awareness
the food don’t grow, then neither will we. If
for our app too. Take Alexa and voice
those who order the food aren’t satisfied,
recognition, for example. If a customer
then they won’t want to come back.
wants to reorder something they ordered last week, our response needs
Commercial instincts have driven this
to be different than for a customer who
transformation. And data has been
ordered two months ago – we can flex
HALL & PARTNERS
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TRANSFORM
Data has been our rocket fuel in this transformation
the customer journey to meet each
measuring and then analysing their
customer’s specific needs.
behaviours, we’ve created an entirely new business model.
It’s all about ensuring we deliver a seamless online ordering experience
You don’t always need to plan
for customers – building more
transformations such as this. Sometimes
personalisation into our product or
using new technologies, while being
predicting exactly when a customer will
smart and agile enough to change tack
want their meal – which in turn helps
according to the needs of partners and
restaurants optimise their processes, and
customers, can lead you to solutions you
couriers know when to arrive at
hadn’t anticipated.
a restaurant. For us, it’s simple. We’ve taken away the Just Eat is now as much a relationships
hassle of takeaways, from their kitchen
business as anything, seeking to optimise
to your home. We’ve used innovation to
these connections rather than influence
improve the human experience. And we’ve
them. The insights accrued from the data
made eating not just a mutually beneficial
have given us the ability to transform.
experience but a relevant and personal
Just a decade ago we started out as a
one too – so we can deliver on our vision
functional app – groundbreaking in its
to serve the world’s greatest menu.
way but still limited in scope. Gradually, by
Brilliantly.
listening to our customers and partners,
19
CHRISTIAN PURSER - CEO LONDON - INTERBRAND - @INTERBRAND 20
In brands and
blockchains we trust
HALL & PARTNERS
CHRISTIAN EXPLORES
TRANSFORM
PURSER WHETHER
GENERATION
OF
THE
HERALDS
ERA
FOR
TRUST
NEXT
INTERNET
TECHNOLOGIES OF
—
A
BRANDS
NEW
21
22
The utopian vision for the internet has given way to more of a dystopian reality
and governments, NGOs, media and corporations for a number of years. In a recent global study, when consumers were asked about their expectations of a company CEO they overwhelmingly prioritised ‘ensuring trust’ over all other
I became a part of the internet revolution
factors, including the quality of products
in 1995 with a dial-up modem, a
and services.1
newsgroup reader and Netscape 1.0. It was a brave new world – a magical
Trust is the foundation of commerce and
universe of technology, transparency,
a critical factor in building strong brands,
freedom of expression and shared
yet it’s at an all-time low. The internet is
human experience.
in some ways partially to blame for this implosion of trust but, as is often the
More than twenty years on, the utopian
case, technology is both the problem
vision for the internet has given way
and the solution. The next generation of
to more of a dystopian reality, with
internet technologies is already gestating
mass government surveillance, bulk
and is based on blockchain technologies
collection of personal data, constant data
– technologies that will hopefully start to
breaches, burgeoning fake news and
rebuild trust in our institutions, precisely
rampant commercialism. And rather than
because they are more ‘trust-less’.
creating a system of trust, the economic
1 Edelman
incentives of the current internet have
A blockchain is simply a digital ledger,
created a system where privacy and
a record of transactions and data.
profitability are in conflict. We’re no longer
The clever part is when these digital
the users … we’re the product.
ledgers are public, decentralised and permission-less, which means there’s
Trust is in decline everywhere you
no central authority that has the power
barometer 2018,
look. Multiple studies have shown an
to change transactions and data within
p. 29
ongoing decline in trust between people
the ledger. Bitcoin is a good example of
global trust
HALL & PARTNERS
—
a decentralised permission-less ledger.
blockchain can provide the trust layer. In
Nobody owns bitcoin and, due to the
many cases the user will have no idea
difficulty involved in the blockchain’s
that they’re interacting with a blockchain,
cryptography and the power required to
only that the data they’re seeing is tamper
mine a block, it’s currently impossible to
proof and has been verified as correct by
change records on the bitcoin blockchain.
multiple parties: bridging the gap between
The bitcoin ledger is immutable.
a brand’s claims and the evidence
TRANSFORM
that these claims can be trusted to be So what’s the connection with trust?
accurate and correct.
Well, blockchain technologies and these immutable ledgers are now being applied to many industries where trust is a factor in value exchange and value creation. From supply chain integrity to social media, finance and artificial intelligence, there are hundreds of blockchain projects being worked on right now by
Wherever there’s a potential trust issue, blockchain can provide the trust layer
the next wave of disruptive startups with trust at the core.
It takes many years to build a trusted brand but just a few short days or weeks
Closer to home, in the advertising space
to damage that trust. Trust 2.0 will be
there are projects dedicated to finding
powered by blockchain, bringing growth
ways to rebuild trust in the media industry,
opportunities for those brands that seize
using blockchain to tackle problems such
the trust agenda, along with a new wave
as ad fraud, brand safety and viewability
of disruptors with trust built into the core
through blockchain verification.
of their business model.
Wherever there’s a potential trust issue,
In brands and blockchains we trust.
or an application where trust makes a product or service more valuable,
23
RHIDIAN TAYLOR — NATIONAL COMMUNICATIONS & CHANNEL PLANNING MANAGER — JAGUAR LAND ROVER UK — @RHIDIANTAYLOR
24
It’s time women took the wheel
JAGUAR’S WHY
THE
RHIDIAN CAR
TAYLOR
INDUSTRY
TO
TRANSFORM
ITS
TO
ADVERTISING
ON
NEEDS
APPROACH
HALL & PARTNERS
—
TRANSFORM
25
26
© Jaguar, E-PACE: Time to Bend the Rules
Earlier this year, the World Federation of Advertisers (WFA) released a call to arms to the advertising business to stop stereotyping women. This caught our eye at Jaguar because we know the car industry has been one of the worst offenders. According to the WFA research, 25% of ads feature men only while just 5% feature women only.1 And research undertaken by Unilever in 2015 showed that 40% of women don’t relate at all to the women they see in advertising. The car industry has certainly been guilty of this. Think about the car adverts you’ve seen recently. There are so many clichés: mountain roads, a city at night, the moment where a car splashes through a stream (especially if it’s an SUV) … and a man in the driving seat looking pensive 1 Gender Bias in Advertising, Research, Trends
and determined. Some car ads don’t feature a driver at all, but their tone and cues are unmistakably masculine. If 40%
and New Visual
of women think advertising doesn’t talk
Language
to them, you’d be hard pressed to find a
There are so many clichés: mountain roads, a city at night, the moment where a car splashes through a stream ... and a man in the driving seat looking pensive and determined
HALL & PARTNERS
—
TRANSFORM
27
© Jaguar, I-PACE: A Breed Apart
sector where that’s more apparent than
with making our brand more relevant to
the car industry.
women, including transforming the way they’re portrayed in our advertising.
