Author: Jeremy Braune

To successfully market a brand or product, brand owners must have a deep understanding of the characteristics and behaviours of their dream customer.

Although there are many different ways to segment consumers, one approach is generational segmentation. This is when people are divided into groups based on the era they grew up in, such as Baby Boomers, Millennials and Gen Z.

At Brandspeak we’ve conducted exhaustive amounts of research with the six current generational groups, addressing financial matters, holidays, hobbies, cars, relationships – and everything in between. This has given us an acute knowledge of the differences between the groups, and valuable insights into how to market to them.

In this article we highlight some of the characteristics that we have found to define the different generations, as well as the key marketing channels and techniques that they are most receptive to.

The Silent Generation (born 1926 – 1945)

Key events: The Great Depression (1929), World War II (1939 – 1945)

Newspaper headlines: ‘Britain at War with Germany’ (Nottingham Post, 3 September 1939)

Chart-topping songs: Swinging on a Star, Bing Crosby (1944); Cheek to Cheek, Fred Astaire (1935)

The term ‘the Silent Generation’ was coined in a Time magazine article in the 1950s, and it referred to the fact that the children of this generation were taught to be seen and not heard.

The members of the Silent Generation had direct experience of World War II, which will have shaped their upbringing and their outlook on life.

Members of the Silent Generation generally know how to make do and accept their lot in life.  Their experiences taught them to be frugal, disciplined, realistic and grounded in their expectations. This generation generally respects authority, conformity and the ‘order of things’.

Key marketing channels & techniques

The Silent Generation is the most likely to consume print media, with research stating that they are 56% more likely to read a newspaper than other adults. Adverts in newspapers can be a useful marketing channel, as well as direct mail.

Members of this generation are active TV viewers, so commercials can be an effective way to reach them too.

They tend to be loyal customers, so it’s critical to gain their trust. They value fair pricing and being understood, and family values are also important.

Baby Boomers (born 1946 – 1964)

Key events: Vietnam War (1945-6), Assassination of JFK (1963), Beatlemania (1963 onwards)

Newspaper headlines: US Spaceman Orbits Earth (1962)

Chart-topping songs: Jailhouse Rock, Elvis Presley (1957); Let’s Twist Again, Chubby Checker (1961)

Baby Boomers were so named because of the surge in births that occurred after World War II.  It was not until after 1964 that birth rates would begin to decline again.

The Baby Boomer era was influenced both by the austerity of the receding war years and by a sense of renewal and optimism that characterised the investment and rebuilding of the post-war years.

The scarcity of food and materials meant that this generation was taught to be frugal and self-sufficient, whilst the growing economy provided opportunities for those who were prepared to work hard. During the post-war years the value and importance of money was drummed into them, and Baby Boomers are particularly likely to feel rewarded by money.

Key marketing channels & techniques

Baby Boomers are consumers of traditional media like TV, print and radio. However, they have also embraced technology and are likely to be receptive to email marketing and brands with a presence on Facebook.

But be cautious with Facebook retargeting ads, as Baby Boomers are likely to be suspicious that you are trying to trick them into buying your product.

Slow-paced and informative videos may be a more effective way to generate interest in your product or brand, and the availability of both email and phone support will also be an advantage.

Generation X (born 1966 – 1980)

Key events: The Watergate scandal (1972), British steel strike (1980)

Newspaper headlines: ‘Meet Our New Money’ (decimalisation, Daily Mirror, 1970); ‘King Elvis Dead’ (The Sun, 1977)

Chart-topping songs: Hey Jude, The Beatles (1968); Dancing Queen, ABBA (1977)

This generation was born into an era where technology was developing fast, but wasn’t yet readily available. Although Gen Xers didn’t grow up using computers, they adapted to new technology quickly and became accustomed to using it in the workplace.

Generation X is characterised by a sceptical nature that is partly the result of events such as the Watergate scandal and dramatic inflation, which led to large-scale layoffs.

Members of this generation typically have a ‘workaholic’ work ethic, and often struggle to find the right work-life balance in their time-poor lifestyles.

Key marketing channels & techniques

Although 95% of this generation are active on Facebook, they are more responsive to email marketing than social campaigns.

Positive reviews of your product or brand are a key purchase driver for Gen Xers, and can be a great way to gain the trust of this sceptical consumer group. Once they have been won over, they have high brand loyalty and appreciate loyalty programmes.

Gen Xers enjoy shopping (particularly online), but have little time for lengthy checkout processes or websites that are difficult to navigate.

More than any other generation, they appreciate ‘click and collect’ options when purchasing products.

Millennials/Generation Y (born 1980 – 1996)

Key events: The Gulf War (1990-91), the birth of the internet (1983)

Newspaper headlines: ‘Simpson Found Not Guilty’ (1994), ‘Clone Shock’ (cloning of Dolly the sheep, The Sun, 1996)

Chart-topping songs: Like A Prayer, Madonna (1989); Wonderwall, Oasis (1995)

Millennials grew up in an age of information, technology and a war on terror. Although they are fully comfortable with using technology, the digital world is one they have migrated to from their largely analogue childhoods.

This generation is distrustful of big brands and corporations, and values authenticity and transparency highly.

They are also socially conscious, and likely to seek out ethical brands that align with their own beliefs and values. Self-expression and individuality is important to Millennials, and they are often looking for a more personalised shopping experience.

Key marketing channels & techniques

Millennials are always connected, and Facebook, Instagram and Twitter are all great places to reach them. Although they still watch TV, this is more likely to be through streaming platforms like Netflix rather than traditional channels.

Social media campaigns are more effective than email marketing with this group, and pushy advertising techniques are a turn-off.

Instead, Millennials appreciate honesty and value the opinions of influencers and their peers. They are keen to engage with brands and respond well to user-generated content, as well as positive customer reviews.

Gen Z (born 1997 – 2012)

Image: VectorMine/Shutterstock

Key events: First iPhone comes out (2007), Iraq War (2003 – 2011)

Newspaper headlines: US Election: Obama Wins Second Term (The Guardian, 2012), Osama bin Laden Is Dead (The Guardian, 2011)

Chart-topping songs: Rolling in the Deep, Adele (2011); Bad Romance, Lady Gaga (2010)

Generation Z is the first generation to be born into a world where smartphones and mobile technology already exist, and for this reason they can be considered ‘digital natives’.

People in this group are likely to have strong views on politics and current affairs, which they share on social media. Generation Z feels like it has a duty to improve the world it has inherited, and its members are generally willing to pay a premium for eco-friendly products from socially conscious brands.

Generation Z prizes authenticity and quality over brand loyalty, and members of this generation will choose brands that align with their own core values.

Key marketing channels & techniques

Generation Z is all about the mobile experience. This generation of multi-taskers has an attention span of around eight seconds, so marketing content must be brief, relevant and eye-catching.

Videos are one of the most effective ways to reach Generation Z, and YouTube’s six-second bumper ads can be a great tool to generate brand awareness.

TikTok, Snapchat and Instagram stories are also useful channels to connect with this generation, as well as collaboration with popular influencers and YouTubers.

Generation Alpha (born 2012 onwards)

Image: Morrowind/Shutterstock

Key events: Covid-19, Paris Agreement on climate change (2015)

Newspaper headlines: ‘Lockdown 2 to Avoid Disaster’ (Sunday Times, Nov. 2020), ‘The March for Change’ (Black Lives Matter protests, The Daily Mirror, June 2020)

Chart-topping songs: Thinking Out Loud, Ed Sheeran (2014); Sorry, Justin Bieber (2016)

Although you may not have heard of it yet, Generation Alpha is the next generational group. Since the oldest members are only 11 at the time of writing, it is impossible to know what the defining characteristics of this generation will be. However, it is possible to make a few predictions.

Alphas will be even more technology-literate than their predecessors, with iPads and interactive technology becoming the norm in both home and school life.

This generation is also likely to be the wealthiest yet. This is partly due to staying in education for longer, and partly because many Alphas are likely to be born into single-child households. The number of children per family has been declining since 2012, and this trend is likely to continue as a longer life expectancy and greater opportunities for women mean that they have children later in life, or not at all.

Due to this increased wealth, it is expected that Generation Alpha will be more concerned about ethics and purpose rather than earning the maximum profit.

Cultural diversity and individuality will be of great importance to this generation, as well as social responsibility and instant accessibility.

Key marketing channels & techniques

Members of Generation Alpha are likely to use social media platforms and channels that aren’t even in existence yet.

