Unilever Report

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We confirm that this work has gained ethical approval and that we have faithfully observed the terms of approval in the conduct of this project.

Signed:

Anna Heaton (Words: 2,134)

Shannon Peter (Words: 2,167)

Jade Barltrop (Words: 2,052)

Ugne Kuzaite (Words: 1,906)

Date: 10/01/11

Total word count: 8,259


Contents Introduction

6

Methodology

7

Quantified Self

8-13

Our Consumer

14-19

Product -Product Research -Nudge -User Interface

20-33 22-27 28-29 30-33


Branding

34-37

Communication Strategy -’Move to Improve’ -Website Design -Packaging -In-Store Retail -Social Media -PR Strategy

38-57 38-43 44-47 48-49 50-51 52-52 54-57

summary and recommendations

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Introduction

This report will explore our concept for a wrist wear product based around the monitoring of activity and inactivity for the brand Unilever. Starting out in 1885, Unilever is a multinational corporation, specialising in fastselling consumer goods ranging from food and beverages to personal hygiene. They want to produce and represent products that are sustainable and suitably help their consumer to better their lives, health and general wellbeing. “Unilever’s corporate vision – helping people to look good, feel good and get more out of life.” (Unilever, 2011: online) this statement from Unilever is an ideal way to summarise why this type of wrist wear product would be appropriate for their brand. The measurement of people’s everyday patterns and rise of the Quantified Self movement are becoming more and more integrated with our day to day lives. Therefore it seems a natural development for Unilever, a brand concerned not only with the welfare of their consumers but also the innovation in the market, to develop such a product that they know will be beneficial to users and fits in well with their definitive brand ethos. From the depth of primary and secondary research, to the development of our design and marketing campaign, we will show a clear thought process and rationale as to what our concept is and why we have decided to execute the brief in this way. Through our thorough research we will give a deeper insight and further understanding of the Quantified Self, and the way that this can be incorporated discreetly within our everyday lives. This report will also explain more about the Unilever brand and how this product can fit into their ethos as well as being seen as an attractive, wearable object. We believe that Unilever can best implement this vision through the device we have named ‘Nudge’, launched into the market with a user-focused, motivational marketing campaign called ‘Move to Improve’ providing feelgood rewards to encourage consumer involvement. Throughout this report the application of this concept will be explained, illustrated and justified, concluding with our recommendations for the future.

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Anna : 284


methodology

This table illustrates the variety of methods we used to attain the primary and secondary research to enable us to design a suitable device and surrounding campaign.

Shannon : 27

FIG 1

7


Quantified Self

8


9


Quantified Self

Progressions in technology means more of our lives are now stored in places where we can easily review them. From digital photos to Facebook statuses you can track exactly what you were doing on this day two years ago. This idea is now extending to monitoring your body and everyday routine. The concept of self tracking is not new, yet has recently been formalised by contributors from Wired magazine Kevin Kelly and Gary Wolf, who have started to create a worldwide community of the Quantified Self. From early adopters within the technology community in 2008, it has grown to over 5000 members in 11 countries. Through collaborative learning at conferences all over the globe, the Quantified Self members are exploring the benefits of self tracking, and adding a computer dimension to everyday life. Identified as one of the ‘12 trends for 2012’ by Trendwatching (Trendwatching, 2011: online), self quantification is clearly becoming more prominent in consumer culture, digital innovator Dominic Basulto predicts that ‘Five years from now, the notion of the Quantified Self may be so ingrained that it may be a question of whether we want to opt-out, not opt-in’ (Basulto, 2011: online). As the movement started with individuals and their own projects, many devices were homemade. Monitoring everything from sleep patterns to which people you are happier around and why, these devices were very personal and to other people could seem eccentric. There are now many mainstream devices and applications which are performing the same functions, but making self monitoring easier. As you can see in Fig 2 there is a product to suit every personality, whether you want to share information and compete, or just increase your self-knowledge.

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The range of lifestyle aspects that can be measured range widely from physical to emotional health. We decided to focus on physical health as it tied in most with the Unilever brand and it’s Sustainability Plan, which aims to achieve three key goals by 2020, one of which is improve the health and wellbeing of 1 billion people. The most established products in the current activity tracking market are the Fitbit and Phillips Active Life, both of which clip onto your clothing and measure the amount of steps you take. The Phillips Active Life has a series of lights which on request light up to show you how you are doing against targets, while the Fitbit has a flower on its display which grows larger the more active you are. In both cases the device has to be transferred every time you change your clothing, making it prone to loss or accidental washing. A similar product that is wrist worn is the S2H (Switch2Health) Replay, on which you earn points for your activity that can then be redeemed for rewards such as gift cards. As it is wrist worn and also a functional watch it is more likely to be part of someone’s routine. It is also available in a scheme for businesses as a simplified pedometer that motivates people to be more active by ranking them with their co-workers, creating social pressure.