And yet, nearly half (42%) of all new cars are registered to women.2 What’s more,
In the last year, we’ve run several
women influence 85% of all car buying
campaigns with women in lead roles. The
decisions, so even when they aren’t
Jaguar E-PACE Bend the Rules campaign
the buyer women nonetheless have a
features the ‘Mistress of Mischief’, a
significant say.3 But still these female
character cheeky enough to drive the car
buyers and influencers are largely ignored
who uses her wiles to get away with all
by car advertising.
the things we wish we could.
Some car ads do show women but all
A Breed Apart – the campaign for the
too often they’re in small (‘shrink it and
Jaguar I-PACE, our first all-electric car
pink it’) cars, on the school run, going
– takes a more cinematic approach. All
shopping or showing how practical the
about how Jaguar people stand apart
car is for families. And frequently women
from the crowd, the striking ‘Bond girl’
appear quietly in the passenger seat while
walks with a life-size computer-generated
the man takes the wheel.
jaguar before driving her I-PACE in a dramatic electrical storm: “It’s just
Recently at Jaguar we’ve been trying
electricity – nothing to be afraid of”.
to change this, not just because it’s the right thing to do but because it makes
We believe our advertising is changing
great business sense. Only one in ten
perceptions and building emotional
Jaguars is sold to a woman which seems
connections. We’ve got more work to do
a nonsense when women are buying over
but it’s a strong start that we hope others
40% of new cars. The journey begins
in the car industry will follow.
2 The Society of Motor Manufacturers and Traders Ltd (SMMT) 3 Auto Alliance, Who Drives a Household’s Buying Decisions
RICHARD OWEN — CHIEF TRANSFORMATION OFFICER — HALL & PARTNERS — @TRANSFORMSTUFF — R.OWEN@HALLANDPARTNERS.COM 28
HALL & PARTNERS
—
Tracking is dead... long live tracking HALL
&
PARTNERS’
TRANSFORMATION RICHARD DATA FIT
AND FOR
OWEN,
CHIEF
OFFICER, EXPOUNDS
INSIGHT TODAY’S
A
ECOSYSTEM MARKETERS
As you drive through the leafy countryside
making capability: we know what we’re
of Warwickshire, on your way into Royal
spending on marketing, and we know
Leamington Spa, there’s a pleasant but
how much money we’re making, but
innocuous row of houses that represent
we’ve absolutely no idea what happens in
the typical early-1990s new builds of
between those two points – so we can’t
middle England. The development is
fix mistakes or do things better to make
notable for nothing on the surface, but
more money, more effectively.
perhaps in time there will be a blue plaque placed there, for this is the late-1970s
If we’re being true to the idea of the blue
birthplace of tracking research as we
plaque, then perhaps the full story is only
know it.
told when we add a second date to mark the death of tracking as we know it. While
Before the builders moved in, this spot
it probably won’t be today, the patient is
was home to the humble beginnings of an
definitely in intensive care and looking
idea – from two marketing executives at
like they won’t make it out alive, or at
General Foods – that grew into the most
least without major surgical intervention
successful market research methodology
and extensive plastic surgery. Whatever
ever invented. Mr Millward and Mr Brown
emerges won’t be recognisable, and that’s
saw an opportunity to create a service
something we should all be celebrating.
that would solve the gap in their decision-
TRANSFORM
29
30
Cause of death: data. The entire point of
in real time? The scales were falling from
a tracking study was to try and know the
the eyes of the budget holders.
unknowable. To understand what people were seeing, feeling, thinking and doing
No more then, the necessity for such
in the absence of any other data beyond
insight? Not quite. While the need for
spend and sales. Over time though, it
tracking as envisioned by Maurice and
became not the means to an important
Gordon some forty years ago is dying,
end, but the end in itself. To have a tracker
the requirement for clients to have
was almost as important as what you did
continuous insight so they can make
with it. A security blanket of information …
marketing decisions in real time is more
just in case. They became long, arduous
important than ever.
and inflexible. The transformation is underway. From
We can retain control of the consumer insight conversation and keep our clients running at the same speed as their customers
the idea that one single source of primary market research will tell you everything, to an ecosystem powered by data and insight – where it’s more important to connect data smartly than it is to collect data efficiently. Where always-on pulses around the brand metrics that matter are joined together with social pulses to see what the world is organically saying, customer pulses where transactional data shows us what everyone is doing, and
Because the industry didn’t reimagine
communications and experience pulses
quickly enough, clients started calling
that measure media effectiveness in the
it out. How many decisions were they
right way, at the right time, with the right
making based off ‘the tracker’? “Very
method. Hint: these are not 25-minute
few”, was the cruel, but fair, response.
online surveys.
And largely because they now had the missing information they used to rely
This ecosystem is a place where, once all
on the tracker for: the eyeballs, the hits,
the relevant data is connected, predictive
the clicks, the transactions. Under close
analytics maps the current reality
scrutiny the value for money from the
and shows the pathways to follow to
tracker didn’t hold up against all the
maximise future success. And ultimately
other investments they needed to make
predicting the future by providing clients
to get a handle on all the new data. And
with real-time market simulators where
why spend so much on insight when the
scenarios can be played out in a safe
marketing teams could get their hands on
environment before money is spent on the
the same data, faster, and respond to it
real thing.
HALL & PARTNERS
S M A RT T O O L S
PRE
TH
E
HU
—
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31
B
D I C T I V E A N A LY T I C S
CON
N E CT E D DATA
O
N
SU
A LT
NCY
YS - ON PULSE WA S AL
STRA T
EG
IC
C
As insight practitioners we remain in
in the organisation and allows marketers
charge of the why. Everything in this ‘data
to make the decisions they need to.
is the new oil’ world shows us all of the
And with less time spent on manually
whats that traditional tracking used to
collecting and reporting data, more
do, but it doesn’t tell us the whys. We
time can be spent on connecting it and
can now surround our connected core
spending time with our clients, offering
with smart tools that harness always-on
the kind of higher-value strategic advice
communities, mobile, AI and NLP to give
that can truly have an impact on changing
us the ability to survey hundreds of people
a brand’s fortunes.
in minutes, conduct focus groups at scale in hours, or run experience ethnographies
For the agencies and clients daring
in days.
enough to adopt and adapt this new kind of ecosystem, there’s a brave new
This means that at Hall & Partners we
world of continuous insight to enjoy, and
can retain control of the consumer insight
a completely new approach to breathing
conversation and keep our clients running
life into the old tracker. We could then
at the same speed as their customers.