To connect with this consumer group, brands will need to focus on accessibility across multiple devices, speed and customisation.

Corporate Social Responsibility (CSR) will be increasingly important, as this generation will expect brands to demonstrate that they are socially conscious and ethical.

Generational Segmentation and the Customer-First Approach

Generational segmentation is a valuable tool that gives brand owners a deeper understanding of consumer behaviour and motivations, and can be used to inform brand strategy.

However, it’s important to remember that this approach is part of the wider picture, and not the only way to understand consumer behaviour.

At Brandspeak we’ve found that many attitudinal and behavioural characteristics are indeed generational, meaning that they are ingrained and defining.

Others are more transient and related to a person’s life stage, and this context is important to remember during discussions where certain generations are described as selfish or entitled. Although Generation Z are currently on the receiving end of this kind of criticism, in the not-too-distant past the same words were being used to describe Millennials. Looking back a little further, Baby Boomers were also tarred with the same brush by their predecessors.

Rather than one generation being intrinsically more selfish or self-absorbed than another, it seems more likely that these characteristics are common to a particular age group or life stage.

Brandspeak recognises that there are multiple factors that can affect characteristics, behaviour and brand perception, from generation and life stage to gender, geographical location, income and more.

Our innovative customer-first approach uses generational segmentation as well as a range of other factors to help you understand consumers on a deeper level. This enables you to create products and marketing campaigns that speak directly to your target audience and increase your bottom line.

Brandspeak are generational research experts. To find out how we could help your brand, contact us on +44 (0)203 858 0052.

Photo by Peter Bond on Unsplash

In this article

Covid-19 has had a huge impact on consumer behaviour across the board, affecting almost every aspect of our daily lives.

One of the areas where this is most striking is our changing attitude to food and drink.

Many consumers are looking to create a healthier and more environmentally conscious lifestyle in the wake of the pandemic, and there are a number of food and beverage trends that reflect these core motivations. From an increased demand for immunity-boosting products to the exponential growth of the alternative milk industry, consumer behaviour and attitudes are changing at a rapid pace.

In order to stay ahead of the game, it’s essential for brand owners to have their finger on the pulse.  A deep understanding of consumer motivations is key, and will enable companies to anticipate which products and marketing campaigns will resonate with their target audience.

In this article, we take a look at five key food and drink trends in 2021 and how some well-known brands are using them to drive sales.

1. Immunity-Boosting Food and Drink Products

As a result of the pandemic, consumers are increasingly anxious about their health and are seeking products that claim to support their immune health. According to Google Trends there was a 670% increase in searches for ‘food’ and ‘immune system’ between February and March 2021, and this trend is showing no signs of slowing down.

Products incorporating vitamins C, D and zinc are particularly popular, since they are reported to boost our natural immunity. Many well-known brands are taking note of this trend; tea giant Tetley has recently launched a Super Green Immune tea with added Vitamin C, and plenty more brands are set to follow.

Consumers are also on the lookout for functional foods, which are defined as foods that offer health benefits in addition to their basic nutritional function. Examples of functional foods include turmeric and ginger, and products containing these ingredients are increasingly sought after.

Although immunity is likely to become less of an immediate concern as the pandemic subsides, consumers will remain receptive to products that are easy to incorporate into their lives and promote a healthier way of living.

2. The Plant-Based Revolution

As many consumers seek a healthier and more sustainable lifestyle, sales of plant-based products are booming. By the summer of 2020 plant-based food sales had seen a 243% rise, with consumers choosing 14% more meat and dairy-free products than the previous year.

The impact on the dairy industry is particularly striking, with one in three UK consumers now buying plant-based milk. The data shows that the younger the consumer, the more likely they are to turn away from cow’s milk, with 37% of Gen Z consumers reducing their cow’s milk intake for health reasons. Other motivations for dairy avoidance include concern for animal welfare and environmental issues, with 36% of 16-24s agreeing that dairy farming has a negative impact on the environment due to CO2 emissions.

For the dairy industry to survive, it will be critical to reassure Gen Z (as well as other key consumer groups) about its high standard of animal welfare and the steps the dairy industry is taking to reduce CO2 emissions.

To demonstrate their commitment to the environment, 40 leading dairy organisations have recently declared their support for Pathways to Dairy Net Zero, a new climate initiative that aims to reduce the sector’s greenhouse gas emissions. Supporting companies include some of the biggest players in the industry such as Nestlé, Danone, and Dairy UK, and initiatives like this are vital to retaining the trust of consumers in 2021 and beyond.

3. ‘No to Low’ Alcohol Drinks (NOLO)

With reports suggesting that over 25% of 16-24 year olds in the UK identify as non-drinkers, consumer attitudes to alcohol are changing dramatically. Gen Z has even been dubbed ‘the Sober Generation’, with health as the number one reason for moderation.

And they’re not only concerned about physical health – research shows that 86% of the Millennial Gen Z population value mental health just as highly. By offering drinks that consumers can enjoy without the negative impacts of alcohol, brand owners can take advantage of this growing market.

Household names such as Guinness, Heineken and Budweiser have all launched zero-alcohol beers, and many smaller brands such as Caleño are paving the way for non-alcoholic spirits.

And it’s not just the younger generation that are interested in no/low alcohol alternatives. One in three adults are now moderating their alcohol consumption, and the desire for a healthier lifestyle is the driving factor.

Although there is still a large market for alcoholic beverages, brands will need to be more creative to appeal to consumers in the wake of Covid. Beer brands may be able to tap into their consumers’ desire for healthier, more functional products by highlighting the B vitamins present in their drinks or offering low-calorie varieties.

Other brands such as NIO are responding to the consumer trend for drinking at home by offering a service that delivers pre-made cocktails straight to your door.

4. CBD Food and Beverage Products

One of the fastest growing food and drink trends in the UK is CBD products. The UK is now the world’s second largest consumer cannabinoids (CBD) market, with sales of CBD products valued at £690m in 2021 alone. This figure is almost four times higher than predicted, demonstrating the unexpectedly rapid growth of the sector.

The increasing popularity of CBD supplements, oils, drinks and food products reflects the consumer desire to improve their physical and mental wellbeing, with the products reported to relieve anxiety and stress as well as physical pain.

CBD was declared a novel food in 2019 in the UK and Europe, meaning it can legally be sold as a food product if it is authorised by the FSA. A number of smaller UK brands are working with CBD in innovative ways to produce products such as CBD hummus, snack bars and even tonic water. Most of these products are sold largely online, although it’s likely that they will become available in stores as their popularity increases.   

Many global brands are also planning to develop CBD food products, although progress is currently stalling because US regulators do not recognise it as a novel food. Ben & Jerry’s released a statement confirming their interest in creating CBD ice cream, and food giant Nestlé has launched some (non-food) CBD products on the US market under Garden of Life, a brand that they own.

5. Enhanced Transparency

Transparency is one of the most significant global food and drink trends of 2021, with six in ten consumers saying that they are interested in learning more about where their food comes from. In an age where consumers are used to having a wealth of information at their fingertips, they want to know where their food was produced, who grew it, how it was transported and what’s in it.

This demand for transparency has arisen in part due to a growing distrust of the ethics of large brands. There are a number of reasons for this lack of trust, including food safety issues and finding out about questionable food production practices, animal welfare and treatment of workers.

In an effort to regain consumer trust, many brands are implementing blockchain technology to enable consumers to track the journey of their product ‘from farm to fork.’ In 2017, Cargill (America’s largest privately owned company) introduced blockchain technology so that customers could trace their Thanksgiving turkey back to the farm it came from.

Consumer desire for transparency has also seen people turn to local suppliers, such as butchers, farmers’ markets and grocers. Many consumers were looking for locally sourced products with a lower carbon footprint before Covid-19, and the rise of home working during the pandemic has made it easier for people to shop locally and find out more about where their food comes from.

The Customer-First Approach to Food and Drink Trends

As consumer attitudes and behaviours continue to shift in the aftermath of Covid-19, brand owners and food producers must be the first to recognise and respond to emerging trends. Today’s consumers have more choice than ever before, and if your brand or product doesn’t resonate with them they are likely to look to your competitors.

With many consumers making dramatic changes in the pursuit of a healthier and more environmentally conscious lifestyle, it’s no longer safe to assume that you know your customers and what they want. Even loyal customers are likely to turn away from your brand or product if it doesn’t suit their new lifestyle or address their concerns, leaving your company lagging behind.