FIG 2


FIG 3

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The newest release which has caused much discussion has been the Jawbone ‘Up’, a moulded plastic wristband that records sleep, activity and calories, as well as alerting you when you have been inactive for periods of time. Although it has made great progress from other devices, such as it does not have to be taken off at any point and has a longer battery life, there are still many flaws. Firstly, while its modern appearance is versatile for everyday use, it is perhaps not suitable for formal occasions or business environments. Whilst having a wrist worn item provides a constant subconscious reminder to be more active, it must be attractive enough so people always want to wear it. The biggest issue is that the way you interact with the bracelet and your data is time consuming. It must be plugged in using the headphone jack at one end of the bracelet for your data to synchronise, and you must take a picture of each meal you eat to calculate calorie intake. In both cases there are small actions the user must undertake to record their information, but even when you are in a routine these actions are very easy to forget. As Cliff Kuang design critic writes, ‘the UP introduces just enough friction into the process that it never quite melds into your routines.’ (Kuang, 2011: online) As you can see from our technology perceptual map, Fig.3, the devices worn say a lot about the people wearing them. There is a gap in the market for a product which allows people to do more things that they believe they do not have time for, such as become more active, contribute to the community and rethink their daily routine. We did not want to create a product that just allows you to monitor behaviour you already have such as running regimes, we wanted to create a product that would allow people to learn more about themselves and change their behaviour for the better, without impacting their daily habits or appearance.

Ugne : 852

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Consumer



Our Consumer

Looking at potential consumers we started eliminating certain demographics, to which we felt the concept would have little appeal and would prove an impractical addition to their current lifestyle. As children are usually unable to wear items on their wrists in school we felt they wouldn’t be a suitable target market. We then complied an online questionnaire regarding health issues and motivation for behaviour change, which we sent to 59 people of various age ranges (Appendix A). The results revealed that the student age group from 1621 were the most likely to have ‘never thought about’ issues concerning health, which led to the decision to also rule out this demographic, as their lack of interest would deter self-motivation and this product would prove incompatible with their lifestyle. However, 70% of the participants aged 31 and above were at least a little concerned about their health and wellbeing (Appendix B) and our interviews of people aged 35 and over supported this theory. Insights such as “I’ve reached an age where I’m starting to think about my own health and less about my children’s” (Candidate D. 2011 Sedentary Employment Interview on 6th November 2011 [transcript in Appendix D]) suggest that this age group has the greatest interest in improving their health and wellbeing. We therefore chose to define our overarching target consumer by the age bracket of 35-55 year olds, including both men and women. We found that the consumers that fit this age group were most likely to have a job working in an office and therefore, they usually have the most sedentary lifestyle as their job demands that they spend their day sat at a desk. We felt that as this age group is the most concerned about health issues and lead the most sedentary lifestyle due to the obstacle of their desk job, that they would hold the greatest prospect for the Nudge to be a success. We decided to divide our generalised consumer into four smaller segments, defined by age and gender: younger and older females and younger and older males. Our focus group (Appendix C) and interviews (Appendix D) informed the creation of these pen profiles for each group, where we have explored the lifestyles of our consumers in greater depth, representing their personality and lifestyle through a chair we feel they would be most comfortable in. 16


FIG 4 17


Through our interviews (Appendix D ), we gained insight into the daily routines of our consumers. We interviewed both men and women that fit our age group of 35-55 year olds and found that the vast majority of the sample had jobs that required them to be sedentary for most of the day. We found that in general, they have few breaks whilst at work, and any they do have are spent at their desk or sitting down in another location. Although some of the participants were active at some point throughout their day, many enjoying activities such as cycling or swimming, behaviour not everyone realised was detrimental to their health but found concerning when informed. This reinforced the justification for choosing our consumer group. Having studied their daily routines, our interviews also revealed many important touch points that we should focus on when communicating the product to consumers. For example, it was revealed that the men in our age bracket like to read magazines such as Men’s Health whereas the women read Psychologies, Good Housekeeping, Grazia and the weekend newspaper supplements. All of which have a mixture of factual articles, reviews and fashion spreads that would allow Nudge to be showcased in many ways. Through the focus group (Appendix C) we learned that our target demographic watch programmes such as The One Show and Something for the Weekend, which, through features, would allow us to communicate the Nudge product to our consumer. This in depth understanding of our consumer group has influenced our decisions at every stage of designing Nudge and we have taken into account the touch points that our particular consumer will come in contact with. Therefore, this research will ensure that the Nudge device will suit the consumer effectively.

