Every CMO has to wake up to the fact that defining their brand’s purpose is critically important. As it becomes increasingly harder to differentiate one brand from another based on mere positioning efforts, no CMO can afford to ignore the opportunity to leverage purpose as a way to create a unique brand experience, and more broadly influence the enterprise they serve. By answering the question of “why it exists,” a CMO has the potential to take their brand to new heights of success and enhanced relevance. Brands without a true purpose are more likely to lose traction, because they will find it more challenging to universally inspire employees, stakeholders, consumers, and customers. It means that CMOs can no longer dismiss the premise of purpose, or continue to down play it as merely some kind of “aspirational marketing rhetoric”. Now is the time for CMOs to get really purposeful about their brands, both figuratively and literally.
CREATING A POWERFUL BRAND IN THE TWENTY FIRST CENTURY
In the age of the consumer, the rules of brand marketing are being rewritten. The potential for a CMO to fully leverage the power of their brand goes beyond just messaging and marketing. Today, a forward thinking CMO is more broadly contemplating their potential to shape the brand experience and inspire the whole organization. They are looking for ways to enhance the pervasive brand culture, by tapping into a purpose that can serve to:
- Shape the destiny of the enterprise. CMOs are increasingly under pressure to infuse the entire organization with new meaning and direction. A brand purpose provides them with a clear North Star by which to navigate the holistic brand experience and business operations – and not just drive marketing efforts. From shaping the product innovation agenda, to informing strategic business decisions, or inspiring the HR policy, a well-crafted and fully activated brand purpose can set the course for future success in multiple ways.
- Forge deeper connections with all constituents. A powerful brand purpose can have a profound effect on the collective psyche and constituent behavior. For business-to-business or consumer driven enterprises, a highly relevant purpose can galvanize employees, engage customers, and motivate consumers. Activating a brand purpose to forge deeper emotional connections across every brand touch point can yield an extraordinary return on investment, and foster enhanced levels of participation throughout the brand ecosystem.
WHY BRAND PURPOSE MATTERS
The meaning of brand purpose heralds a new dawn of opportunity for CMOs and their agencies. The notion of brand purpose was first coined by Roy Spence, Chairman and CEO of ad agency GSDM – and also proprietor of the Purpose Institute, who in his book It’s Not What You Sell, It’s What You Stand For tells the story of how Southwest became the leading domestic carrier on the wings of a brand purpose based on “democratizing the skies.” Since then a new generation of brand thought-leaders, such as Jim Stengel (ex-CMO of P&G) and Simon Sinek (author of Start With Why) have further championed the cause of brand purpose, and with great success. Leo Burnett, as an ad agency, has built its entire strategic planning philosophy on the premise of brand purpose, through its approach of Humankind. What all this suggests is that developing a compelling brand purpose has become a strategic imperative for CMOs because:
- A brand purpose can foster unconditional loyalty. Only the brands that people buy and buy into will stand the test of time. Consumers may be open to the possibility of purchasing a brand, but unless they also buy into its deep-seated purpose they are still prone to the temptation of switching to a competitor. BMW enjoys a higher repurchase rate and declaration of loyalty in an otherwise commoditized car sector, because its most devoted consumers align with its purpose of “sheer driving pleasure,” and also identify with the underlying meaning of how “the ultimate driving machine” relates to them.
- Purpose elevates the brand experience. A purpose defines “why” a brand exists and explains the role it plays in life. It enhances cultural relevance, brand utility, and functionality. As Simon Sinek states in his book, “great brands like Apple start with the why, not the how, and what.” In living up to its purpose of discovering simply elegant solutions, Apple continues to inspire technological advances and drive a brand innovation agenda. By delivering on a brand experience that is purposefully aligned with the fulfillment of unmet needs, Apple continues to lead the way in thinking different.
- Purpose serves as a rudder and rallying cry. Organizations with a clearly stated and inspiring purpose provide employees with an emotional road map. It tells them where they are going and what they need to do to get there as part of the work force. Take Google for example, with its provocatively stated intent of “do no evil” while empowering the world with infinite possibilities. This purpose is overtly linked to the “ten things we know to be true” that provide employees with a belief system they can follow and act upon. As Jim Stengel points out in his book Growth, “maximum growth and high ideals are not incompatible, they are inseparable.”
- Agencies are hungry for new inspiration. Ad agencies need new sources of insight to help them create compelling brand stories. Just laying claim to an emotional promise and litany of reasons to believe is insufficient for a brand to breakthrough in marketing. What agencies want are ways for a brand to create cultural currency and trigger behavior, and the power of brand purpose can allow them to do that. As Mark Tutsell says in his published work on Humankind, “purpose driven ideas change human behavior and yield brand participation.” Leo Burnett’s award winning creative work for Allstate and its “Mayhem” campaign is a testament to this.
- Brands with purpose resonate from the inside and out. The organizational culture and operating principles of a brand are shaped by its purpose. Critically, the internal workings of the organization, including its productivity levels, employee morale, customer satisfaction, and ability to attract top talent are tightly aligned with the ability of a CMO to internally activate the brand purpose. In her work on What Great Brands Do, Denise Yohn appropriately notes that, “great brands start inside.” An example is Zappos, based on how it excels in service because “the happy people making people happy” who work there, are motivated to deliver an excellent customer experience.
WHAT THIS MEANS FOR CMOs?
If you are a CMO and you don’t have a purpose, then you are guilty of falling asleep at the wheel. Get with it, wake up to the new reality, and apply a purposeful three-point plan to enhance your brand. By doing so, you will get your marketing efforts back on track, and re-energize the business and your brand by discovering its true purpose.