In order to remain relevant, brands and food producers must focus on gaining a deeper understanding of the behaviours and motivations of their customers. This intelligence can then be used to inform brand strategy and create products that sell.

Brandspeak’s customer-first approach builds on this understanding, putting customers at the centre of brand and product strategy. By performing intelligent market research to understand customer behaviour and motivations, we’re able to predict trends before they happen and provide high-level data to inform and guide your approach – helping brands to be proactive rather than reactive.

For more information about how Brandspeak can help your food and drink brand stay one step ahead, contact Brandspeak at enquiries@brandspeak.co.uk or on +44 (0)203 858 0052.

Introduction

Brand tracking is seen by many marketers as a ‘rear-view mirror’ tool that is too retrospective and doesn’t provide useful insights in today’s fast-moving world.

If we are thinking about traditional brand trackers that put brand – rather than the customer – at the centre and consist of tedious 25-minute consumer surveys, this negative opinion of brand trackers is justified.

However, by reimagining tracking as a means of understanding the customer on a deeper level rather than simply measuring brand metrics, it reveals its value as an essential tool for today’s businesses.

In this article, we’re going to discuss why brand tracking needs to change its focus if it is to survive and propose Brandspeak’s own customer-first model as the solution.

What Is a Brand Tracker? (The Traditional View)

Many companies use brand trackers to measure brand health over an extended period of time. This is achieved by gathering responses from consumers and analysing how they think and feel about your brand. This data is collected largely using online surveys, and consumers are usually asked the same questions at different times throughout the year.

Although brand trackers can differ depending on the needs of the company, they are likely to include some of these brand metrics:

• Spontaneous and prompted awareness of your brand
• Awareness and relevance of the different elements of your brand’s offer
• Brand values

Trackers may also look at product metrics like these:

• Purchase criteria (e.g. ease of use, price, innovation, etc.)
• Usage behaviour (when and why the product is used)
• Frequency of use

By comparing consumer responses over time, brand owners hope to get an overview of brand performance and analyse the success of certain campaigns.

Depending on the requirements of the business, brand tracking reports are usually produced every quarter, every six months or annually.

What’s Wrong with Traditional Brand Tracking?

In today’s always-on world where huge volumes of data are available in real-time, brand tracking has come to be seen as a retrospective, rear-view mirror tool that does not help brand owners to evolve and move forward.

This is largely because the information that brand tracking provides is seen as outdated. With some trackers only interviewing as little as once a year, the data takes too long to generate.

By the time the team receives the report, they see the information as irrelevant because it doesn’t reflect current brand perceptions.

Businesses also have a dated view of brand trackers as long 25-minute surveys that consumers lose interest in and don’t fully engage with.

A Loss of Focus

However, the key reason for the failure of traditional brand trackers is their loss of focus. Many companies no longer find their brand trackers useful because over the years they have been reshaped into something else.

Often, lots of extra functions are added in, and many trackers are expected to do multiple jobs – from comms tracking to customer satisfaction tracking and more.

Although they may have been relevant when they were first implemented, over time trackers become less streamlined and are no longer fit for purpose. Think of it as an overgrown garden that is in desperate need of attention.

It’s no surprise that many businesses see their trackers as a relic from the past that has little remaining value.

To make matters worse, brand tracking reports often present numerical data that is difficult to make use of.

Although the tracker is able to tell you what happened in the last wave, it is unable to explain what it means or what to do next. This leaves brand managers feeling frustrated and struggling to see the relevance of their trackers.

With problems like these, brand tracking is in danger of extinction. So, what’s the solution?

Trackers Need to Be More Relevant

For trackers to survive, they need to be more relevant to the business. Most trackers treat brand as the beginning and end of the question, without considering what role it plays in the wider context of the business.

However, it’s vital to remember that the overall purpose of any brand is to play a supporting role in selling more goods or services.

Although brand trackers are able to give a good indication of brand health, what this means for the business is often unclear.

For example, a brand tracker is able to tell us that brand awareness has increased, but not whether this has helped to gain new customers or retain existing ones.
 

Changing the Focus

For trackers to be useful, we need to think about them in a different way. Their goal is not simply to measure brand health. Instead, their aim should be to understand customer motivations and behaviour. Brand health is a diagnostic way of doing this, rather than the sole purpose of the tracker.

With this new focus on customer rather than brand, the tracker can evolve into a valuable tool that gives new insight into what drives and motivates buyers.

The Customer-First Model

Following this concept, Brandspeak has created a customer-first model to offer a more relevant approach to tracking. Unlike traditional trackers, it puts customer dynamics (rather than  brand) at the centre.

In the outer ring of the model is Marcomms, with a focus on how it drives brand beliefs and impacts customer behaviour and attitudes.

By seeking to understand the behaviour and attitudes of different customer groups (e.g., loyalists, new customers, potential customers), our model is able to measure the impact of the brand on customer behaviour.

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The model is also built on the conscious and subconscious consumer perceptions that drive behaviour – namely presence and preference. This includes considerations such as whether the brand comes to mind easily (mental availability), and whether the products are readily available to buy (physical availability).

We use our model to inform our tracking programme, and each of its measures points back to customer flow to help businesses understand their brand’s impact upon winning and retaining customers.

The Solution: A Flexible, Agile Tracker That Puts the Customer First

If trackers are to survive, they must focus on the customer rather than brand.

However, flexibility and agility are also key. At Brandspeak brand tracking agency, we create flexible trackers that collect data from multiple sources rather than just a single survey.

In today’s multi-channel, always-on culture this is essential, and consumer surveys are fully optimised for mobile use.

Our agile trackers can also publish data directly onto online portals and dashboards that clients can access and cut themselves, allowing them to receive relevant, up-to-date information that can be used to understand customer motivations and drive growth.

Alternatively, if you’re looking for more information on brand tracking, read our complete guide to brand tracking written by market research experts. 

We know that understanding your customer is vital to the success of your brand. For more information on our unique, customer-focused tracking programme, contact Jeremy@brandspeak.co.uk or call us on +44 0203 8580052

Introduction

In this 5-minute article, we take a look at Big Data and how it can be used to augment and improve consumer insights. If you’re dealing with market research data but hesitant to step beyond that single-mode consumer view, then we hope this piece will encourage you to think again.

So what exactly is Big Data and why does it exist?

There’s no single Big Data definition but you might think of it as a passive, digital record of our daily activities. When we use a Sat Nav, it’s storing a record of that journey, when we use a smartphone, it’s collecting information on who’s been called, which apps have been used, where photos were taken, and where we’ve been, and when we go online, it’s picking up which websites we’ve visited, how long for, whether we’ve made any purchases and what we’ve searched for. These are just a few examples – just about every activity we do that includes a digital element generates big data.

And it’s called ‘big’ because of the sheer scale of all this capture. A fair estimate on active internet users around the world in January 2021 comes in at 4.66 billion. If you imagine all those billions of people generating hundreds of data points every day just by using the internet, then you get a sense of its vastness.

Big data is very different from the data generated by quantitative or qualitative research. In terms of scale of course, but more fundamentally in its genesis. Big data is being passively collected on the premise that it ‘could be useful’ under the right analytical lens – capture first, think next. On the flipside, market research data capture starts with the end in mind, on the premise that ‘it will be useful’ – think first, capture next.

When thinking about the application of big data in market research, the key word for us is ‘behaviour’. Big ‘behavioural’ data is undeniably valuable in its accurate pin-pointing of the where, when, what, and how of what we do. Yet, despite the prevalence of Big Data, a lot of market research methodologies still rely on participant self-reporting of behaviours even though the results are generally untrue, tainted by forgetfulness and miscalculation. 

As a result, even today, a large chunk of market research analysis and reporting misrepresents what’s happening in consumers’ lives. Clearly, there’s a great opportunity to embrace Big Data and improve our understanding of consumers and the insights we draw.

Harnessing Big Data – a fundamental shift

It does though require a change in attitude (we need to be more open to the idea of using Big Data) and an upgrade of our skills if we’re going to harness Big Data. Fortunately, we already have the core expertise to do this, after all we deal with data every day. We just need to expand our horizons and put our knowledge to the test.  

Big data is only part of the story

But Big Data will only ever be part of the story. Understanding people is at the heart of what we do as market researchers. It always has been and always will. Big Data has the power to be a great addition but it doesn’t provide us with the full story. It can tell us when, how much, how often, and where, but it can only make educated guesses at who, and it can’t tell us why; the motivations, the attitudes, and the beliefs that underpin the behaviours of people today.