drive back past our mythical blue plaque
Fresh and focused insight – provided
in the Midlands that celebrates ‘the birth
in real time via The Hub (our pioneering
and death of tracking’, and scrawl at the
insight news service) – has more impact
bottom, “hang on a minute…”.1
1 The author of this article does not advocate vandalism of public property
MIKE SWIONTKOWSKI — DIRECTOR OF GLOBAL RESEARCH AND CONSUMER INSIGHTS — BLIZZARD ENTERTAINMENT
— @BLIZZARD_ENT
32
ESPORTS: the rise of the armchair athlete BLIZZARD MIKE TO
SWIONTKOWSKI
HALL
ABOUT
ENTERTAINMENT’S
&
HOW
PARTNERS ESPORTS
TRANSFORMING INDUSTRY
TALKS
THE
IS GAMING
HALL & PARTNERS
—
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33
Images © Blizzard Entertainment OWL Grand Finals 2018
34
What big developments have you
What is esports and how is it
seen in the gaming industry in
transforming gaming?
recent years? Esports is competitive gaming One of the most exciting parts of working
where highly-skilled gamers play in
in the gaming industry is how quickly
organised, multiplayer matches. These
things can change. In recent years, most
rapidly growing events range from
games have shifted to becoming always-
small tournaments among friends
on live services that change regularly with
or communities, such as the fireside
new content and features keeping players
gatherings our fans run themselves for
engaged long after a game has launched.
our game Hearthstone, to the highest
Esports and live streaming of gaming
level of competition watched by fans
overall have also become much more
globally, both online and in-person. The
mainstream.
Grand Finals for the Overwatch League took place in a sold-out Barclays Center in Brooklyn this summer and was broadcast on ESPN. In what ways has Blizzard adapted to this? Blizzard has been involved in esports for a long time, helping establish some of the first highly organised tournaments in the early 2000s with our game StarCraft. At Blizzard we now have staff devoted fulltime to managing a wide range of esports programmes across our different games, from amateur level through collegiate to professional. We’re passionate about esports and our goal is to continue building best-in-class programmes and teams. One recent example was the debut of the Overwatch League earlier this year, which set a new precedent for how a premier esports league could be run and proved that fans would be interested in a new model with location-based teams, inspired by the way professional sports leagues are organised.
HALL & PARTNERS
What are some of the
How do you see
unexpected challenges to have
esports evolving in
emerged with esports?
the future?
Esports truly is global in appeal, which
Esports is here to stay.
presents a number of challenges when
The popularity of different
trying to create programmes that can
games within esports
simultaneously meet the needs and
will continue to shift and
desires of all the continents across
everyone involved in
the world. Scheduling and travel are
esports will continue to
unique challenges that sports leagues
learn new ways to improve
who operate or appeal to only one
their programmes, events
continent do not face. Our audience also
and broadcasts. Every week esports
expects different things from an esports
seems to grow in popularity, attracting
broadcast vs. traditional sports broadcast
new investors and consumers. I fully
or livestreams of gaming personalities,
expect this trend to carry on for quite
and this continues to change. We’re often
some time, with new major players
doing some things for the very first time
and partners entering and continually
in esports, so it’s difficult to know if it will
changing the esports landscape.
—
work or not until we try it. Do you have any advice for Has esports changed your
brands facing transformation
consumer base and, if so,
on how to adapt to evolving
how has this impacted your
consumer needs?
approach to marketing? Don’t just hope a new change will It’s starting to change the consumer base
pass. Take the changes seriously and
as we now have different types of fans
do your research on evolving trends
we need to think about more often. We
in your industry with consumers and
have some people who play our games
experts. Use that information to make
and follow our esports programmes, and
informed decisions on how your brands
others that only do one of those things.
could or should change to adapt to the
Previously, we could focus on our active,
transformation. The answer may be “don’t
lapsed, and potential new players. Now
change the game plan”, but you should
we also have active, lapsed, and potential
at least do some research to make that
new viewers in the mix, and we need to
informed decision now, or you may look
think about marketing and developing
back in just a couple of years and be too
content for them differently.
late to the party.
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BEN TAYLOR — HEAD OF CASSETTE — TRO GROUP — @HELLOCASSETTE 36
HALL & PARTNERS
—
TRANSFORM
TRICKING THE BRAIN BEN
TAYLOR
EXPLORES THE
EXCITING
DEVELOPMENTS AND
GROWING
POTENTIAL OF
VIRTUAL
REALITY
IN
HEALTHCARE
THE SPACE
37
38
SnowWorld’s SnowCanyon is designed to be used with the new VR helmets (HTC VIVE). Image by bigenvironments.com, © Hunter Hoffman, www.vrpain.com
Virtual reality isn’t for everybody, and it’s
you are physically standing on the floor
certainly not suitable for every situation.
the visual effects are so immersive they
There’s nothing worse than using tech for
will trigger a sense of vertigo. In this
tech’s sake and shoehorning a piece of
instance the technology can be used
VR in where it’s not needed. It doesn’t add
extremely effectively to treat a range of
any value and subsequently falls very flat.
phobias, through incremental exposure in a safe environment.
However, there are certain conditions that are ripe for this type of technology,
At the more extreme end of the scale, the
and many areas of healthcare fit
technology has proven to be so immersive
the bill. Virtual reality is perfect for
that burn victims have experienced a 50%
communicating complicated messages,
pain reduction after being placed in a
consolidating vast amounts of
virtual cold environment for 20 minutes.
information into small, bite-sized and
SnowWorld was the first virtual world
memorable chunks, and immersing users
designed to help alleviate the excruciating
in new environments.
pain levels suffered during wound care procedures1 – opioids alone just weren’t
1 VRpain.com 2 wearecassette. com/omnicomhealth-vr-heart
To understand the true power of virtual
doing the job, particularly disturbing when
reality you need to try it for yourself.
the patients are children.
The total immersion in a 360-degree environment, combined with sound
We’re only just scratching the surface
effects, will trick your subconscious
with using virtual reality for patients, but
brain into thinking it’s somewhere else.
already there are cases where it’s been
Standing on top of a 30-story building in
used for phantom limb treatment, PTSD
Global Investment
our ‘virtual heights experience’ is enough
and autism. In a recent case, VR was
Research
to make people scream. Despite knowing
used to help children overcome the fear
3 Goldman Sachs
HALL & PARTNERS
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39
of receiving a vaccine injection. In the VR game, children were transformed into a heroic figure, about to receive a powerful shield. Actions in the game carefully matched those in the real world, reducing any fear or anxiety, and allowing a nurse to administer an injection with minimal
© CASSETTE, Virtual
disruption.
Reality Heart for Omnicom Health Group
While patient treatment is a fantastic use of VR, so too is patient education. Healthcare practitioners often have to convey very complicated topics to patients – on procedures, a condition or the drug they’re administering. These messages can sometimes be a scary moment and VR can be used to clearly communicate the most important points, visually demonstrating an operation or how a drug will work. Our ‘heart experience’2 transports users to a museum-like space where they can view an anatomically correct beating heart. The user can walk around and step inside the 2m high heart, see the clapping valves, and understand how the condition atrial fibrillation affects blood flow. This type of experience demystifies the medical process while giving important insight into how the body functions and, in this case, the importance of treatment via medication. With the estimated market for VR in healthcare expected to hit £3.9bn by 2025, we’re bound to see more innovative uses of this technology over the coming years.3 From patient treatment to remote surgery or wellness experiences, the rapid advance in hardware technology will open up new areas previously inhibited by cost. Get ready for an impact on a mass scale.