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Shannon : 658


FIG 5

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Product


Product Research

We wanted the design of our bracelet to be aesthetically pleasing to the consumer so that they would be more drawn to wear it, therefore we looked at current fashion trends that already exist in the market. We focused mainly on luxury brands rather than high street stores which have a very fast fashion turn around as we wanted a bracelet that would be relevant for more than one season as sustainability is very important to Unilever and their company ethos. The two main influences in the design of our bracelet were Pandora and Links of London.

With sales of 1247m in 2010 and 10,000 points of sale, which includes more than 550 branded concept stores, Pandora is a mainstream leader in fashion jewellery. (Pandora, 2011 : online). It primarily deals with charm bracelets where affordable charms have been designed for every occasion to allow unforgettable moments, from a Christmas tree to every single horoscope. With 81% of their business being in charms it is obvious that customisation is key in attracting people to products because of its sentimental value. Links of London have a much simpler aesthetic than Pandora, focusing on a mixture of men’s and women’s silver and gold jewellery. The brand is renowned for its collection of charms and friendship bracelets, which together make up 35% of their business. (Financial Times, 2011 : online). They also offer a range of leather items which can be suitable for the workplace as the design is pleasing to the eye and not abrupt amongst the work outfit attire. Links of London state that they ‘believe in design and function and endeavour to bring you contemporary classics.’ (Links of London, 2011 : online). Hence one of their main criteria is for the design of the bracelets to be appropriate in design and function to suit each consumer. They are also the official jewellers of London 2012 Olympics, and have created a support bracelet which has been one of the most popular items this season, which is often purchased as a gift, highlighting another opportunity for our bracelets retail. We found this out whilst we were gaining some primary research in interviewing the shop assistant in the Links of London store, Nottingham.

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FIG 6

23


To further our research into current fashion trends we decided to go amongst the streets and take some streets style images of what people of all ages were wearing on their wrists. This would enable us to see if our secondary research on both Pandora and Links of London could back up our primary. We found that many people were wearing either a charm bracelet such as the Pandora or Thomas Sabo or Links of London’s friendship bracelets. We found that many people were wearing these as a gift item. We held a focus group in Waverley Gallery which involved asking several people belonging to our target consumer group a series of questions on their lifestyle and wristwear preferences. The aim of doing this was to get some further insight into our consumer and the things they wore on their wrist, how often they wore them and the reason for them wearing these specific things. For example some people stated that they wore jewellery on their wrists for special occasions however others said they wore it for practical use, for instance a watch to tell the time. We needed to think about how our bracelet would benefit the consumer in both the short and long term for it to be a success. Hence we also asked a series of questions that revolved around motivation. We asked them if they used any form of reward schemes and if so were they a big influence in purchasing products from a certain store. For most of them this wasn’t a major concern as they tended to buy from either the cheapest of stores or they would have consumer loyalty to that store and buy from the same place each time. An initial key idea of ours was for the bracelet to have a connection with a charity and so this was an important area to focus upon when asking them questions. Many of them stated that charity collaborations were a worthy added bonus and one person in particular said she was ‘..a sucker for giving to charity.’ (Appendix C). This justified our idea of a charity element to the use of the bracelet.

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The design of our bracelet has to measure inactivity throughout the consumer’s daily routine and so we asked the focus group a series of questions around technology, if they used it and when. This is because the data of inactivity that will be received through the bracelet would then be transmitted and displayed in a technological way. We asked them what gadgets they currently own, how often they use them and have they downloaded any apps on them. Many of them owned both a phone and either laptop or computer. The majority were of an older age group and therefore didn’t really use apps and if they did it was only for a functional purpose for example, satellite navigation. Some have a phone specifically for work use and therefore would always have it on them however some preferred to view information sat at a computer rather than their phone because it meant it was easier to view. This meant that when we were to later design our interface it needed to be simple, clear and accessible to both phones and computers to suit all ages of our consumer. When conducting the focus group we took a Links of London friendship bracelet and Pandora charm bracelet with us so that they could get a feel for the type of material, weight and design of the bracelets. We found they had similar thoughts on the design of the bracelets; they liked the aesthetic of the Pandora in that you could select charms and add them to the bracelet. However the bracelet was too heavy due to the amount of silver charms that could be added to the bracelet. Another issue was that some of the charms had parts dangling from them that would cause irritation when typing on a keyboard. They did all like the Links of London bracelet because it was both visually appealing and practical. Due to its easily adjustable strap it meant that the bracelet could be worn as far up or down the users arm.