For that, we still need to commission qualitative, quantitative, ethnographic or neuroscience research. 

The sweet spot is in fusing Big Data with these forms of consumer research data to produce a more rounded and accurate picture – not only of when, how, and where but also of why and what that means to buyers as people and consumers.

Here at Brandspeak, our consultants have worked with research buyers around the globe on some truly ground-breaking Big Data projects; Google and EA Games to name just two.

Big data is about more than just quantitative research

Although we’re talking data, we shouldn’t forget that data that tracks the behavioural patterns of consumers can also be leveraged by qualitative research too. We might want to call this Little Data instead, but the same benefits apply. 

Indeed, we’re already capturing respondents’ behavioural patterns using mobile research. Examples of behavioural capture we can already deploy through mobile research include:

• Geo-location
• Bar code / QR reading (to capture purchases or retail browsing)
• Photo / video / audio capture (to capture a vast range of activities)

The strategic goal

To sum up, the strategic goal of researchers using Big Data should be to augment the unique ‘why’ that primary research can offer up with the behavioural accuracy of Big Data to uncover the more accurate, deeper, richer consumer story.

If you’re interested in how we can help you make use of Big Data and would like to know more about how we can help you and your company, or if you would like to talk to us about your Big Data needs, contact us on 0203 8580052 or enquiries@brandspeak.co.uk

Introduction

Many B2B marketers feel that the brand has a relatively small role to play in the B2B space.  This article sets out to challenge that view and explain why B2B branding is every bit as important as its B2C counterpart.

In doing so, it;

• Defines the overall purpose of a brand
• Assesses the relative importance of mental availability in both B2C and B2B environments
• Explores the growing importance of brand purpose to B2B brands
• Identifies how, where, and why the B2B brand comes in to its own 
• Reveals why B2B branding has never been more important 

It’s a 5-minute, must-read article for any B2B marketer or director who still thinks branding is mainly relevant for B2C organisations.

Quick definition of a brand

At its most basic level, the role of the brand is the same for both B2C and B2B organisations.  It enables both to articulate, in a concise and compelling manner, what they are offering (the proposition) and where their offers sit relative to the competition (the positioning).  

B2C and B2B brands also act as templates for shaping the organisation’s personality and its customer experience philosophy.

Once the constituent parts of the B2C or B2B brand have been defined, it can be brought to life via the organisation’s products and services, its marketing communications, and through the way it looks, acts and behaves at the different touch points along the customer journey.

This basic brand role allows both B2C and B2B brands to build awareness, clarity and (potentially) differentiation with regard to what they provide.  

The vital importance of creating mental availability in B2C

In addition to the above, the other basic role of the B2C brand and its advertising is to create mental availability.

In his book Thinking Fast and Slow, Daniel Kahneman explains that because our rational, System 2decision-making capacity is actually very limited, most of our less important, day-to-day decisions are made subconsciously and without deliberation, using System 1 thinking. System 1 thinking is automatic, and tends to be driven by intuition and emotion, rather than reason.

In his book How Brands Grow, Byron Sharp adds to our understanding of the B2C brand’s role, by stating that in order to stand a chance of being selected at the moment of purchase, the brand must also achieve a good level of mental awareness, meaning that it is able to come to mind readily when the consumer is in a buying situation.  

In combination, these two schools of thought highlight one of the most critical functions of the B2C brand and its advertising; to successfully ‘lodge’ that brand in the consumer’s subconscious and create a degree of mental availability that will enable it to come to mind at the right moment.

Examples of B2C brands which have been very successful in delivering emotionally-resonant messages and straplines capable of creating a high degree of mental availability include Persil – Washes Whiter, Apple –Think differently, L’Oréal – Because you’re Worth it, Subway – Eat Fresh and Red Bull gives you Wings.

The reduced importance of mental availability in B2B branding

In the case of B2B brand purchasing, however, things are very different.  

Whereas the System 1 brain may defer to its System 2 counterpart for the majority of its B2C decision-making, it will generally assume responsibility for making B2B purchase decisions itself.   

This is because;

• B2B purchase decisions usually need be made within the context of a budget and a procurement process.  This makes a rational and exhaustive examination of the pros and cons of each supplier’s offer essential  
• A ‘bad’ buying decision on the part of the B2B buyer is likely to viewed poorly by colleagues and superiors, thereby increasing the pressure on the buyer to arrive at the right decision still further
• The buyer will often start with a pre-approved supplier list, meaning the mental availability of each brand on the list is of much less relevance

The role that defines the importance of B2B branding

Instead, the real role of the B2B brand is to showcase the organisation’s credentials during the due diligence process and then ensure that they are upheld during the during the subsequent relationship.  

It’s a role that is growing in significance, as the ‘traditional’ B2B buyer / supplier relationship, built around a few arm’s length, set-piece meetings and a number of ‘courtesy’ phone calls each year, is becoming an anachronism.  

Instead, the need for greater cost-control and continuity of supply has partly been responsible for businesses treating suppliers increasingly like partners, who are rewarded with longer-term contracts, underpinned by minimum service level agreements.  

Nowhere has this trend been more apparent than in the service sector, where B2B relationships tend to be particularly complex.

Because of the extended, ‘always-on’ nature of these more sophisticated B2B relationships, the culture, personality and values of the supplier become as important as its product or service offer.  This, in turn, means the brand – and the way the organisation brings it to life in its relationships with clients – becomes critical.

The real challenge for the B2B organisation is to understand which elements of its brand clients value most and just how they should be brought to life in the way that brand speaks and acts. 

Identifying those elements correctly on behalf of the brand is a job for a competent and commercially aware, B2B market research agency. 

One further role for B2B branding 

A brand facet that is going to become increasingly important to B2B brands is that of brand purpose.  

Definition of brand purpose

A brand’s purpose can be defined as its raison d’être, its reason for being, over and above ‘making a profit’ or ‘driving shareholder value’.  

As human beings become increasingly aware of the social and environmental implications of brand consumption, we are gradually taking steps to clean up our act.  Moreover, we are increasingly expecting the brands that serve us to demonstrate similar levels of accountability.  

B2C brand purpose

B2C brands, in particular, have started to replace self-serving vision and mission statements with more tangible brand purpose strategies.

Unilever is an example of an organisation that has been doing this in a meaningful way for many years.  The company launched its Sustainable Living Plan (USLP) in 2010, when it set out to prove that sustainability and successful business performance could coexist.  

Since that time the business has been working hard to reduce its environmental footprint and increase its positive social impact across the globe – to great effect.

Patagonia is another example of a brand that is really living its brand purpose, which is to; 

To build the best product, cause no unnecessary harm, use business to inspire and implement solutions to the environmental crisis.

The company actively delivers on this brand purpose statement in numerous ways, including; 

• Switching to 100% organically grown and ethically sourced cotton
• Undertaking environmental educational events
• Supporting of grassroots environmental efforts
• Reducing corporate waste and pollution

A final B2C example is the Dove brand; 

Discovering the value of ‘real’ beauty and improving self-esteem worldwide

Dove is another brand that is talking the talk.  It uses its advertising to challenge stereo-typical views of beauty in a way that is confrontational, and by doing so it forces consumers to challenge their own pre-conceptions. 

The brand has also created numerous campaigns designed to help women boost their self-esteem.

In addition, Dove has partnered with Getty Images to build a photo library of over 11,000 images of individuals who identify as female or non-binary.  The initiative is known as Project #ShowUs and the images are available to media companies and advertisers to use in their campaigns.  So far, over 3,000 of the images have been licenced.  

To-date, brand purpose has generally provided yet another reason for consumers to identify with the B2C brands they buy.  In the future, as the world’s social and environmental problems continue to grow, a meaningful brand purpose is increasingly likely to become pre-requisite for purchase.   

Brand purpose – the next B2B branding battleground

Right now, good examples of B2B brand purpose statements are actually hard to find, largely because B2B brand responsibility isn’t a buy / don’t buy issue in B2B to the same extent as it is in B2C……. yet.

However, just as it has become a significant component of B2B branding, we fully expect it to do the same in the B2B space.

The challenge for B2B brands will be to find the right brand purpose to align with – one that makes sense within the context of its business activities and is also of real importance to its customers.  

Brand purpose is likely to be the next B2B brand battleground and it’s coming sooner rather than later.

Conclusion

The fundamental roles of B2C and B2B brands are very different and, as a result, applying B2C brand thinking to B2B branding will not work.  