To understand the true power of virtual reality you need to try it for yourself
SAM ECCLES – MANAGING PARTNER – RAPP GROUP – @RAPP_UK
40
Cheaper,
better?
HALL & PARTNERS
SAM
ECCLES
SECRET: CREATIVE
THE
LETS
US
IN
ON
TRADITIONAL
PRODUCTION
—
A AGENCY
MODEL
IS
DEAD
As Ferris Bueller smirked straight down the lens before bunking college, “Life moves pretty fast. If you don’t stop and look around once in a while, you could miss it.” Having positively galloped through the last 25 years, working with some brilliant folk developing campaigns across many sectors, I couldn’t have imagined how fast and far things would change. While consumer expectations are forever rising, with a clear majority responding to hyper-personalised experiences across multiple touchpoints, many brands and agencies simply aren’t internally structured to deliver the goods.
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As an industry whose sole purpose is to change people’s thinking, and ultimately behaviour, the familiar ‘manual’ ways of working simply aren’t fit for purpose. Clearly, most brands and agencies know this, and many are investing heavily in off-the-shelf technology to try and deliver one-to-one communications.
So
what’s
the
problem?
Our growing ranks of marketing scientists have increasingly sophisticated tools to make sense of the signals to provide deeper understanding of consumer behaviour. But that’s only half of the solution… In order to deliver data-driven masspersonalisation – or omnichannel communications – we must also be able to automate creative content production at scale. It doesn’t sound very sexy, but it’s more vital than ever.
HALL & PARTNERS
—
TRANSFORM
As in most sectors, any level of automation is initially viewed with scepticism as it could affect the way teams are structured – and possibly ‘the craft’. However, as the big players continue to buy or build technology platforms that promise to ‘solve marketing’, there remain clients that haven’t taken the leap for fear of becoming wedded to a single platform. Only too recently did I stop thinking Don Draper was The Man and actively embrace the automation technology available, to understand what it can – and can’t – do to transform marketing. Ultimately, by providing the marketing technology that connects consumers with the most relevant content, we can (finally) deliver on the promise of ‘cheaper, faster, better’. Don Draper wouldn’t recognise the place!
Only too recently did I stop thinking Don Draper was The Man and actively embrace the automation technology available
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FOR ADDITIONAL TRANSFORMATION CONTENT GO TO WWW.HALLANDPARTNERS.COM/TRANSFORM WHERE YOU’LL FIND EXCLUSIVE ARTICLES AND VIDEOS FROM BRANDS AND AGENCIES
HALL & PARTNERS
—
TRANSFORM
TRANSFORM HEALTH, our sister publication, brings together some of the most influential thought leaders to explore how healthcare companies and brands are transforming. Read about the latest digital healthcare trends, the future of cancer care, the exciting role played by virtual reality in digital therapeutics, and much more.
45
THOMAS WALKER — SENIOR DIRECTOR, GLOBAL BRAND AND CUSTOMER INSIGHTS — EBAY — @THOMASDWALKERJR 46
HALL & PARTNERS
—
TRANSFORM
A leap of faith EBAY
HAS
TRANSFORMED WAY
IT
GATHERS
INSIGHT, CUSTOMERS CONTROL. WALKER US
HOW
THE
PUTTING IN THOMAS
TELLS
47
48
Customers are in the driving seat, using video and instant feedback to tell us what they want to tell us
Too often the insights that brands receive are the insights they’re looking for rather than the insights customers – or potential customers – want to provide. They ask the clever questions they want to ask, frame discussions according to business strategies and then draw suitable conclusions. The whole process can, at times, feel a little too comfortable and the
There are no 20 to 30-minute
insights they generate potentially fail to
questionnaires, only insights that come
uncover deep human truths.
from free-flowing unstructured data that we sift through. Instead of structuring
At eBay we’ve been experimenting with
questions as if we know how consumers
something a little different. Instead of us,
think, we glimpse into their minds with
as a brand, being in control of insight-
greater clarity because, by being allowed
gathering, our consumers are. Through
to talk on their terms, they willingly
AI-enhanced platforms that utilise
allow us in.
open-ended questions, customers are in the driving seat, using video and instant
For instance, at eBay we’re constantly
feedback to tell us what they want to tell
trying to improve our platform and the
us – insights that resonate with them,
way people interact on it. The shared
that they feel and experience.
experiences have to be positive. Our AI-fuelled insights process allowed us to
Marketers very often talk about being
track the emotions people felt when they
disruptive but then pull back from the
were on the site or were considering using
precipice. This time we really took
it. And that emotional analysis will help us
that leap. This approach disrupted
to make the right kind of changes.
our thinking, planning and processes but it provided nuggets of truth that
Not only are those conclusions more
conventional quantitative closed-end
meaningful because they’ve originated
surveys never would.
from our audience – rather than us
HALL & PARTNERS
prompting them – but we’ve reached
in the way they want and know how. They
them faster. We’ve become more
feel more empowered and we’re finding
knowledgeable, more agile and more
more insightful truths.
—
TRANSFORM
connected because of the way we’ve transformed our insight-gathering process. Unpacking, analysing and then reacting to those findings is making our brand even more highly valued.
The potential of AI to transform the insights industry is enormous
AI is still in its formative stages but its
There’s a tendency in the industry to try
potential to transform the research and
and over-quantify everything. It’s therefore
insights industry is enormous. The key is
very uncomfortable when you don’t have
to give up control, embrace uncertainty
a solid framework that allows that and
and allow our processes to be disrupted.
instead must rely on interpretive analysis. But using AI technology to do this enables
By using video and open-ended questions,
us to find human truths faster. We need
we’re letting consumers talk. And
to experience that discomfort, to embrace
leveraging technology to mine for insights
that challenge of allowing customers
rather than relying on traditional questions
to provide their own responses and lead
and scale points. We’re getting to the
us to the answers, rather than be
heart of things by enabling consumers to
prompted by traditional research and
articulate their feelings about the brand
insights methodologies.
49
D’ARCY KING — MANAGING PARTNER — HALL & PARTNERS US HEALTH — @DRDARCYKING — D.KING@HALLANDPARTNERS.COM 50
Get the user experience right
and the rest will follow
HALL & PARTNERS
AS
TECHNOLOGY
THE KING THE
TRANSFORMS
HEALTHCARE URGES
US
SPACE, NOT
TO
D’ARCY FORGET
PATIENTS
When we talk about concepts such as
Technology can clearly add value to
transformational innovation in healthcare,
people’s lives but we’re not there yet.
I wonder whether enough of us who work
We’re just at the start of the fourth
in media industries truly grasp what that
industrial revolution and our goal
means from the perspective of the only
right now must be to simplify the user
group that really counts. Patients.
experience.