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FIG 7 26


Having looked at the idea of empathic design, we also found out that customisation like the Pandora bracelet could make our bracelet design more sustainable. As written in the Design Journal 'Schifferstein and Zwartkruis-Pelgrim (2008) define the degree of consumer product attachment as the strength of emotionally engaged experiences a user has with a product' (Niinimaki and Koskinen, 2011 : online) sustainability can be increased by creating an emotional attachment to encourage the users to wear it for a longer period of time, and make it less disposable. It adds sentimental value that the user will not want to forget and allows them to show others the importance it has. The key findings from this research that we decided to take forward when concentrating on the design of our bracelet was that it had to be appealing yet practical. The design of the bracelet needed to be easily adjustable, comfortable and customisable. As you can see from our fashion perceptual map, Fig.7, the brands symbolise each of the images. We feel that the design of our bracelet fills the gap in the market for the empathetic user whilst also fulfilling needs of the officer worker. Looking at the rest of our fashion competitors it shows the design of our bracelet doesn’t limit the number of consumers that could purchase the product whereas for example the Swarovski does due to its costly design.

Jade : 1289

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Our Product

This is the final design of Nudge, wrist wear that allows you to ‘Move to Improve.’ The simple flat silver bead in the middle of the bracelet will contain all the technology that is needed to monitor the user’s sleep quality and inactivity. The bead is silver so that it is not too noticeable, our research showed that since the recession there has been more demand for silver and white metals as they are less ostentatious which means the bracelet will be discrete in a workplace environment. The bead will provide a small, soft vibration on the wrist to remind the user that they have been inactive for over 30 minutes. If the user ignores this vibration 3 times then they will get an email alerting them of their inactivity as a slightly less subtle reminder. Whilst the user is sleeping you are able to turn off the vibrations that monitor inactivity by simply pressing on the flat silver bead. The bracelet will communicate with either the user’s phone or computer to synchronise their data so that it is easily accessible and it allows them to view it whenever and wherever they want. This information can be later viewed on an interface either daily or weekly to see certain flaws in their daily routine, as well as allowing you to add comments if wanted. The bracelet is made of a wax coated plaited string which will be available in dark purple, grey and black for maximum versatility. The string is easily adjustable and comfortable which means you can regulate it for your comfort while performing certain actions such as typing which will suit the consumer’s needs as we found many consumers took off jewellery at this point or pushed it up their arm. We took this point forward from our focus group as they said it would need to be a key factor in the design. The string will be waterproof which means that it can be worn 24 hours a day allowing for the bracelet to merge into your life and style. Taking influence from the design of the Pandora, Nudge is customisable. You are able to buy from a choice of several illustrated silver beads which relate to the community based projects. Only 3 beads can be added to the bracelet at once which means that it will be practical in the sense it won’t be too heavy but it will also be visually appealing and each bead will also have its sentimental value.

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Nudge will cost around £30 and will come with a USB charger, which conveniently charges the device wirelessly using electromagnetic technology, whenever the bracelet comes into close proximity to the USB stick. Therefore, whilst the user is working on the computer, their Nudge will be charging, providing a seamless user experience.

Jade : 467


FIG 8

FIG 9

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User Interface

Through our questionnaire we found that the majority of our targeted age group own smartphones, but use applications mainly for functional reasons such as banking and satellite navigation. This implied that Gamification would not be necessary to our app, therefore we decided the data visualization should be simple, and reflect the fluidity and ease of use of the device. The main way your review can be accessed is via the Nudge website. The first view you would see is your week to date Fig.10 this is the illustration of each day overlaid in relation to time. The movement of the line informs you of your activity and inactivity at every point of the day. For example at the start of the day the wearer is asleep, therefore the line is flat. As they awaken and are active the line rises in relation to how long they are active for. When they are inactive it is flat, and beings to drop down as they ignore nudges from the device. The weekly view makes it easy to see which aspects of your life affect your inactivity the most, as you will be able to spot trends that occur every day. You can also select and deselect using the colour key if you want to compare specific days. You can see a more detailed version of your day using the daily view Fig.11. Here there are also comments on the quality of your sleep, and how many times you ignored nudges, as ‘Visual representations are potent, but meaningful textual markers have an important role. Labels should be visible withough overwhelming the display or confusing users’ (Shniederman, 2004 : 598). There is also the option to add your own comments about what you were doing at specific points of the day, if you would like a reminder of what activity made you particularly active or inactive.

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FIG 10

FIG 11


FIG 12

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FIG 13


As we found people are either at their desk or within reach of their phone, these are the two most important ways for them to view their progress. While a smartphone app allows them to view it on the go, due to the fact it is a smaller screen it will be a slightly simplified version. You will only be able to see a daily view and project progress view, and the daily comments will be shrunk to small dots, which you will have to individually select to view. Taking into account the way smartphones are operated, by swiping or tapping touchscreens, by swiping along your daily view line you can scroll seamlessly from one day to another. One limitation of Nudge’s main competitor, the Jawbone Up! Is that it is only available on iOS devices, limiting its target consumer to people with iPads or iPhones. As we want to reach as wide an audience as possible there will be an iOS, Android and Blackberry version of the application. In addition the Nudge will communicate wirelessly with your phone using near field technology, syncing every time you pick up your phone. This means retrieving your data does not have to be an easily forgotten process that disturbs your day, but yet another unnoticeable action that allows Nudge to integrate into your life.