Changes in the way B2B business is conducted mean that the significance of the B2B brand will continue to grow.

Brandspeak

If you need help developing your B2B brand please contact us on 02038580052 or at enquiries@brandspeak.co.uk 

Introduction

Why conduct market research? Because in today’s congested market it’s never been more important to find and maintain your brand’s competitive edge.

In this 5 minute article you will learn about the different types of market research that are available to you and how they should be deployed for brand success.

Its a must-read for any brand owner who is thinking of conducting market research for the first time.

What is market research

Market research provides the insight used by organisations to inform strategic and tactical decision-making, usually with the aim of maximising brand growth and profitability.

When is market research conducted?

Most market research companies find that the majority of the research they conduct on behalf of clients is devoted to either helping launch new products and services or managing and growing those already in-market.

Market research for new brand launches

With regard to the development and launch of new products, it’s surprising just how many companies – even large ones – will go ahead and launch without a sufficiently detailed understanding of the marketplace, comprising;

• Competitors; their brands, products, positioning and propositions, key features, benefits, sales volumes and prices
• Consumers; their underlying needs, expectations and behaviours, their brand and product preferences, their rate of product consumption, their customer experience requirements, their price expectations

Appropriate research during the stages of product and brand development can identify;

• The optimal brand configuration; its positioning, purpose and essence
• The product’s most compelling specification; its proposition, features and benefits
• Target customer; the customer segment(s) with (partially) unfulfilled needs and expectations
• Sales volume and price points
• Marketing communications; to hierarchy of messages most capable of driving initial brand awareness and adoption

Given that so many new products are developed and launched based on incomplete insight, it is perhaps no wonder that new product and service failure rates are as high as 95%. 

Market research for brands already in market

For products and services already in-market, the role of research is to generate the insight required to manage them profitably.  

This can mean;

• Helping to optimise marketing and communications campaigns, and then measure their impact
• Monitoring the customer experience provided at the different touch points and channels, so that any issues causing customer inertia can be identified and addressed
• Helping to identify and develop the range extensions that will enable the brand to consolidate and expand its footprint
• Tracking key brand performance indicators; including awareness, recall, purchase andsatisfaction 

Which different types of market research are conducted?

The research industry commonly refers to primary versus secondary research.  

The former covers any form of research that is generated from scratch.  This may be either qualitative or quantitative in nature, and it includes neuroscience or customer experience too.  

Secondary research refers to the analysis of market research that has already been conducted and published.  It again covers the 4 different approaches outlined above. 

Below we review each of the different types in a little more detail;

1. Secondary or desk research

These terms apply to the analysis of market research reports that that are available either on a free or paid-for basis.

Free research is typically found on websites and in (trade) magazines, journals, published reports and previously commissioned client research. The British Library (which also has some subscriptions to paid research sources) also provides access to a wealth of published research material.   

Secondary research can be highly cost-effective, but the information that is available is often piecemeal and lacking in relevant detail.   This can require the researcher to either make educated guesses to fill in the gaps, or commission further, bespoke research.

For any organisation commissioning secondary research, it is important to note that the market research agency you are commissioning will probably not even know what information is available to be discovered, until they have started the project.  There is, therefore, a leap of faith required by both parties!

2. Primary research

Primary research is the term used to describe any form of research that is generated from scratch.  It comprises four main types;

a) Quantitative research 

This involves the recruitment of a statistically significant number of people, to answer a variety of closed and open questions, often in the form of a research survey that may be conducted. It can be conducted online, by mail, by phone or face-to-face.

Online. This is by far the most common, rapid and cost-effective method of quantitative data collection, at scale, across different geographic locations.  

A B2C survey may comprise just one question, or it may comprise over 100.  Typically, though, consumer surveys tend to be no more than 15-20 minutes in length – long enough to ask maybe 30-40 questions. 

The majority of those questions are likely to be ‘closed’ – meaning that the possible answers are shown alongside the question, and the ‘right’ answer simply needs to be selected. 

A small number of ‘open’ questions may also be included.  These are questions for which no answer options are provided, and the respondent (the person taking part in the research) must write a freeform response. 

Response rates are generally very low (anything from 1% upwards), unless the subject is one of significant interest to the target audience, so large sample sizes are generally required.

Mail. Mail surveys enable researchers to target specific geographic areas that can be defined by postcode.  As such, they are very precise and enable the sort of geographic saturation that online surveys cannot.  

Surveys of this nature increasingly tend to be restricted to ‘local’ issues. 

Phone surveys. This so-called CATI (Computer Aided Telephone Interview) approach is great for conducting surveys when the available sample is too small for an online approach, and a high response rate is required.  This is because response rates for phone surveys can exceed 50%.  

Phone surveys are often used in B2B research, where available sample is typically smaller.  

Face-to-face.  Also called in-person surveys, these are most usually conducted with passers-by in the street.  However, face-to-face surveys can also be conducted in the form of ‘hall tests’ where passers-by are invited into a nearby venue – or hall – to evaluate new products, after which they complete a short questionnaire.  

Face-to-face surveys are the most expensive option, with a single interviewer perhaps completing less than 10 interviews per shift.

b) Qualitative research

Qualitative research is typically discussion-based (it can also involve observation), exploratory research, the purpose of which is to identify meaningful insights where either none – or only some – currently exist. 

The insights that are generated may be quantified afterwards.  

For example, qual research is often undertaken as the first step when identifying a brand’s target audience(s) as well as the differentiating, attitudinal and / or behavioural criteria that may be used as the basis of a customer segmentation model.

Qualitative market research is most frequently used in; 

• Segmentation development
• Brand development 
• New product development
• Advertising and communications development
• Packaging development
• Customer experience development

With as much as 95% of our decision-making in relation to everyday brands being undertaken at the sub-conscious level, qual research provides the means of accessing the subconscious, System 1 criteria that are so frequently responsible for brand choice.

Qualitative research is also essential for developing brand archetypes that are capable of creating an intuitive, emotional bond with consumers (think Apple or Virgin), who are able to use them as a means of self-expression. 

Qualitative research can be conducted in person, online or by phone.  In the case of in-person, the main formats are focus groups and depth interviews.  

In the case of online, these same two formats apply, as well as bulletin boards and communities.

Focus groups

This format is most frequently used in B2C research. Focus groups typically comprise 4-8 respondents and last for 1-2 hours.  During the time the moderator uses a discussion guide to pose a series of pre-determined questions but also has the flexibility to pursue other issues and topics as they occur.

Projective techniques are often used during the sessions, as a means of uncovering subconscious thoughts and feelings. 

Depth interviews

These sessions are similar in format to focus groups but are run with just one or two (in the case of paired depth) respondents.

Depth interviews are commonly used when sensitive issues are going to be discussed and as a result, they are common in B2B research as they are in B2C.

Observation

Observation is another form of qualitative research.  When asking respondents to explain how they perform a certain detailed task (e.g. undertaking the weekly shopping or searching online for a holiday) their recall is likely to both partial and faulty.

Instead, therefore, moderators can observe consumers actually undertaking the task in question, either in silence, or prompting with relevant questions during the process. 

Conclusion

B2C and B2B brand success is harder than ever to achieve in today’s ultra-competitive and noisy marketplace.  As a result, the brands that do succeed are those that make fewest mistakes, whilst also identifying the sources of competitive advantage that others have missed.

Market research has never been more important in helping to shape and monitor brand strategy.

Ask Brandspeak

Brandspeak is a London-based market research agency which offers a full range of research types, including qualitative, quantitative, neuroscience and customer experience.  For more information about our services call us on +44 (0)203858 0052 or contact us enquiries@brandspeak.co.uk

Introduction

This 5-minute article provides a clear definition of brand purpose, as well as explaining its importance in contemporary brand development. The article reveals how any organisation can develop its own brand purpose statement, and the issues that will determine its success – or failure.

Context

Quite simply, brand differentiation is everything.  An undifferentiated brand doesn’t stand out amongst its competitors and doesn’t come readily to mind.  

The best way to create real differentiation is through innovation.  This can be at the product or service level (think Dyson) but it can also be in relation to the brand’s channel or distribution strategy (think Uber) or the nature of the customer experience that is provided (think Ikea).

And differentiation doesn’t have to rely on physical innovation at all. Marketers create brand differentiation and stand-out via the creative articulation of the brand’s value proposition and the creativity of its advertising and marketing communications.

During the last 10 years, marketers have had another means of differentiating the brand – through brand purpose.

What is brand purpose?