They’re fortunate to benefit from new
When you have a condition such as
technology and tools that enable them to
diabetes or cancer, life can become
take control over their lifestyles without
overwhelming, the daily stresses stack
having to always consult a medic.
up. The last thing you need is for your
However, we can sometimes become so
life to become even more complicated
blindsided by what technology can do
with technology. We need to meet people
that we forget to ask whether patients
where they are, see them as consumers
will accept it in the first place. We fail
rather than just patients … demanding
to understand how they will use it, if it
consumers who want simpler lives and
complicates their lives rather than assists
the kind of data that can help them
them, if the ensuing data is revelatory
predict problems before they happen.
or if the purpose of the technology truly satisfies their needs.
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52
And for doctors, we need to create
transformational. If the human body
technology that supports their profound
becomes our primary data platform,
desire to help people. They pursued a
technologies to predict, manage and
medical career to deal with patients face-
prevent disease are now not just possible
to-face, not spend a large proportion of
but becoming the new normal.
their lives glued to technology. However, tech adoption and long-term If we’re to be truly effective to patients
use are very poor. In far too many cases,
and healthcare providers we need to get
people are being asked to interact with
in their heads, minds and spaces. That’s
an app or other tech, but they get nothing
what will help us to be transformative.
in return – there’s no value exchange, no reward, no improvement in their day-to-
So while we need to embrace
day lives. The technology cannot succeed
experimentation and risk-taking to
in such circumstances.
develop these technologies, we also need to ensure that we build capabilities
Still, there have been some successes
that go beyond traditional healthcare
of late, especially in examples
delivery and provide simplicity, relevance
where individual health data can be
and value in people’s lives. There will be
automatically collected, tracked and
barriers and biases that get in the way of
shared. For instance, a company called
effective use of these technologies and
Onduo has a digital AI behavioural health
that’s where we must concentrate our
change programme that seamlessly
efforts. Not marveling at what technology
integrates into diabetes patients’
can do but devising ways that we can
everyday lives, collecting data inputs from
persuade users, stakeholders, payers and
wearable devices, self-reported data, and
professionals to embrace that technology.
community and coaching interactions to provide supportive feedback in real time.
Innovative technology used in as
This data can also be aggregated at a
seamless a way as possible can be
population level to drive predictive alerts.
THE EFFORT, ANALYSIS AND DECISION MAKING THAT MOST OF TODAY’S TECHNOLOGY REQUIRES IS STILL TOO MUCH FOR MOST USERS
HALL & PARTNERS
Or take Nanowear, which has developed
are subject to cognitive biases in every
revolutionary undergarments that collect
interaction we have. So understanding
continuous multi-channel ECG, heart rate
people’s conscious (rational, reflective)
and respiratory rate data from the wearer.
and unconscious (implicit, automatic)
If the user choses to opt in to share their
motivations helps us to understand
data with their healthcare provider, the
why people do what they do. If we don’t
sensors automatically send that data to
understand how they think, why they
a mobile app and then on to a web-based
make the choices they do and what they
portal for review by a doctor.
fear, then the technology will not work as
—
TRANSFORM
effectively as it should. The effort, analysis and decision making that most of today’s technology requires is still too much for most users. To counter that, we need to understand – like these two examples – the biases and barriers that may get in the way, especially when working in collaboration on the path
OUR GOAL RIGHT NOW MUST BE TO SIMPLIFY THE USER EXPERIENCE
to transformative innovation. Transformational change isn’t just about Almost all of what influences our
the shiny bells and whistles. It’s about the
behaviour is subconscious. We rely on
interaction of technology with the choices
our experience, memories, environment
we make, the biases we hold, and the
and instincts to make decisions and
behaviours we show and keep hidden.
53
OLIVIA BELLE - DIRECTOR OF TRANSFORMATION - PHILLIPA WILLIAMS - DIRECTOR OF COMMUNICATIONS AND MARKETING - VERSUS ARTHRITIS - @VERSUSARTHRITIS 54
The new dialogue around arthritis
HALL & PARTNERS
OLIVIA
BELLE
PHILLIPA OF
THE
JOURNEY GIVING
TRANSFORM
AND
WILLIAMS
VERSUS
SHARE
—
ARTHRITIS CHARITY’S
TOWARDS PEOPLE
ARTHRITIS
A
TRANSFORMING PERCEPTIONS
WITH
VOICE
AND
SOCIETAL
55
56
Images © Versus Arthritis
Transformation can sometimes be a
– enabling them to come together with
predictable, safety first affair. New logos,
the aim of increasing understanding and
mergers that allow for pooled resources, a
having a more visible and vocal societal
tweak of the brand purpose. Not so much
conversation about the impact of the
transformation, as a bit of a change.
condition. Arthritis, for them, isn’t just
Which makes what we’re trying to do at
an inevitable consequence of ageing
Versus Arthritis different and bolder. We’re
as some might view it but a debilitating
not just transforming who we are but how
condition that afflicts 10 million people
we work, support, engage and campaign
in the UK alone. And governments,
for change. We’ve torn down the walls and
employers, stakeholders and healthcare
are empowering communities of people
professionals are very often not dealing
who live with arthritis to talk about their
with the physical and emotional impact of
experience, how they are ‘versus arthritis’
living with arthritis sufficiently, scratching
in their own way. In doing so we’re
the surface rather than truly getting to
becoming more relevant and trusted as a
grips with the issue.
brand, our work is more meaningful and our actions more empowering.
By creating a new organisation – merging Arthritis Research UK and Arthritis Care –
We’ve effectively transformed ourselves into a listening organisation
we are transforming not just ourselves but the public discourse. As a result, people will feel involved in a way they hadn’t in the past – emboldened, more ambitious, more willing to volubly talk about their condition. Though we’ve built on the legacy of both
Aside from all the other functions we
charities and the different skill sets of
fulfil, we’re facilitating a new dialogue
employees, we’ve effectively transformed
within society among people affected by
ourselves into a listening organisation.
arthritis. Not just those living with it, but
We’re encouraging others to express
also their friends, colleagues and family
themselves, put their heads above the
HALL & PARTNERS
—
TRANSFORM
parapet and share their experiences, alongside the work the organisation is doing. It’s a shift that’s not easy to make – as any brand going through a similar transformation will attest – but it is one that’s continually teaching us things we hadn’t anticipated. If charities do all the talking instead of the people who need our help, the impact of the message is lessened, the
We’re transforming the way people with arthritis see themselves because we’re empowering them
engagement is limited and the trust is diminished. Trust is such a vital issue in the sector right now and we’re finding that giving those who live with arthritis
In the end, we’re transforming ourselves
the chance to express themselves in a
into an organisation that’s better able
more authentic way is already changing
to deliver changes because we’re more
attitudes.
inclusive. And we’re transforming the way people with arthritis see themselves
People with arthritis are being encouraged
because we’re empowering them.
to talk about the reality of their condition in a way that was often denied to them in
We’re still at the beginning of that journey
the past, mostly due to societal norms.
and it’s difficult to predict where it will
And there’s a new-found validity in what
take us. But if a core purpose of a brand
they’re discussing – in particular, the
such as ours is to change attitudes, we’re
need for better access and support. And
making real headway – among the public,
because those messages will be less
stakeholders, people living with arthritis
‘owned’ by us as a charity, it means that
and indeed ourselves.
we’ll become better listeners to those we’re here to support.
