The Danone Activation Studio by InSites Consulting

INTRODUCTION Demonstrating impact is more than ever the name of the game for insight professionals. Together with Danone Benelux, we took on the challenge to turn insights into action across the organization. We developed a collaboration platform, the Danone Activation Studio, helping Danone 1) to identify their consumer insight enthusiasts across the different teams, 2) to share insights with more people in a faster way, 3) to make insights better through interaction and adding own observations, and 4) to ultimately increase the ROI of insights by turning them into action. To engage the Danone employees and unite them in the Danone Activation Studio, we identified eight rules for success.

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Problem: LOW RETURN ON CONSUMER INSIGHTS (ROI) 04

Driving new and powerful insights from consumers is silver, but doing something meaningful with those stories, something in support of corporate goals, is gold. Our recent Market Research (MR) Impact study (2014) showed that only 45% of insight professionals and marketers believe research succeeds in changing the attitudes and decision of marketers and only one in two projects leads to change (Schillewaert et al, 2014). This lack of impact is not a matter of budget. Rather than spending more, the critical driver for impact is to maximize the value of spending (BCG study, 2009). Based on 20+ in-depth interviews with MR professionals at the client side, we identified 11 unmet needs related to the future of consumer insights. While ten of those frictions relate to creating a positive business impact with consumer stories, only one is about finding better insights (Willems et al, 2015).

So, the goal is to trigger meaningful actions which turn insights into concrete ideas, stronger brands and future-proof business concepts in order to deliver better consumer experiences. Danone, a multinational food products corporation, understands this goal very well. They recently launched the Danone 2020 Manifesto, a business transformation program designed for a sustainable, collaborative and community-engaging future. Inspired by this Manifesto, the Benelux Consumer Insight Team is created an environment where consumer insights come to life, stimulate collaboration and catalyze bottom-up innovations.

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Method: GOING FROM INSIGHTS TO MEMES 06

For people to take action on a consumer insight, they first need to learn what the insight is about. In traditional MR, only a limited group of people is involved in this knowledge exchange, for example by participating in the debrief workshop or managing the research study themselves. This limited group is then able to shape an insight platform by adding their own thoughts, observations and/or ideas. By involving a wider group of employees, one better understands the consumer and is able to make better consumer-relevant decisions. Furthermore, the theory of open innovation teaches us that the one golden idea can come from anywhere within the organization, not only marketing or innovation (Whelan, 2011). To increase the impact, all employees across the organization need to learn what the friction is, in order to share related observations and ideas. For example, by experiencing how consumers are using their product today, employees see what could be improved.

When such an insight is replicated by employees by adding own observations and ideas, is shared with various people across the organization and triggers action, the insight is called a meme (Dawkins, 1989). An illustration of a potential meme at Danone is the #PERFECTIONISM2.0 mission. Women in their 20s and early 30s take pride in perfectionism. However, many of them also struggle to find the right balance and feel that life the way they live it takes too much energy. Activia is on a mission to reinvent the meaning of perfectionism to support these women trust their guts to be better versions of themselves. Danone uncovered insights that provide opportunities for Activia to become the supporter of these agile perfectionist women. The next step is to turn these insights into a meme.

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To take this next step, we need to move away from the traditional research model and shift on three levels to establish the Memefication of Market Research:

1. From reporting to involving; #experience: While 92% of insight professionals believe their research generates insight worth sharing with colleagues, only 65% extensively share them with their organization. Furthermore, only one in five researchers organizes interactive workshops to discuss results (Schillewaert et al, 2014). Only too often 08

does MR take such an individualistic approach where executives need to identify their own actions when reading research reports. However, in order to trigger meaningful actions, insight professionals need to bring insights to life through interaction. Therefore, we have identified four building blocks in marketing insights; harvest, seed, activate and collaborate (see figure 1). Through harvesting we collect insights from internal stakeholders which are already known. Secondly, seeding enables insights managers to relevantly spread insights via key ambassadors through the organization. Activating triggers stakeholders to not only discover but also interact with insights. Finally, collaborating connects stakeholders to work together and turn insights into actions and new future projects.

Figure 1. Four building blocks of marketing insights within the organization

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From teams to the organization; #reach: In traditional MR, consumer stories and insights are often discovered and owned by the MR department. However, in order to trigger meaningful actions, the insight needs to be co-owned by all employees (see figure 2). First of all, we extend the MR reach from executives to management so as to enable higher management to take long-term decisions with a consumer context in mind. Secondly, we involve the front-line employees, who are in almost daily contact with consumers, to shape their consumer feeling and ultimately improve their performance. Finally, involving all other employees that have a rather indirect relationship with the consumer creates a better understanding of the consumer context of the business, making them more motivated as an employee in general. The extension of MR reach calls for a layered approach.