A brand’s purpose is its overarching raison d’être – the ‘higher purpose’ that acts as its reason to get up and go to work in the morning.  Typically, it is linked to a social or environmental issue that has relevance far beyond the brand’s narrow target audience and commercial focus.  

At this point in any article focussing on brand purpose, it is often Unilever’s Dove body care brand purpose that is used as the example.  

Dove declares its brand purpose as; 

Discovering the value of ‘real’ beauty and improving self-esteem worldwide

Dove’s aim is to help change society’s highly damaging view of what constitutes beauty, thereby helping to address the self-esteem of millions of people globally.

The reason that the Dove example is cited so often is that it isn’t just paying lip service so that it can jump on the brand purpose bandwagon.  Dove uses its advertising to challenge stereo-typical views of beauty in a way that is confrontational and by doing so it forces consumers to challenge their own pre-conceptions. 

The brand has also created numerous campaigns designed to help women boost their self-esteem.

In addition, Dove has partnered with Getty Images to build a photo library of over 11,000 images of individuals who identify as female or non-binary.  The initiative is known as Project #ShowUs and the images are available to media companies and advertisers to use in their campaigns.  So far, over 3,000 of the images have been licenced.  

Of course, one could argue that this is no more than a self-serving marketing strategy.  Well, yes, it is self-serving but, on the other hand, which commercial enterprise is going to pursue a marketing strategy that actively undermines its brand!  

What Dove has managed to do very successfully is identify a brand purpose which enables it to pursue its own commercial agenda whilst at the same publicising and helping to address a social issue of global significance. 

But why is having a brand purpose so important today?

Well, the cynical view is that it’s important because if Brand A promotes a brand purpose, brand B must promote one too, or suffer by comparison.

In reality though, it’s because today’s consumers have simply moved on.  Gen Z and Millennials in particular expect brand authenticity and they want the brands they buy to reflect their priorities.  Moreover, empty words are no longer enough – they also expect their brands to back their words up with actions.  

And it’s a trend that isn’t going to change any time soon. 

According to a global, 2018 survey by Accenture, 66% of consumers think transparency is one of the most attractive qualities in a brand.  This includes transparency about where the brand sources its materials and what it cares about beyond profit.  

In the same survey it was also reported that 62% of consumers want companies to stand up for the issues they are passionate about.

In addition;

• A 2019 survey by Stackla revealed that 86% of consumers (particularly Gen Z and Millennials) regard brand authenticity as a key factor when deciding which brands to patronise.  

• Edelman’s global, 2017 study found that 50% of consumers worldwide consider themselves to be belief-driven, whilst 67% bought a brand for the first time because they agreed with the position it had taken regarding a controversial topic

The brand purpose agenda isn’t just about consumers, however. Brand purpose creates a enables the brand to create a more emotional connection with the consumer, based on common values.  Those values, in turn, lead to a greater consumer loyalty.

OK! But what about the brand vision and mission?

So, if brand purpose is the new, must-have brand architecture accessory, where does that leave brand visionand mission? 

Brand purpose is outward-looking,  socially responsible and relevant – totally in step with consumer thinking and behaviour. 

By contrast, brand vision and mission are inward-looking and self-serving, far more focused on the trajectory of the brand rather than the society from which it makes its profit.   

As a result, both can be considered increasingly anachronistic within the current environment. 

BTW – They have also been responsible for confusing a whole generation of marketers, many of whom understandably find it difficult to differentiate between the two!   

How do you identify your brand purpose?

Brandspeak has helped a number of organisations identify and shape their brand purpose.  Through that work we have identified the following, brand purpose ‘must-haves’;

• The brand purpose that is selected must be of equal importance to the brand and the target audience.  
• Consumers are suspicious of brand motivations.  Therefore, any brand wishing to  publicise its brand purpose must be prepared to back up its words with actions, or risk alienating the very consumers it is looking to attract
• Consumers are only too willing to interpret brand vagueness as insincerity.  Again, action is needed to clarify brand purpose words 
• Brand purpose must be more than skin-deep.  Consumers want to be convinced that the whole organisation is on-board – not just the marketing and management layers.

Other brand purpose examples

The Bodyshop

The Bodyshop’s brand purpose statement is as follows; 

To become the world’s most ethical and truly sustainable business.

Its message takes centre stage in its advertising; 

The company backs up its brand purpose words with action.  Along with brands like Ben & Jerrys and Patagonia the The Bodyshop is a certified B Corp organisation.  B Corps are businesses committed to pursuing the highest social and environmental standards.

Patagonia

Patagonia’s brand purpose is; 

To build the best product, cause no unnecessary harm, use business to inspire and implement solutions to the environmental crisis.

The company actively delivers on its brand purpose in numerous ways, including; 

• Switching to 100% organically grown and ethically sourced cotton
• Undertaking environmental educational events
• Supporting of grassroots environmental efforts
• Reducing corporate waste and pollution

Lego

Lego’s brand purpose is; 

 “To inspire and develop the builders of tomorrow”

The emphasis is on using the power of play as a conduit for education, learning and wellbeing.  

Through the Lego Foundation, Lego has teamed up with Sesame Street and organisations working with Syrian and Rohingya refugees. The aim is to create play-based learning programmes for children up to the age of 6 in Lebanon, Jordan, Iraq and Bangladesh.

Conclusion

The growing importance of brand purpose underlines the continuing power shift from brand to consumer.  The days of brands telling consumers what to think and how to behave are over (at least for the time-being!). 

Increasingly it is the consumer that has the upper hand in determining what their favourite brands should stand for.  And as consumers continue to become more engaged with the social, environmental and even political challenges affecting us all we can expect brands to become ever more purpose-led, 

Brandspeak

If you would research to help identify and refine your own brand purpose statement, or to understand how best to bring it to life in terms of what your organisation says and does, please contact Brandspeak at enquiries@brandspeak.co.uk or on +44 (0)203 858 0052.

1. Introduction

When it comes to briefing a market research agency, the quality of the information you provide is crucial. Quite simply, the better the information, the better the proposal – and the quicker you will receive it.

This article has been compiled for anyone who is unsure what information is required in order to obtain a great market research proposal.

In it we outline the sections of the ‘ideal’ market research brief, as well as explaining within each section what information is most helpful – and why.

And don’t worry if you can’t provide all the information suggested. Whatever you can provide will act as a starting point for a conversation during which the agency.

At the end of this article we’ve also providing a link to a downloadable and editable market research agency briefing form that has been designed to collect the information outlined in this article.

2. Requirement overview

Here you should just lay out in a sentence what the research will be about and where it needs to take place. For example;

• Qualitative research to explore a new push chair concept with UK mums
• Survey of SME purchase decision-makers regarding IT support contracts in USA, UK, Germany and France

3.    Your company and its offer

Next, provide your agency with some useful detail about your company. For example; whether you are a B2C or B2B organisation, your location (especially if outside UK), your products or services, channels to market, customer base and key competitors.

In fact, anything that provides context that will help the agency understand you and your research needs better.

A link to your website will also be helpful.

4.    The business requirement

Before explaining your specific market research needs, it is very helpful for the research agency to understand the wider business context of the research; e.g. the business circumstances that have led to the need for this research and how the research findings will be used.

This information helps the research agency to ensure that the research approach and deliverables it recommends will not only meet your research needs, but will also be suitable more broadly.

5.    The market research objectives

This is probably the most important part of the research brief so it’s worth taking time over!

It’s where you provide a list of the project objectives and / or the questions that you need the research to answer.  Bullet points are fine and the more detail here the better!

The research agency will use the objectives you provide to identify the best research approach and develop the individual questions that it will ask in the research.

The agency will also use your stated objectives to identify if/ where it thinks there are gaps in the insights you are seeking, or whether it can usefully suggest additional objectives that could provide added value for no additional cost.

6.     Preferred approach

If you have any thoughts or expectations regarding the research methodology (e.g. quantitative / online survey or combined), its always good to include these.

It’s helpful for the research agency to understand your methodological expectations or preferences at this point, because there is often more than one way to approach a project.

And if the research agency doesn’t agree with your preferred approach, it will (tactfully!) explain why.

7.    Research recruitment profile

In this section you should provide details of the individuals who will be recruited to take part in the research.

Don’t worry if you don’t have much detail, or if you aren’t sure. Its important context for the research agency and they will build on it with you later, if required.

If its for a B2C project you can provide details of the relevant consumer segment(s); their demographics, defining attitudes, preferences, behaviours etc.  