It already feels like quite a transformation.
57
JAMES COCKERILLE – FORMER CHIEF STRATEGY OFFICER – ROKKAN – @JAMESCOCKERILLE 58
Brands: it’s time to act
HALL & PARTNERS
TO
ADD
TO
CONNECT
JAMES
VALUE, IN
ADVERTISING
NEEDS
MORE
WAYS.
COCKERILLE
TRANSFORMATIVE
USEFUL
SUGGESTS
NEW
—
A
APPROACH
Welcome disruptions As assaults on our attention become
We see this in the form of expanded
increasingly fragmented, marketers need
experiential marketing budgets, the
to make wiser investment with their
relentless quests to strike cultural gold
dollars. That doesn’t mean just finding
through a viral YouTube hit, and myriad
efficiencies through cheaper media,
other ways. But experiential can’t scale
programmatic or even measurement.
and chart-topping videos are rare– not to
Instead, the very nature of where and how
mention both are inherently ephemeral,
traditional ‘marketing dollars’ are applied
and neither are sustainable, brand-
needs to shift.
building strategies.
We need to move from what is obviously
There is another less obvious approach
advertising toward more welcome forms
worth considering. Let’s call it ‘substance-
of content – from mass consumption
based’ brand marketing. It applies the
toward interactions that are innately
principles of product and service design
personal; from shifty distractions toward
to a communications strategy that’s
forms of cumulative benefit. In other
intended to grow a business, product or
words, companies are no longer welcome
service.
to knock at our doors. They must show up with real gifts.
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60
Using substance as the starting point We can use the example of marketing a new AI assistant like Google Home. Despite the excitement around AI, a substance-based approach assumes that products have not reached maximum
For example, we might decide to create
utility. Indeed, few products can stand
100 online videos that serve as both
up to that test as nearly all suffer from
humorous ‘what if’ ads as well as user
outdated, locked-in ideas at the inception
tutorials that could be indexed on the
phases. For home-based AI assistants,
product’s website. We might consider
we’d start by assuming that the way we
amplifying the films within an online
interface with them might evolve or that
community where frequent AI assistant
the skills they’re capable of will expand.
questions are asked, or placing them in locations where the brand can leverage
The point is to not rely on messaging alone but to take on the task of creating usability
them to improve the assistant’s results. An ambitious outcome might even be a piece of gifted hardware or custom app that extends the ecosystem of the original device. The result is work that is more impactful
The substance-based brand-builder would
and exciting in its scope, and a more
look for ways to expand the effective
innovative brand. But the deeper payoff
range of utility in a way that both builds
is in the quality of connection with the
awareness and amplifies the value of
audience. By improving usability, we’re
the offering. Whether that’s through
accomplishing something that one-way
developing new digital products, leaning
communications can never do, no matter
into owned media or forging partnerships,
how hyper-targeted – that is, enhancing
the idea is to focus on utility to hit both
the product itself.
goals at once. The point is to not rely on messaging alone but to take on the task
Substance-based marketing achieves
of creating usability.
a shift that Mark Bonchek and Vivek
HALL & PARTNERS
Bapat articulate in their Harvard Business
of those that merely illuminate – the
Review paper, The Most Successful
trifecta of product, brand and user.
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Brands Focus on Users – Not Buyers. The 1
authors argue: “Where traditional brands focus on positioning their brands in the minds of their customers, digital brands focus on positioning their brands in the lives of their customers”.
New marketing requires that value emerges in addition to novelty or entertainment
The former, they contend, are ‘purchase brands’ while the latter are ‘usage
We must continue to fight against one-
brands’. It’s a timely distinction that has
way communication. In a digital age,
exciting implications for how marketing
every marketer can act intrusively, and
is accomplished. If purchase brands play
every consumer is similarly empowered
the polite courtier, usage brands woo
to shut out intrusions. That’s why new
through actions. In other words, their
marketing requires that value emerges
communications efforts add utility.
in addition to novelty or entertainment –
Brand-building through
delivering utility, timeliness, renewal and return on a person’s time that adds value.
a usability lens
If we do this well, a brand’s promise and
1 Bonchek, Mark
proof will accomplish what they should.
and Bapat, Vivek.
When changing our orientation toward a
They will thoroughly become the same
The Most Success-
substance-based model, the user must take centre stage. As the shift toward digital marketing continues to prioritise micro-targeting, we must also engage individuals in ways that expand – instead
thing.
ful Brands Focus on Users – Not Buyers. Harvard Business Review. Web. 7 February 2018
STUART McDONALD — DIRECTOR OF INSIGHT AND MARKETING EFFECTIVENESS — CENTRICA — @STUEYMAC 62
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POWERED FROM THE INSIDE OUT TO
PUT
FRONT NEED
THE AND
TO
CULTURE SAYS
CUSTOMER CENTRE
CHANGE FROM
THE
WITHIN,
CENTRICA’S
McDONALD
YOU
STUART
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There’s little debate that customer
business decisions. But, crucially, it
experience is the new business
doesn’t mean that we should do this at
battleground, as companies look for
the expense of key business metrics.
ways to differentiate. Despite this acceptance that putting customers at the
At Centrica we have the added
centre of operations makes sense, 2017
complication that the company is made
research carried out by the Institute of
up of seven different business units and
Customer Service in the UK shows that
many group functions. To start with we
there’s still a large discrepancy between
undertook extensive internal and external
the aspirations and the experiences of
analysis to determine the opportunity
customer-centricity within organisations.
that could exist by becoming more
At Centrica, we’re no different.
customer-centric. There’s a belief that, as an organisation, we are customer-
Being customer-centric is more than
centric. However, our analysis shows
understanding customers and their needs
that we currently don’t receive the value
and stating they come first. It means
that we should from a relentless focus
making customers a priority. It means
on the customer, and that utilities brands
ensuring all colleagues are aligned in
still have some way to go to compete
the common goal of creating a superior
on experience against some of the
customer experience. It means making
established leaders.
customers the focus of all-important We decided that rather than creating a workstream designed to promote and
UTILITIES BRANDS STILL
engage on behalf of the customer, our intention would be to encourage ideas
HAVE SOME WAY TO GO TO
from within to increase the engagement
COMPETE ON EXPERIENCE
showcasing and publicising the work
AGAINST SOME OF THE
businesses. We did this by establishing
ESTABLISHED LEADERS
at an individual business unit, by that’s already happening around the
HALL & PARTNERS
a ‘coalition of the willing’ – a group of colleagues across the different business units who believed we needed to change, who shared our vision of the end goal, and who would act as catalysts of change to bring to light the activities that we want to encourage.