High

EXECUTIVES

MANAGEMENT

FRONTLINE

STAFF

Low

LEVEL IN THE ORGANIZATION

Direct

Indirect RELATIONSHIP WITH CONSUMERS

Figure 2. Extend the internal reach of MR

From projects to habit creation; #structural: For most employees, working with consumer insights is not a routine. If you wish to trigger meaningful actions and enable employees to turn the insight into a meme, it is of great importance that consumer-relevant inspirations are integrated in their daily jobs. By identifying the employeesâ&#x20AC;&#x2122; motivations and behaviors, we can better trigger when and how to use consumer insights on a regular basis. If we learn to shift towards habits, we will be more successful in triggering meaningful actions and increase the impact of consumer insights on the business.

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Solution: BUILDING AN INSIGHT ACTIVATION STUDIO We strongly believe that consumer insights have not reached their full 12

potential in terms of ROI. Based on interviews with clients, the MR Impact Study and our experience in collaborating with global brands over the years, weâ&#x20AC;&#x2122;ve identified a recipe for success to create a positive business impact with consumer insights. To enable tomorrowâ&#x20AC;&#x2122;s insight professional to do this efficiently yet effectively, we developed a mobile collaboration platform, called the Insight Activation Studio. This is a scalable solution for insight managers so they can stablish the memefication of research in their organizations and create engaging experiences across the organization. How does it work? The Studio connects and empowers internal stakeholders to share inspiring observations and take action together. This mobile application (see figure 3), which is fully responsive, consists of several Inspiration Walls, each of which starts from a business

Figure 3. The Insight Activation Studio

need that is linked to verified insights coming from a variety of sources (e.g. consumer research, trend reports, business reports). Employees are prompted to add their own Inspiration Tiles to these Walls through observations and ideas, by posting photos, videos and stories. They interact and shape the Inspiration Tiles of their colleagues through comments and likes (see figure 4).

Figure 4. Impressions of the Insight Activation Studio: The inspiration wall, an inspiration tile & add tile option I N S I T E S C O N S U LT I N G

The Studio helps the insight professional to combine the four building blocks of marketing insights efficiently (figure 1). By challenging employees to share their inspirations, we harvest their consumer knowledge. By opening an Inspiration Wall, we seed new consumer insights with the relevant team(s). By activating employees to share observations and ideas on the go, we prompt them to interact with insights. Finally, by sharing enabling commenting and feedback, we enable them to collaborate and work together to shape outcomes. What does it bring? Just like any technology, the Insight Activation Studio brings automational, informational and transformational value for the insight professional (Day, 1994).

1. Automational - Faster sharing of insights. There is a reduction of manual efforts in spreading and seeding insights with more and relevant stakeholders, leading to more and faster decision-making at the same or lower costs level.

2. Informational - Higher ROI of consumer insights. The Studio enables internal stakeholders to spot, share and shape inspirations on the go. The higher the number of inspirations posted on an Inspiration Wall and the more feedback an inspiration will receive, the richer the insight will get. Furthermore, all these interactions also create a deeper understanding of the insight. In turn, the company has access to richer, more relevant, authentic ideas which are closer to the reality of the business world, encouraging employees to take action to make better decisions.

3. Transformational - Consumer-activated culture. By connecting the whole organization with the consumer, the Studio influences the employeesâ&#x20AC;&#x2122; day-to-day behavior, helps collect ideas from the whole organization and transforms the organization into an innovation- and consumer-centric culture.

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Case study: THE DANONE ACTIVATION STUDIO After building the technology, the real challenge is to integrate this new way of working at the heart of the organization. We identified eight rules for success which are key to engage employees and unite them in the Studio platform. We will illustrate these insights by means of the Danone Activation Studio that InSites Consulting launched for Danone 16

Benelux.

1. Set the purpose. Too many collaboration initiatives are set up for the wrong reasons, for unclear reasons or for no reason at all. When the underlying motivation is merely to look good or is simply not aligned with the goals of the company, you are bound to fail because the reason to collaborate is not shared mutually between all participants. It takes time to articulate the why behind the Studio. At Danone, we linked the purpose of the Studio to the Danone2020 program. This Manifesto for change is a business transformation program designed for a sustainable, collaborative and community-engaging future. Inspired by this Manifesto, the insight professionals at Danone Benelux felt the need to create an environment where consumer insights come to life, stimulate collaboration and catalyze bottom-up innovations.

They have created an insight ecosystem, consisting of 4 pillars (see figure 5). Through their Consumer Consulting Boards, an ongoing market research community, their Living Room and elistening activities, they collect lots of valuable insights but still lack a way to amplify and share these insights with their colleagues (De Wulf & De Ruyck, 2013). Through the Studio, they can share these insights and activate colleagues to experience it themselves.