Ugne : 532

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Branding



Branding

Why Nudge? “A Nudge is any factor that significantly alters the behaviour of Humans.” (Thaler and Sunstein, 2008: 8) and Unilever’s Nudge device follows the same definition. Through the monitoring of sedentary behaviour, alerting the user of prolonged inactivity and motivating change through feel-good rewards, Nudge provides the user with that gentle push to improve their health and wellbeing. The Nudge is designed to seamlessly fit into the user’s life without negatively impacting on other lifestyle factors, such as style choices and work tasks. As the device can significantly alter the user’s sedentary behaviour, but does so in a subtle manner through a gentle vibration, Nudge is the perfect name for the product. Why Unilever? Unilever’s core vision can be illustrated through their four pillars, Fig.14, which “set out the long term direction of the company” (Unilever, 2011: online). To exercise these ethics, Unilever is actively involved with philanthropic projects and charity work, such as their Greenhouse Gas Strategy intended to reduce their corporate carbon footprint, and their hand washing campaign, promoting the importance of this vital hygiene ritual. Unilever uses their commercial power to “encourage [their] consumers to make small changes to their everyday habits” (Unilever, 2011: online) in order to make a big impact on health. Nudge is about gently pushing people to leave behind their sedentary lifestyle. It inspires people to make that small step becoming a bit more active throughout the day to make a big change to their health and wellbeing. The packaging is kept to a minimum and through empathic design, the longevity of the device is increased, making it a sustainable and environmentally friendly product. Therefore, as the Nudge device is synonymous with the company’s ethics, we chose to market Nudge through the Unilever name, acting as part of their campaign for better health, rather than as a commercial endeavour under a new brand name. Many consumers can relate to the Unilever name and this therefore provides a safety net for the new product. Unilever’s four pillars act also as the framework for the communication plan, led by the ‘Move to Improve’ campaign.

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Shannon : 351


FIG 14 37



Communication


‘Move to Improve’

When conducting the primary research, several questions were asked surrounding the themes of motivation and rewards for good behaviour. It was discovered that when asking the question in the questionnaire, the majority of answers given said that self-motivation is what influences people the most to do something. We felt that we needed to find out what could instil motivation within the user, as self-motivation may not be enough when using the Nudge device. Consequently, when approaching the same topic within our focus group, we directed the questions towards the types of rewards that they may already use, and the sort of motivation that may already be present in their lives, for example: in-store reward schemes or charity collaborations. We found that many contributors stated that they tend only to use the reward schemes if they already shop at that place, and so when launching our product this would not be effective. Many of those asked did however relate to the charitable causes; one woman stating that she in particular was a ‘sucker for a good cause’. Due to the positive response we gained from asking about how people felt about buying products that contributed to a good cause, it was decided that this would be a key principle when marketing our device.

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Fig. 15


As you can see on our BJ Fogg model, Fig 15, Nudge sits in the perfect position in order for the user to reach their target behaviour. It nudges the user to create time for their activity, combined with motivation from earning points and contributing to a good cause, to enable them to achieve the greatest results possible. The vibration of our bracelet acts as the trigger to remind the user to be active. The simplicity factors of our model that will affect the user’s ability to reach this target behaviour are: time constraints (work, other commitments), social deviance and a lack of routine. Nudge is a discreet device that gently encourages you to be more active throughout your day, it does all the work in motivating the consumer within their daily routine to allow them to reach target behaviour. This is what led us to the ‘Move to Improve’ campaign, a nationwide initiative designed to get the user moving, whilst working towards a good cause. The concept is that once the consumer has bought their bracelet and registered it online, they can get involved with this campaign that will be funded by Unilever. The registration will lead them onto a page on the website, where they can view and pick from a selection of community-based projects that they would like to see completed. There will be one project available for selection from seven different areas of the U.K., these projects will have been previously hand-picked by Unilever, focused on improving health and wellbeing across the country. The user will choose one of these projects to work towards, so that as they become more active in their daily lives and reach more of their targets, more points will go towards that particular project. Once that target has been collectively reached by all the users working towards that project gained from all the users working towards that one project, the project will be completed using funding that is released by Unilever

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For example: the project for the South East, chosen by Unilever, is a children’s Adventure Playground, this could be selected by different users who would work to achieve their personal targets. After the targets have been reached and the Adventure Playground completed, another project would be put forward by Unilever and the process starts again. The idea being that the user chooses a project that they can feel really good about, and build a close connection to, so that they will be more likely to be motivated to help it get completed. Once a project has been completed, the user will be given the option to buy a commemorative bead; which will be clip-on so that they can attach it to their bracelet to make it more personal to them and create a sentimental connection with their Nudge. Each bead will have a design engraved onto it that represents the project the user has completed, so that they can look at the bead and be reminded of what they have achieved and the hard work they put in to improve the lives of others, as well as their own life. The beads are optional to buy so that the user can pick and choose the personality of their Nudge. These beads also lend themselves to the sustainable area of empathic design that we are appealing to, by building personality and sentimentality with their bracelet. We decided that it would be more beneficial to Unilever for the user to have to buy these charms instead of giving them out for free when a project is completed; this was to help the funding of the projects as well as making the concept more commercial.