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WE NEEDED TO CREATE A MECHANISM FOR OUR COLLEAGUES TO GET CLOSER TO OUR CUSTOMERS
These activities will be framed within the best-practice behaviours that customer-
part. The tools are split into effort
centric organisations follow, and shared
levels: low (e.g. mystery shopping of
across the company. The approach
competitors), medium (e.g. NPS follow-up
we decided to take was two-pronged:
calls) and high (e.g. customer safaris).
a bottom-up view guided by data that
We’ve also introduced a response
focused on fixing customer pain points;
mechanism (a postcard in this instance)
and a top-down cultural shift to put the
that will be collated centrally to ensure
customer front and centre.
that insights are shared and acted upon.
For customer-centricity to build into
Our focus now is to bring this to life
everyday process, at all levels of the
across Centrica by using our ‘coalition of
organisation, we also needed to create
the willing’ to act as instigators in their
a mechanism for our colleagues to get
business units and promote the culture
closer to our customers. They needed to
from within.
experience customers first hand, ideally in their environment – not just learn about
Our belief is that this approach will be
them from PowerPoint decks.
transformative, and that the sum of the parts will be much greater than a single
Rather than central ownership, we’ve
group-led initiative alone. And while this is
created self-serve tools to enable all
a journey we’re only just embarking on, we
levels across the organisation to take
know that it’s a critical one.
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HEATHER FRASER - GLOBAL LIFE SCIENCES AND HEALTHCARE LEAD - IBM INSTITUTE FOR BUSINESS VALUE - @HEATHEREFRASER 66
A new kind of village
HALL & PARTNERS
HEATHER THE
FRASER
NEED
FOR
—
SOCIETY
AND
TO
TRANSFORM
APPROACH
TO
LONELINESS
HIDDEN
RISK
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EXPLAINS
BUSINESS
THE
TRANSFORM
OF
THEIR –
AGEING
The aged population is currently at its
costs associated with loneliness in
highest level in human history, and rising.
this older age bracket that represent a
With almost a third of the populations in
looming major public health concern.
the US, UK, Canada and Brazil expected
Age UK has warned that if the problem
to be over 60 by 2050, the impact of an
isn’t addressed, “it can become chronic,
ageing population and the consequences
seriously affecting people’s health and
on society have been well documented.
wellbeing”.1
And the proportion of older citizens is even higher in Japan, Germany, Italy
Loneliness is usually triggered by some
at 40%. But while media coverage has
sort of loss. For the older adult, the
mainly focused on the complex and
initiators of loss are often associated
increasing health demands of the older
with bereavement or physical loss, such
adult, there’s one risk factor that’s often
as mobility or hearing impairment. An
ignored – that of loneliness.
equally important trigger is the impact of retirement where the social interaction
While it’s true that loneliness doesn’t
of work is lost, as well as professional
discriminate by age, it’s the hidden
identity.
1 Campbell, Dennis. Loneliness among over-50s ‘is looming public health concern’. The Guardian. 25 September 2018
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Over 9 million people in the UK – almost a fifth of the population – say they are always or often lonely5
The impact of loneliness isn’t limited
trials have been found to produce a 40%
to the individual but extends across
increase in happiness among care-home
families and caregivers, the health
residents, sparking memories and new
system and society as a whole. From a
conversations.
medical perspective, loneliness is often
2 Yeginsu, Ceylan. UK Appoints a Minister for Loneliness. New
converted into physical symptoms as
At a national level, the UK appointed
a way of seeing a doctor, with frequent
the first ever Minister for Loneliness
visits for social interaction putting a
in 20182 to look at the problem from a
strain on limited health resources. Future
strategic perspective. The UK has also
solutions that foster greater connections
recently started piloting its Call&Check
among older adults will require better
solution,3 a community-based initiative
identification of those at risk. Academic
whereby postal workers augment the
institutions are actively studying a new
existing postal delivery infrastructure
cohort to identify traits and capabilities of
to provide a simple health check of
January 2018
‘resilient seniors’.
vulnerable older people at a personal
3 UK posties to
So, what’s the answer to this multi-faceted
successfully been supporting older
‘call and check’
challenge? Current solutions engage
residents in Jersey for the last five
on vulnerable
across all levels – individual, community
years. At the other end of the technology
and national – with technology support
spectrum, the University of California San
ranging from minimal to advanced
Diego and IBM Research are collaborating
complexity. Individual solutions tend to be
on a research initiative to allow seniors
focused at encouraging social interaction
to age in place4 – within their own
and shared experiences. US-based
home and community. By leveraging a
Rendever, for example, uses VR to create
mix of technology, artificial intelligence
York Times. 17
level. This innovative scheme has
and isolated Brits. Callandcheck.com. 16 October 2018 4 jacobsschool. ucsd.edu/news/
virtual visual experiences, transporting
and life sciences knowledge, the goal
es/release.
users to places that they can no longer
is to enhance the quality of life and
sfe?id=2328
physically visit. Their ‘expanded world’
independence for the older adult.
news_releas-
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© www.callandcheck.com joe@callandcheck.com
Lacking social But no single organisation can solve this issue on its own. It’s going to take a ‘new kind of village’ – a societal shift that helps older people feel more connected with others in their community, that rebuilds their social capital. We need to drive insights that help detect loneliness earlier and intervene more rapidly and effectively.
connections is a comparable risk factor for early death as smoking 15 cigarettes a day6
This will require stakeholders from many industries to play their part in building a better-connected community for older adults. From healthcare providing active screening for early signs of loneliness, to utility companies identifying behaviour patterns that may indicate an isolation, through to automotive companies improving the individual’s mobility and engagement through self-driving vehicles. As the demographic of the world’s population rapidly continues to change, what part will your business play in building an ecosystem to prevent a loneliness epidemic among older adults?
5 www.campaigntoendloneliness.org/loneliness-research 6 www.redcross.org. uk/about-us/what-wedo/action-on-loneliness
NADIM SAMARA - CEO - OMD MENA - @NADIMSAMARA 70
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Change for the better WITH A
THE
WORLD
CONSTANT
OF
IN
SWIRL
TECHNOLOGICAL
CHANGE, SAMARA OUT
NADIM SETS
THREE
STRATEGIES
KEY FOR
ORGANISATIONS STAY
AHEAD
TO
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Personalisation at scale has never been more important
Businesses have gone through
There are many such examples. For any
transformation driven by technology
company to survive today, it must reinvent
for decades. New norms of operating
itself through technology without losing
have emerged and many industries
sight of its purpose and what it stands
have been disrupted. As a result of
for. So, how do organisations stay ahead
the sharing economy, everything from
in this highly competitive landscape?
entertainment and music streaming businesses to hospitality and automotive
1. It all starts from within
have been impacted. Our own industry has even been completely transformed
Business leaders have to affect a cultural
through automation, AI and machine
shift and change in mindset. They must
learning.
lead the way by investing in people and upgrading their skill sets, embracing
And the pace of change is nowhere near
integrated structures and using tools and
slowing down.
resources with technology at the core. We’re seeing more and more structures
Markets, governments and consumers
where marketing, sales, e-commerce and
are fully leveraging this disruption
IT are working closer together, not just
with a mix of digital technologies that
locally but globally through collaboration
accelerates the impact across society
platforms across different offices and
in a strategic way.
markets.