2. Assemble the right team. Don’t confuse collaboration with a piece of technology or software: these do not solve problems, people do. Collaboration doesn’t just happen, it needs to be nurtured through a group of people, tapping into human needs and solving human problems. In order to nurture our collaboration, we created a team of people at Danone who identified with the purpose of the Studio. This team is spread over different offices, departments, located in different countries and will help accelerate the cross-country collaboration. This team consists of three functions: 1. The Studio owner(s), in charge of the collaboration initiative. This

person motivates other people of the team to do their jobs well and

collects business objectives for future Inspiration Walls. The Studio

owner is in this initiative’s driver’s seat. At Danone, this is Annemiek

Temming and a team member from the Consumer Insight Team.

2. The Studio ambassador, connects the Studio to the strategy on

C-level. This senior person is typically the one to generate buzz

around it, is an active contributor of inspiration and connects ideas

from the Studio with the right people in the organization. At

Danone, this is the country manager of the Dutch Danone Team. I N S I T E S C O N S U LT I N G

Figure 5. Insight Ecosystem Danone

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3. The Wall owner, manager of a specific Inspiration Wall. This person

invites their network of people to help build their Wall of

Inspiration. This is someone who is owner of the business problem

who can therefore use the input and take action upon it. At Danone,

these are the brand managers.

3. Start building the Wall from a business need. At the end of the day, consumer insights need to deliver against business KPIs such as increased sales or a stronger brand image. Make sure that the inspiration in the Studio is in sync with real and important business needs. Therefore, we always start an Inspiration Wall from a business problem or defined project, to inspire tomorrowâ&#x20AC;&#x2122;s business decisions. We have 20

identified five types of business needs where the Studio serves as a valuable source of inspiration: 1. Consumer connection: Bring the consumer, or a segment, to life to

increase the level of consumer feeling;

2. Co-creative execution: Co-create marketing actions, starting from a

consumer insights;

3. Employee engagement: Connect with colleagues to exchange

inspiration across different teams, offices and/or markets;

4. Business (model) transformation: Co-create a strategy for a new

business model or corporate strategy;

5. (Disruptive) Innovation: Collaborate across teams, from an initial

idea to go-to-market.

At Danone, one example of a business need that was used in the Danone Studio was to co-create local executions for their new proposition for their Activia brand. Starting from consumer insights, the Benelux team needed to empathize with this new proposition first, followed by a brainstorm to share ideas for local marketing activations.

4. Create a visual, short and snappy experience. In traditional market research, consumer insights are often hidden in text-heavy, long reports. Given the fact that peopleâ&#x20AC;&#x2122;s attention span today averages only eight seconds, we need to make this format shorter, more visual and more engaging (Microsoft study, 2015). While we are used to sharing complete reports with internal stakeholders, the real challenge for the Wall owner will be to only take those insights that are most relevant to the problem and make a short and catchy presentation for them. In order to stimulate the collaboration on each Wall of the Danone Studio, we post Tiles which are short visualized posts (see figure 6). A Tile contains a catchy title, a short story and an emotional photo or video. We distinguish four different tiles: 1. Insight: a verified insight from previous research, coming from

different sources such as consumer studies, trend reports or market

analyses. These insights are posted by the Wall owner.

2. Observation: an interesting photo, video and/or story that is picked

up by a user to illustrate an insight or fills a blind spot.

3. Idea: an idea from a user that could benefit the organization. 4. Challenge: a challenge to activate the user, for example to spot

inspiration in a specific context or to think of alternative solutions for

a specific problem. I N S I T E S C O N S U LT I N G

22 Figure 6. The #perfectionism2.0 wall from Activia, and an example observation tile

5. Create networks of people who are both interested and interesting. You cannot force collaboration upon people. Employees need to be motivated intrinsically to be a part of it. For the Studio collaboration to succeed, we invite people in two waves. First we invite people who are interesting for the project based on their experience and past practical insights about the topic. At Danone, we first launch the #ACTIVIAPERFECTIONISM2.0 Wall among the Brand Activia Team (BAT), consisting of people from marketing, research, trade, supply chain and category management sales. Even third-party experts are invited. This

group of people already is closely involved in the new proposition of Activia and can help get the inspiration started. In the second wave, we invite all people who are interested in the topic or who are chosen based on passion. They will have a fresh look on the business question and will help prevent managerial wishful thinking. At Danone, this second group consists of a mix of people, working on other brands and in other teams. This second wave helps break the silo-thinking within an organization and opens up the innovation and decision-making process in the rest of the organization.