FIG 16 42


Our consumer research findings from the focus group support that this provides the motivation that the user needs to become more active; several of the interviewees stating that ‘knowing my actions would help others would definitely encourage me to do something about my behaviour’ and ’I’m always more drawn to a product if it is involved with something charitable’ (Appendix C), and also brings them the feel-good factor of doing something good for a charitable cause, without having to put a lot of effort into physically building the project themselves. The Move to Improve campaign focuses on combining the idea of doing more personal activity and doing good for the community; both things that a lot of people what to do and be a part of but would not normally have time for. We realise that this campaign cannot realistically carry on forever due to funding and the fact that it may lose momentum if prolonged. However, it is a unique way of introducing people to the idea of self-tracking and will allow us to accumulate a lot of interest and knowledge around the product so that consumers become attached to it at an early stage. Once the projects not campaigns concept has finished, normal advertising campaigns could be instigated and enough people would be aware of the device to be interested. This strap line encompasses all aspects of our concept, as the user becomes more active, not only will they be improving their own wellbeing, but also that of the community. It fits in well with the Unilever ethos, which aims to be sustainable, and provide products and programs that are good for everyone’s health and wellbeing.

Anna : 1098

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Website Design

As the internet is one of the first and most accessible places consumers will target to find out more information, Nudge will have an e-commerce website, which will also take them through the process of getting started with their device and becoming involved with the Move to Improve campaign. Using Search Engine Optimisation, through tools such as Google AdWords and Google Analytics, will be vital in ensuring Nudge is easy to discover at the top of search results.

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(Home Page) The home page provides an overview of the device and the Move to Improve campaign. There are hyperlinks that allow easy navigation of the website.

FIG 17


FIG 18 (Buy Page) The user can use this page to choose their colour option, view the device in more detail using the zoom function and purchase their Nudge.

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(Register Page) Once purchased, the user is able to register their device and sign up their email address for the email alerts. Our focus group revealed that our consumer is dubious about sharing their data with large corporations such as Unilever, through fear of being misused for commercial gain, and therefore, this information will only be used to benefit the user, forming targets and allowing email alerts.

FIG 19


(Pick Your Project Page) To get involved with the campaign, the user can choose which project they’d like to donate their points to. Hovering over the pinpoints on the UK map will reveal different projects across the country and provide extra information for them.

(My Nudge Page) As seen previously, to view their data in more detail the user can use the My Nudge page to look at their progress either daily or weekly. Extra information is provided referring to ignored nudges and sleep quality.

Shannon : 260

FIG 20

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Packaging

Packaging is essential for the protection of products, especially for the Nudge bracelet due its slim design and silver bead where the technology is transmitted. Unilever has a goal to, ‘reduce the environmental impact of our packaging while retaining its ability to protect our products effectively.’ (Unilever, 2011 : online). Therefore when designing our packaging we took this into account to enable that the bracelet gained its most effective protection using as little packaging as possible. The packaging material used for Nudge was created using a thick, recyclable paper. Allowing the consumer to recycle the box or tag once the bracelet had been taken off meaning that the paper wouldn’t be going waste. To eliminate the unnecessary use of packaging and reduce the material used we came up with the idea that when you but the bracelet in store it will be sold on a simple tag, holding it taunt so it will not catch on things and be pulled, but leaving it free for people to touch. When purchasing the bracelet on the easily accessible and efficient online website the bracelet will get sent out in a box for further protection. The instructions to how the bracelet works will be printed on the inside of the packaging so that no extra paper is needed. The design of the packaging is kept very minimal so that it appeals to our target consumer both men and women. Alike the design of the bracelet it is simple yet effective. The tag and box will come in one colour which will be in a grey tone and the ‘Nudge’ logo will be in small text running along the bottom. The simplistic design also means that less workforce is needed in designing the packaging which will be a reduction in costings.