And if its for a B2B market research project, then you can include details about the target customer segment(s); their industry sector(s), company size, locations, job titles etc.  

Respondent recruitment and incentivisation accounts for a significant portion of the overall project cost and, as a rule of thumb, the more criteria that are included in the final recruitment specification, the more expensive this element of the project will be.

As a result, its worth separating those recruitment criteria that are must–haves and those which are just nice-to-haves.

If you have an idea of the numbers you would like the research agency to recruit, add that here too.  And if you don’t, don’t worry! The agency will help you to identify the right number for your project.

8.    Timing

If you need the project to either start of finish by a certain date then let the agency know at the outset.

If the timing is tight, for example, it could affect the methodology that is selected or the extent of the research exercise that can be undertaken.

Your agency will also need to confirm that it has the necessary resource to kick-off your project at short notice.

9.    Reporting

When it comes to reporting the research findings, different formats and levels of detail will have different price tags, so it’s worth specifying what you need.

For example, if the project is quantitative, you may wish to receive data only, so that you can save on cost by doing the analysis yourselves. Otherwise, you may want full analysis and reporting.

And if the project is qualitative, the research agency will typically cost for the provision of a detailed report which includes illustrative quotes from the participants. You may also wish to have edited video footage of the research to bring to life key elements of the debrief.

On the other hand, you may prefer a shorter, more cost-effective, top line report that excludes verbatim. Its a good option if your are just interested in the headlines, or if you are under time constraints

10.    Budget

This is always a tricky one! An agency will always understand if a client prefers not to give an indication of budget.

However, it can be really helpful, because it means that you receive a proposal tailored to your budget from the outset, rather than something that is either too expensive, or too modest in scope.

11. Any other information

Here you can add any other information you think may be important.

For example;

• Are there any other agencies involved in the project that the researchers will need to be aware of?
• Will you or your agencies wish to view the research live?
• Will the research agency need access to your client database for recruitment purposes and do you know if you have the necessary Data Privacy permissions to contact them

To download an editable briefing template in Word, please use this LINK

Otherwise, you can contact Brandspeak directly on +44 0203 858 0052 or at enquiries@brandspeak.co.uk

Consumers aren’t engaging with marketing and product literature

“Education is when you read the fine print. Experience is what you get if you don’t.”

This quote from American folk singer and social activist Pete Seeger is accepted wisdom when it comes to the importance of reading the marketing and product information thoroughly before signing on the dotted line. 

Yet, whilst we all know it to be no more than common sense, many of us still don’t give the marketing and product literature that is made available to us more than a cursory glance before signing-up for the product or service we have decided upon.

Brandspeak’s own research shows that behaviour is most common in the area of Financial Services, where 57% of the UK’s consumers are self-confessed Information Avoiders, unwilling to engage with the detail of the mortgage, insurance or investment product they are considering. 

But why? Is it because we assume that detail isn’t going to be relevant? Could it be that we feel that we won’t understand it? Or is it that it is presented in a way that doesn’t enable us to engage with the subject matter?

The issue with marketing and product literature

It’s impossible to navigate life these days without taking out numerous paid-for services and financial products – and those products and services all come with paperwork.  

We know we should read it – there could be grave consequences if we don’t – yet all too often we just give it a cursory glance, or we put it to one side, telling ourselves we will look over it later. 

A pertinent example of this data myopia was provided by NameDrop – a fake social network set up as an experiment to see how much consumers really read T&Cs.

Students taking part in the research were asked to activate the “By Clicking Join,” button, agreeing to abide by NameDrop’s terms of service in doing so. 

Paragraph 2.3.1 of the terms of service required them to hand over their future first-born child. 534 students took part in the experiment.

Only a quarter actually “read” the T&Cs but all 534 still agreed to join, theoretically giving NameDrop ownership over their entire next generation!

A nation of marketing and product literature Avoiders

In Brandspeak’s own research, the 57% of UK consumers who identified as ‘Information Avoiders’ stated that they fail to assimilate the financial product information in detail, and focus primarily on the main features and benefits instead.

Of course, the features and benefits are little more than the product’s ‘good news soundbites’, but for a majority of consumers at the point of sign-up, they are enough to make them feel that they have exercised due diligence.

The problems arise when those consumers wish to make a claim, take a payment holiday or change the agreement’s status quo. It’s at this point that they find out that the agreement they have signed prohibits them from doing so, or that very exacting terms and conditions apply.

But why do Information Avoiders end up in this situation?

Barriers to marketing and product literature assimilation 

According to Brandspeak’s own research, the reasons include; 

• “What’s the point?” 74% of us don’t expect to understand a financial product, so don’t bother trying
• “I’m pushed for time.” 43% of us only allow 20 minutes for the assimilation of information in a key document where thousands or even hundreds of thousands of pounds may be at stake, whilst another 22% allow half that
• “I focused on the important sections.” 85% read financial communication in a highly selective manner. Hierarchy of information absorption starts with Key Features and Costs. Risks and How the Product Works are much further down the list.

The fault isn’t just with the financial consumer

What about the role of presentation and content?

The Financial Conduct Authority’s (FCA) Treating Customers Fairly (TCF) initiative was set up in 2007 to look into the way financial product information was being presented to consumers.

Specifically, its purpose was to determine whether individual, financial providers were treating customers fairly in terms of the product information they provided and the way they presented it.

The premise was that if providers weren’t providing the right information in a way that was sufficiently easy to read and digest, then customers were disadvantaged at point of sign-up.

Although the FCA never actually defined the umbrella concept of fairness, Brandspeak did its own own research on this and found that, in the minds of consumers, fairness was tightly correlated with the notion of trust. 

Our research also showed that providers were best able to create trust by demonstrating simplicity, honesty, transparency and a willingness to put the customer first. 

In terms of fairness in financial literature, the research revealed that product communications (by whatever channel) that were regarded as fair were seen as clear, timely and succinct.

Other unfair practices identified by consumers included;

• Complex language. The use of jargon and technical phrases is problematic
• Densely grouped text. 3% find this user-friendly but 97% of consumers see it as intimidating
• Long documents. Research by Which? found that the small print used by some insurance companies runs to 38,000 words – that’s longer than the whole of Shakespeare’s Hamlet! As 43% are only willing to commit a maximum of 20 minutes to reading financial product documents, many are read selectively or just don’t get read at all
• Vague or misleading language. “Might” or “could,” for example are identified by consumers as “weasel” words that are deliberately evasive. Many are also put off by vagueness, particularly when it comes to charges or commissions
• Risks are difficult to digest. All too often this section of T&Cs is one of the longest and the risks are frequently presented without any relatable context.

Based on our original research, Brandspeak also identified a number of additional, presentation criteria that increase the level of disconnect from the consumers’ point of view. These include:

• Individual words and phrases that confuse or create suspicion
• Sentences or paragraphs that are felt to be too long and therefore prevent easy understanding
• Page layouts that make the content tiring to read or assimilate
• Issues relating to indexes, headings and other navigation devices that don’t help consumers identify the content that they are looking for
• Images and graphs that create more questions than answers!

A wider issue

Of course, the barriers created by poor content and presentation aren’t just a problem in the Financial Services sector. 

The same issues exist in every industry, whether B2C or B2B. For example, consider the following and see if any ring true for you:

• Holidays, hotels and flights – most of us are looking for the best deal on cost, not on T&Cs, and so we just don’t read them.
• Price comparison websites – we’re happy to blindly buy energy or insurance online and hope that nothing goes wrong.
• Signing up to “free” wifi – because we don’t read the T&Cs we often have no idea how much data we’re unwittingly handing over by making the connection.
• Buying train tickets online. The purchase process includes accepting 36 pages of T&Cs, which most of us tick without any knowledge of details. For example, did you know that the T&Cs only entitle you to a seat if you’re a first-class passenger?
• Click-to-agree contracts. Digital contracts that we click to sign online present a whole new set of issues. For example, we might be giving web-based services the right to sell our data or signing away essential rights, such as the option to go to court if it all goes wrong.
• Trialling an online service. How often have you signed up for a “free trial period,” not read the T&Cs and then found yourself a regular subscriber?
• Online shopping checkout. 91% of us don’t read the T&Cs during the checkout process when shopping online, hoping instead that if anything goes wrong we’ll be treated fairly.
• Updating apps and software. The updates themselves take long enough so why waste time ploughing through the T&Cs too. For example, only 16% of people read the T&Cs when updating an online banking app, despite the access it provides to personal financial data.
• Tenancy agreements. As these are often presented as non-negotiable documents, and there may be stiff competition for a property, few people go through the document line by line before signing.
• Employment contracts. Do you know about the clause in your contract that entitles your employer to dismiss you if you don’t wear a long sleeved shirt? Of course, your contract probably doesn’t contain that but are you sure… few people familiarise themselves with all the details before taking the job.