6. Stimulate convergence x divergence thinking. We support both convergent and divergent thinking through the Insight Activation Studio. Starting from pre-defined and curated inspiration tiles capturing the core consumer insights connected to a specific marketing challenge, we facilitate convergent thinking by bringing people together around the same set of consumer insights. Divergent thinking is stimulated by empathizing with the consumer through experiencing their frictions and emotions. By posting a Challenge Tile of immersion, we activate users to interpret the Insights and add their own observations to it. After this empathy phase, we converge again and use the Wall as a brainstorm on steroids, inviting more people, giving them more time to participate compared to a traditional workshop. We post an Ideation Challenge to activate users to share their ideas or take specific actions related to these specific consumer insights.

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7. Launch the Studio, both online and offline. In order make our collaboration sustainable, we need to turn Studio participation into a habit in employeesâ&#x20AC;&#x2122; idle time. This habit should be a reflex: whenever or wherever an employee spots something interesting, they share it on the Studio. Literature teaches us that it takes about 66 days to create a new habit (Lally et al, 2010). Therefore, we need to stimulate users to think of the Studio in relevant contexts, online and offline, within 24

this timeframe. At Danone, we first launched the Danone Studio by organizing online Kickoff Meetings to welcome new users of a new network and kick-start a new wall. After the launch, reminders about the Danone Studio should be integrated within their existing process flows and routines as much as possible to make it sustainable. We did this by recreating the concept of the Studio in their physical offices through banners, posters and postcards. Next to that, we integrated touchpoints from the Danone Studio in key moments, for example by discussing the Studio updates in their reoccurring monthly business team meetings.

8. Measure and celebrate success. After collecting inspiration on a Wall to answer the initial business question, users need to know that their input is valued. Therefore, the Wall owner needs to give feedback to their network of cocreators on the Wall how the contributed inspiration was used and how the Studio helped to do a better job (e.g. kickstart a brainstorm). At the same time, they need to give feedback to upper management to prove the return on investment. At Danone, one of the key measures of success is to prove the value of employees taking the outside-in perspective, resulting in relevant and new ideas. To celebrate success at Danone, we include the following KPIs:

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Reach: How many employees participated in the initiative?

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Engagement: What was the average time spent on the Studio?

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How many likes, comments and new tiles were posted? Understanding: Do the employees have a better understanding of their business challenges?

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Empathy: Is there an increase in consumer feeling, the extent to

which employees feel they can empathize with their consumer?

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Future outlook: THE INSIGHT UNIVERSE The success of consumer insights is rated by the interactions, feedback and actions it triggers. By mapping all these insights and related actions, an insight universe is created and measures which insight was leveraged successfully and became a meme. For the future, this insight universe will be the reference for the insight professional and will finally make our market research impact tangible.

REFERENCES Boston Consulting Group Study, 2009, The consumerâ&#x20AC;&#x2122;s voice - can your company hear it? Retrieved from www on Feb. 10, 2015, http://www.bcg.com/documents/file35167.pdf Dawkins, R., 1989, The Selfish Gene (2 ed.), Oxford University Press, p. 192, ISBN 0-19-286092-5, Day, G., 1994, The capabilities of market driven organizations. Journal of Marketing, 58, 4 (October), pp. 37-52. De Ruyck, T., Schillewaert, N., and Knoops, S., 2012, Engage, Inspire Act! Esomar Congress paper De Wulf, K. & De Ruyck, T., 2013, The Consumer Consulting Board: Consumers shaping your business. Belgium. InSites Consulting. Lally, P., Jaarsveld, van C., Potts, H. and Wardle J, How are habits formed: Modelling habit formation in the real world, European Journal of Social Psychology, Volume 40, Issue 6, pages 998-1009, October 2010. Microsoft study, 2015, Attention spans. Retrieved from www on Sept. 7th, 2015, http://advertising.microsoft.com/en/cl/31966/howdoes-digital-affect-canadian-attention-spans Schillewaert, N., Pallini, K. 2014, What do clients think about MR impact. Retrieved from www on Feb. 10 2015, http://www.greenbookblog. org/2014/11/20/what-do-clients-think-about-mr-impact/ Whelan, E., Parise, S., Valk, de J. and Aalbers, R., 2011, Creating Employee Networks That Deliver Open Innovation. Harvard Business Review Retrieved from www on Feb. 10 2015, https://hbr.org/product/ creating-employee-networks-that-deliver-openinnovation/ SMR399-PDF-ENG Willems, A. and De Ruyck T., 2015, How To Market, Research? MIE conference presentation, Feb. 5th 2015.

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THE AUTHORS Anouk Willems Head of Insight Activation Studios InSites Consulting anouk@insites-consulting.com 28

Tom De Ruyck Managing Partner InSites Consulting tom@insites-consulting.com Annemiek Temming Head of Strategy & Insights Danone Benelux & Corporate Communications

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