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Jade : 296


FIG 21

FIG 22 49


In-store Retail

In our focus group we found that people preferred shopping instore for items they are going to wear, as they want to know how they feel and fit. Although with Nudge being adjustable the main problem of fit is eliminated, we thought it was important to have a physical retail outlet so that people could interact with the product, and on seeing it whilst shopping question their own inactivity. Department stores are the natural choice for this product, as it would then be distributed nationwide, allowing exposure to wide range of people who might not yet have heard of Nudge. The three key retailers will be Selfridges, John Lewis and House of Fraser. All are directed at our broader target consumer, while between them focusing on different parts of our demographic. Selfridges will be especially important during the launch of Nudge. Known as an innovator and fashion leader, the store often launches little known products and brands into the public eye, such as beauty brand Illamasqua. Through its aspirational branding and environment, it will appeal to the more fashion aware of our consumers. House of Fraser is a more accessible fashion led store; with the offer focusing on the +35 age group it targets our younger consumer. Recently having collaborated with High Street critic Mary Portas to open ‘a shop for women, not for girls’ (Portas, 2011: online) the brand has shown its knowledge of older consumers who place importance on style as well as function. John Lewis has the strongest appeal to +45 aged shoppers (Verdict Report, 2010: online). With its upmarket position and stable offer it has very strong customer loyalty. This confidence in the John Lewis brand will help customers accept new products, when introduced to them in the trusted environment of its stores. With a 20.7% share of the department store market in 2010 (Verdict Report, 2010: online)it is also one of the most available stores for consumers to reach.

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FIG 23 Throughout all retailers the product will be displayed on a freestanding table, Fig.23, in high footfall areas such as store entrances and around escalators. This means that it would not have to be limited to being seen as a technology item or a piece of jewellery, and there is also more potential for consumers who have not yet heard about the product to come across it. The table will have inbuilt iPads, that will allow you to complete the registration process in-store, meaning your Nudge is ready to wear, and for users who are less technology confident, there is a the chance for someone to help them register. While there will not be full time sales assistants representing the brand due to the staffing costs involved, the iPads will allow the consumers to browse information about the product and concept, and have a more in depth look at the projects. As most of our consumers are ‘a little concerned’ about their inactivity (Appendix B) but do not have the time do something to change this, coming across Nudge whilst doing their normal shopping should reflect the small impact it will have on your routine while making a change for the better.

Ugne : 522

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Social Media

With a demographic that ranges from approximately the ages of 35-55, we must ensure that all media channels are covered when it comes to marketing our product and the projects that run alongside them. When conducting our questionnaire we found that a large portion of the lower end of our consumer target group used social media apps on their phones. Because of this, part of our communication strategy will run through the channel of social media; particularly Facebook and Twitter. These are websites that the lower ages of our target consumer group regularly access and so it would enable us to talk to them directly, creating a dialogue with the brand. Due to the wide diversity of users and the immediacy of this point of contact, it would have a high probability of spreading the word about ‘Nudge’ and the Move to Improve projects the most effectively. The Facebook page will contain information about current projects and inform followers of how each project is progressing and when it shall be completed. It shall also have photos of the openings of completed projects and of them in use, for instance children using a Unilever built adventure playground. It will update them on the Move to Improve campaign as it moves forward and ideally generate hype around the campaign. Similarly, the twitter feed will report to its followers on the progress of campaigns, however this channel will be primarily used to talk directly to the Nudge users and those involved with the Move to Improve campaign. It will personally congratulate specific users on recording the highest amounts of activity that month, or certain people that have reached a high number of their targets. It will connect Unilever to the consumer and make it feel like personal praise is being given to them. It will also be used to invite users to the openings of the completed projects, so that they can see for themselves what they’ve helped to accomplish (the photos of these events could also be featured on the Facebook page). We would create the hash tag ‘#move2improve’ and hopefully set this as a trend on twitter, once it trends enough it will be visible to more twitter users whether they follow ‘NudgeQS’ or not.

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FIG 24

FIG 25

Anna : 374

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PR Strategy

To communicate our product, a Project not Campaign method will be implemented. Alex Wipperfurth believes that ‘in order for a brand to stick, for it to have real impact on our culture it better collaborate with its users’ (Wipperfurth, 2005:16) and this is what he describes as ‘brand hijack’. Through this, consumers should have the ability to take charge of a brand and to build the majority of the hype (Wipperfurth, 2005: 16). The Move to Improve campaign is the perfect example of this – users can interact with their product, with a good cause and, through social networking, with each other. As previously described, Move to Improve is about helping people improve their health and wellbeing, and the lives of a whole community. Advertising may detract from this philanthropic vision as well as the consumer-led marketing and would also prove very costly. The funding that would have been used for advertising could be put to better use for the completion of charitable projects in the campaign, instilling confidence in the consumer that this is not fundamentally a commercial venture, but more a vehicle to drive Unilever’s ‘small steps for a big change’ ethic (Unilever, 2011: online).