The result is that the end consumer
In a recent report by Emerging Markets
has access to products and goods both
Intelligence and Research (EMIR),1 87%
faster and more conveniently. This has
of marketers in the Middle East stated
put a strain on the many organisations
that transforming their organisation
that still have a traditional infrastructure
to be ready for a digital economy is of
and haven’t evolved as fast as the
high priority, while 40% confirmed that
market. The rise of Amazon, for example,
having the right data and technology
has created an estimated 20% drop in
was the most important factor to drive
footfall in retail stores. Towards the end
sales growth. Processes need to be
1 emirintelli-
of last year, news of Sears closing over
implemented across all facets of the
gence.com
150 stores further validates this.
business.
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—
2. Creating seamless customer
relevant but also timely. It’s not just about
experiences
collecting the data but about using it
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correctly. Personalisation at scale has Once the internal infrastructure has
never been more important.
been set, it’s about digitising the brand ecosystem and creating a clear blueprint of how all these platforms will create a holistic experience for consumers. From the website, search strategy, social media content and app to the new generation of comms instant messaging tools – the brand must create a seamless customer journey loop.
For any company to survive today, it must reinvent itself through technology without losing sight of its purpose
The key is to ensure that virtual brand
Ultimately, digital transformation has
experiences effortlessly translate into
helped marketers make better decisions
people’s real-life experiences. Human
through systematic measurement
interactions will always be key in any
frameworks. In that same EMIR report,
brand/consumer relationship, and tech-
32% of marketers stated ‘lack of
nology will only enhance and facilitate
resources’ for accurate measurement as
that experience, not replace it completely.
the barrier to using marketing analytics to track performance. This means our role
3. Personalisation at scale
as business partners is to help brands align their marketing objectives with their
The companies that have a deep
business objectives and make better
understanding of the consumer are the
informed decisions, through analytics
ones that stay ahead. And those that
models including month-by-month sales
can fulfil their promises in terms of
data audits, media, audience and brand
convenience, distribution and customer
measurement.
service are doing even better. This is where CRM technology plays an
Whatever your approach, in the long run
integral role – brands must make sure
it’s about being agile, responsive and fluid
their comms are not only contextually
– in both vision and action.
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DR WILLIAM GREEN - ASSOCIATE DEAN FOR RESEARCH - UNIVERSITY OF LEICESTER SCHOOL OF BUSINESS - @UNILEICBUSINESS DR ROBERT CLULEY - ASSOCIATE PROFESSOR - NOTTINGHAM UNIVERSITY BUSINESS SCHOOL - @ROBERTCLULEY 74
HUMANS TO THE RESCUE!
WILLIAM
ROBERT
TELL GREEN
WHY
IT’S
PEOPLE
THAT
WILL
REMAIN
AT
THE
CENTRE
OF
THE
MARKET
RESEARCH
US
INDUSTRY AND
CLULEY
HALL & PARTNERS
When Henry Ford was asked what he
True insights won’t be found simply by
thought about marketing research, he
applying the latest machine learning, AI
responded that if he’d asked consumers
or clustering algorithm. People need to
what they wanted they’d have told him that
give meaning to data and communicate
he should make faster horses. For too long
effectively to decision makers. Humans
brands have followed a similar approach,
need to save the machines from
demanding that marketing researchers
themselves.
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use more data, bigger data, richer data, social data, transaction data, location data, mobile data, data, data, DATA! But data isn’t the problem. The problem is figuring out how to turn all the data we have into meaningful insight. It’s often assumed that technology will solve this
True insights won’t be found simply by applying the latest machine learning, AI or clustering algorithm
problem for us. AI will do this. NLP will do that. Machine learning will do the other.
What this really means is that successful
Let technology do the work.
brands must design new ways of working to get the most out of technology without
In our work we study how market
expecting technology to do all the work.
researchers are learning to use new
This involves cultivating new working
sources of data for the benefit of their
practices, relationships and thinking.
clients. One consistent and loud theme to emerge is that they think blind faith in
Bad technology usually doesn’t work
technology is dangerous and misplaced.
because it fails to fit with existing
The world is littered with examples from
conventions. This can have life-changing
high street brands that have failed to
impacts on users and brands alike. For
adapt to changes in shopping behaviour
example, in safety critical systems, like
brought about by new technologies.
medication-prescribing robots, poorly
But it’s also littered with failed or failing
designed technology can directly harm
companies that throw too much money
patients and lead to lethal human errors.
at technology in the hope that machines
In work-based systems, badly designed
will save them.
technology might not be a matter of
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immediate life and death but can result
So, think about data as a process. It
in ineffective and cumbersome designs
doesn’t stop when you’ve implemented
that slowly erode brand value. It can
the latest data science technique, hired
create inefficient practices, a frustrated
a hot-shot programmer or bought some
workforce, poor user experiences and
new-fangled dataset.
eventually market failure. As people learn to work with new How can these damaging outcomes
systems, tensions will inevitably emerge.
be avoided? By putting human-centred
You’ll face trade-offs and uncomfortable
design (not machine-centred solutions)
last-minute decisions. When this happens,
at the heart of any transformation
it’s easy to think that your colleagues are
programme. There are three key tenets
simply resistant to change and force a
that can guide brands who want to
technological solution on them. If they
facilitate their people to make the most of
don’t like it, they can leave.
the new data-rich world and the necessary changes in organisation strategy.
But, in our experience, most people aren’t opposed to change. They just want
1. Research the context and practice
their leadership teams to appreciate
What do people do now and why do they
working practice and conventions. When
do it? What are current practices designed to achieve? 2. Design for and with humans What are the needs, abilities and limitations of the human actors that will use technology? There’s no point buying a faster car for someone who can’t drive. 3. Re-design collaboratively When a new technology goes live, there are bound to be unexpected consequences. Embrace these opportunities to re-design with the workforce.
Happy employees lead to great work and happy clients will spend more money with you
their organisational structures, existing this happens, technology and the working environment are designed around the needs of the workforce. This will lead to a happy working life and a productive workplace. And, as the service-profit chain model tells us, happy employees lead to great work and happy clients will spend more money with you in the long term. Ensuring marketers and researchers have all the tools, relationships and structures to work together with new sources of data is, in our opinion, the most effective way to unlock new insights. To ensure those tools, relationships and structures are effective, it makes perfect sense to incorporate human-centred design in the market research industry, with humans at the heart of technology.
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Research the context and practice
Design for and with humans
Re-design collaboratively
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connect with us_ Wherever you are, we work there too. And we hope to hear from you. We’re ready to start a new conversation and help you on your transformation journey.
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