What’s the solution?

There are some high tech solutions on the table that could prove useful in future.  

Aviva, for example, identifies AI as a possible option, using machine learning to generate answers to common questions to make T&Cs easier to assimilate. 

However, the most obvious solution is a fundamental overhaul of the way that brands communicate with consumers, not just when it comes to contracts and T&Cs but in relation to any marketing communication that imparts information that is important to the consumer’s decision making process. 

We believe that there is a way to establish trust and improve information assimilation – and that clear, concise communication is the way to do it.

Brandspeak

Brandpseak’s communications consultant are experts at researching and improving written communications, to ensure they achieve maximum engagement and impart maximum clarity.  If you need help with your own communications please contact us on +44 (0)203 858 0052 or at enquiries@brandspeak.co.uk

Introduction

This article explores the importance of B2B branding, based on Brandspeak’s experience of working with 100’s of B2B clients over nearly 20 years.

It starts by explaining why so many B2B organisations place little value on, nor investment in branding. 

It then goes on to explain why the brand is actually the most significant tool in any B2B organisation’s sales and marketing toolbox. 

It finishes by outlining the process of building a B2B brand, then measuring and maintaining its performance. 

It’s a 7-minute read and an essential one for any B2B business that feels the brand isn’t important for their business, as well as those who know that it is!

Why so many B2B businesses regard the brand as unimportant

If only I had £1 for every time I have been told by a B2B client that the brand isn’t important for their business!

The fact is, many B2B organisations (particularly those below a certain size) ascribe little or no importance to their brand on the basis that B2B branding doesn’t have the ability to influence sales performance.  

Instead, they will point to the superiority of their product, the excellence of their salesforce, or the keenness of their pricing. 

It’s totally understandable. If you dial these things up or down, you will see an almost immediate impact on sales – either positively or negatively.

For B2B organisations focussed on keeping the lights on, fulfilling orders and satisfying customers, any focus on brand-building can be seen as a distraction from the day-to-day. 

The B2B view of branding

The fact is though, that when appropriately devised and implemented, the brand is the single greatest weapon in the B2B company’s armoury, with the ability to transform the bottom line.

So why is there this mismatch between perception and reality?

In our experience, it’s often because B2B businesses are primarily product and relationship-focused, regarding their customers as ‘pragmatists’ who aren’t influenced by marketing.   

As a result, the brand typically isn’t ascribed nearly the same level of importance as it is in B2C organisations and because of this, it’s composition, role and potential impact is often not clearly understood.  

The  brand reality

The reality, however, is that every B2B organisation has a brand, whether they want one or not! 

That’s because a brand is ultimately just the sum of the customers’ perceptions of the organisation, based largely on their direct and indirect experiences of it.  

If the organisation has designed its brand well and implemented a coherent strategy to bring it to life across the channels and touch points, then those perceptions will be highly consistent, relevant and differentiating, and they will be instrumental in turning prospects in to customers and customers in to advocates.

Not only does the brand support the customer journey in this way, it has several other significant advantages too; 

•  A carefully created and managed brand has significant value in its own right.  That doesn’t just apply to huge brands like  Coca Cola or Apple for which it represents a line on the balance sheet.  Carefully managed, smaller, B2B brands can add significant value in their own right, when the business is sold, licenced or leased
• A brand that has built significant, positive awareness (or equity) can charge a premium for its products or services, simply because of its name. This applies regardless of whether they are genuinely better that the competition or not.  It’s all about managed perception. 
• If an organisation has succeeded in making its customers loyal to its brand rather than its products it is much harder for competitors to prize them away with new product or service roll-outs
• Once an organisation has a successful, existing brand it decreases the chance of new product failure, as the customer base will be significantly more receptive to new products from a brand it already trusts – even if that new product bears no relationship to the existing one(s) 
• The brand provides additional corporate resilience during difficult periods; for example, during a serious product recall or a security breach.  The goodwill and confidence the brand has created helps to insulate the company when the proverbial hits the fan!
• A strong brand will find it much easier to identify other brands or individuals to partner with. Organisations with strong brands find it much easier to attract the best and brightest talent. 

Of course, if no formal brand exists, customers will still be developing perceptions of the company every time they interact with it.

However, without the structure and clarity a brand brings, these perceptions are likely to be random, contradictory and (to some degree) negative – a jumble without a consistent or compelling narrative. 

Creating a B2B brand

It’s not just the point of having a brand that some B2B organisations struggle with.  Many are also put off by brand strategists stressing the ‘complex’ nature of brand development – models of brand onions and aubergines, further broken down in to the brand proposition, brand positioning, brand vision, brand mission, brand values, brand pillars, brand personality, brand culture, brand essence……..and so on. 

The truth is, you will rarely meet two brand strategists who can agree on the essential components of a brand, let along how each one should be defined, because they have made it needlessly complicated.

For B2B branding it’s a matter of quality over quantity, simplicity over complexity.  The most important thing is the brand that is implemented isn’t just the result of a brainstorm by board members, or those in the company who believe that they know what the customer wants.  

Instead, the brand’s composition should be the result of independently conducted qualitative and / or quantitative market research capable of getting under the skin of the target audience – its needs, expectations, perceptions and behaviours.  

At its simplest, a B2B brand doesn’t have to be much more than a positioning statement reflecting what the brand must stand for in the mind of the target audience, supported by a number of tangible brand values that reflect the characteristics the organisation would most like its brand to be associated with.  These elements then need to be delivered via a consistent brand personality and tone of voice. 

The rest is down to the marketing and operational strategy that defines how the brand positioning, values, personality and tone of voice are implemented across the business.   

THAT is the only way to really understand what customers need from you – and your brand.

Bringing a B2B brand to life

The next task is to ensure that the new brand is delivered consistently in the organisation’s marcoms and at the key customer touch points.  Brand market research may again be required to understand exactly where and how the B2B brand can be leveraged to best effect.  

Ultimately, brand delivery should be considered within the main, customer-facing areas of the business, potentially including; 

• The website
• The call centre
• Field sales 
• Retail premises
• Administration / back office
• Customer service  
• Product / service portfolio
• Product / service delivery

Ensuring the brand stays in good shape

After the brand has been implemented, ongoing measurement is essential to ensure your brand is being delivered appropriately and continues to have a positive impact on the business fundamentals. 

It’s most commonly undertaken via a market research brand tracker – often in the form of an annual, online or phone survey of customers and target customers.

A B2B brand tracker will either include participants who are representative of the brand’s target audience. 

Aside from the main brand, the tracker will also gather data on around 6 competitor brands, in order to provide essential context and comparison.

Tracker results are then reviewed both in isolation and in comparison to the previous period(s), in order to understand the brand’s direction of travel.

A B2B brand tracker assessment will typically include; 

• Brand awareness / recall;  increasingly referred to as the brand’s mental availability, this is typically measured at both unprompted and prompted levels, to determine the extent to which (target) customers are able to bring the brand to mind
• Brand usage; this is used to measure the frequency with which your brand is being used, as well as how it is used and the specific occasions on which it is being used
• Brand preference / purchase; this metric simply identifies the extent to which the brand is preferred over those of the competition, as well as the likelihood that the (target) customer will purchase or repurchase in the future
• Brand attitudes and perceptions; these are typically perceptions related to the quality and / or performance of the underlying product or service
• Brand associations; this identifies what the brand stands for in the minds of (target) customers. 

Ideally, those associations will derive from the brand’s positioning and core values.  Individual brand associations can either be prompted in list form, or respondents can be required to reveal what they most associate with the brand using free-text.  The market research agency running the tracker can then analyse their responses very simply using text analytics software

Brand tracking enables the organisation to measure and monitor the impact of a new brand from Day One.  It provides the necessary insight to course-correct at short notice and to keep optimising the brand’s ability to make a positive difference to the bottom line, by enabling the organisation to acquire and retain more customers.

Brandspeak

Brandspeak is an insight consultancy that specialises in helping B2B organisations develop new brands, products and services.  If you are interested in finding out how we may be able to help you, please contact us on +44 (0) 203 858 0052. Alternatively, you can contact us at enquiries@brandspeak.co.uk