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FIG 26


FIG 27

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However, communication to the consumer is still very important especially when launching a new product and therefore, we will use PR to spread knowledge of Nudge. A PR route of marketing will allow consumers to come across Nudge by themselves. ‘People often fall in love with brands that they stumble across at random.... when people believe they have discovered a brand on their own, they feel ownership of it and want to share it with their friends’ (Wipperfurth, 2005: 163) and therefore, the PR route will build an effective emotional connection with consumers. Our interviews (Appendix D) revealed the media to target, with magazines such as Men’s Health and Psychologies and targeting commuter newspapers and magazines, Metro, Stylist and Shortlist could also prove effective. Nudge could appear in the weekly fashion and gadget features as the latest ‘desired item’, for example The Style List in Stylist Magazine and Cool Stuff gadget feature in Shortlist. Gaining this recognition would provide Nudge with the status of both a highly desirable gadget and fashion item, enticing consumers of both these product areas, including those who aren’t within the original target demographic, to be interested in Nudge and improving the device’s likelihood to be adopted by many users. Prime television programmes to focus on would be The One Show and Something for the Weekend, which have gadget and lifestyle features that would suit Nudge and would be seen by our consumers. Gaining reviews and product placement features would highlight the product, providing consumers with insight and building desirability.

FIG 28


The Gadget Show often feature various competing products, reviewing which ones are the best. As the Nudge is set to be the best device of its kind, this feature would be a great opportunity for positive PR on the television. In order to gain this press coverage, the press release for the product launch (Appendix G) will be sent to journalists and television producers to spread knowledge of Nudge. Targeting large broadcasting corporations would be a good route to take in order to gain valuable PR coverage on a variety of television and radio channels. The BBC would be as preferable choice, however, due to their advertising and promotion restrictions, there would be limitations on the quality of the PR gained. On the other hand, ITV has many touch points that our consumer would regularly be in contact with, including the news and various television programmes, such as Daybreak and Lorraine. An event called ‘Nudging ITV’ would be held, in which Nudge devices would be taken into the ITV headquarters and office workers, public figures and staff would be urged to get involved. They would also be asked to choose which project they want to donate their points to. This event would act as a PR stunt whereby people would be interested in how Nudge is getting involved with ITV. We could encourage influential public figures at ITV, such as Adrian Chiles and Christine Bleakley, to wear their device whilst filming, increasing the desire of our consumer to own a Nudge device. We would also have the chance to come into direct contact with the producers of many of the shows that target our demographic, such as Daybreak, which would allow us to tell them about the device and campaign, increasing the chance of getting the Nudge device on the television. These programmes could feature Nudge in their gadget or fashion segments as the latest wrist worn device, creating appeal to both male and female consumers. Public knowledge of the Move to Improve campaign would be heightened, as specific projects are featured on local news broadcasts on the ITV channels. If one person learns about Nudge, through whatever channel that may be, and gets involved with the Move to Improve campaign, it is likely they will share this experience with their colleagues, potentially encouraging others to also purchase a Nudge device. Consumers are most likely to believe and act upon reviews from peers, and PR can encourage this Word of Mouth marketing – an effective form of brand and product communication.

Shannon : 863

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Summary and Recommendations Nudge is the newest innovation working towards broadening the Quantified Self. It is a unique product that enables the user to combine the improvement of their own health and wellbeing as well as that of their community. The motivation that it provides will ensure that the Unilever, and Nudge, consumer can reach the full health benefits of owning a Nudge bracelet. The aesthetically pleasing device is the ideal product for the office worker, adjustable to their needs, effective and connected to their smart phones and computers. We, For the Future have tapped into our consumer group through an effective marketing strategy that will allow Nudge to succeed in the current market. In terms of future recommendations for Nudge, we will aim for the initial Move to Improve project to last for roughly two years, of course this will be determined on how successful the campaign becomes. We predict that due to the size and nature of this campaign, it will give us enough coverage to establish a substantial user base, and enable these users to develop a relationship with Nudge that will ideally continue once the campaign is over. After these two years there is a possibility that a larger corporation may want to involve themselves with Nudge, which will enable a similar type of project campaign to follow. Alternatively, because of the wide variety of brands that Unilever represent there could also be an opportunity for these brands to collaborate with Nudge, and create special offers for those who reach certain targets with their Nudge bracelet. The Nudge branding we have used to distinguish our product within the Unilever brand, and the broad meaning that could be interpreted from our chosen name, means that there is plenty of room for new products that encompass the Quantified Self and improvements in health and wellbeing to be added to the brand. One final idea to consider is that due to the simplicity of our product design, if Nudge is successful with the office worker consumer, then there is a possibility for new communication strategies to be developed that will target different consumer groups. This means that the Nudge brand will continue to evolve and leaves multiple possibilities for the future of the product. 58

Anna : 372



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