- Think why: Re-immerse yourself in brand understanding and garner fresh insight by talking to employees, consumers, customers, prospects, and stakeholders, to understand why your brand exists in people’s lives. With insight in hand, gather your organizational thought leaders and rethink your brand. Determine how to accelerate brand trajectory by succinctly, truly, and inspirationally redefining the organization’s destiny through the crafting of a powerful and highly actionable purpose.
- Plan how: Re-look at your brand blue print, study the competition, and develop a brand activation framework to capture how you can best deliver on the stated purpose. Discover the unmet needs, find the emotional white spaces, and reengineer the fully integrated brand experience to live up to your purpose. Set the coordinates of your brand success related to your brand North Star that is born out of purpose, and establish a measurement system to continually track how you are doing against the key performance indicators.
- Do what: Get the buy-in of senior management, and give them the tools and inspiration to become purposeful evangelists. Develop an operational plan, HR strategy, and internal marketing program to activate the full potential of the brand purpose. Start by launching your marketing efforts inside out, commencing with an employee engagement program. Then develop a carefully crafted and highly orchestrated external messaging effort, to strike the right emotional chord with customers and/or consumers, to instill buy-in, and create belief behind the brand purpose.
In the fall of 2011 I conducted a workshop based on the New Era of Participation at the 4A’s strategy festival in NYC – and I admittedly ruffled a few feathers when I talked about the end of planning as we know it. I depicted a new era of participation that went beyond the siloed functions of account planning, media planning, digital strategy and even connections planning – to characterize a new way of “uber strategizing.” And I introduced a dynamically inspired and highly collaborative way of thinking, that’s born out of participation as the end of the means of a purposeful idea that fosters deeper levels of human involvement.
Since then, and during the past six months in particular, I’ve been experimenting and thinking about participation as a new form of brand currency that goes beyond the passive behavior of “recommending to a friend,” “liking” or “following” a brand. Increasingly, I am beginning to wonder if participation isn’t quite simply a new measure of tactile brand intimacy and behavioral affinity that exists when “people and brands interact together.” In that way, participation is both shaped and underscored by a measured behavior – or put another way, it’s a combination of behaviors that are defined by proactive brand verbs such as “join, play, buy or share” that only exist when people fully buy into a brand purpose. As an example and to make my point, think of the award winning work for Nike Fuel Band – that unleashed the inner athlete in all of us – and inspires us to “just do it” through the power of technology, to create a whole other level of brand participation that goes well beyond a Nike running shoe.
Now, you may or may not use the words “participation” to interpret or even describe what I am talking about. Although irrespective of whatever you call it, I suspect that you may agree that more brands and more agencies, have woken up to the realization they can no longer just message their way to marketing success. Today, the bar for attaining consumer engagement is much higher – and our brightest minds at agencies are now tasked with finding more skillful ways of tapping into human behavior – that are more about creating ideas that entice participation, and not just advertising ideas. The birth of the digital age, rapid advances in technology, and the voracious human desire for content has given all brands and all marketers the equal opportunity to do that – with or without a big budgets.
Case in point: is a most recent and perhaps my current favorite example of participation for Coca-Cola that I view as a brilliant reinvention of an iconic advertising idea. The initiative is called Project Re: Brief – and its core premise is the reinvention of the famous Coca-Cola Hilltop commercial from the 1970’s and the potential to turn it into a powerful particpatory idea for the 21st century. The initiative born out the ingenuity of google, the genius of Harvey Gabor and a twist of innovation in syncing a vending machine with the web, takes the idea of “buy the world a Coke” and puts it on partcipatory steroids. Put simply, the outcome is that people are able to share a Coke with someone through vending mahines, anywhere in the world, in real time, through the use of smart technology, banner ads and social media networking to literally fulfill Coke’s purpose of “refreshing the world with happiness”. Check out the attached link to the Reimagining Coke Hilltop to see what I mean. In my opinion, it’s very cool.
With all this considererd, maybe it’s time to wonder as strategists, that you should stop planning – and become an uber-strategic catalyst in fostering participation? And if you’re already doing that, then you know what I mean – when I say that participaton rocks. So what are you waiting for, go forth, and participate.
It’s oxymoronic. You know it when you see it. Some people like Steve Jobs and Jeff Bezos just have it. Most of us spend our whole careers striving towards it. It’s that elusive spark of genius that’s simply brilliant: it turns a category on its head, changes the rules of the game – or dramatically redefines the destiny of a brand. For sure, it’s a rare thing that even rigor and inspiration alone can’t guarantee.
I call it being creatively strategic. It’s a bit like having a split personality disorder. And to get there requires a different kind of thinking that often defies conventional wisdom.
It makes you wonder – if there’s a way for any of us mere mortals to practice creative strategic thinking? Well, in applying the right techniques and by trying a different approach, maybe there is.
But to start out, forget about any approach that’s based on linear sequential thinking. Apply mind-bending techniques, lateral thinking solutions, even random chaos theory – and it’s just possible that being creatively strategic could be within your reach. To get there, perhaps try one or more of the following approaches and see if they work for you:
Don’t Stop When You’re Feeling Groggy
Feeling tired? Cranky? Then get thinking, because you just might be at your creative best. Research by Wieth and Zacks has shown when you’re groggy, your mind is most highly creative – and more likely to yield imaginative insight. As the inventors at Menlo Park who worked for Thomas Edison might also possibly testify – that the “light-bulb moment” could strike at the twilight of exhaustion. But it doesn’t mean you have to work yourself to death to get there – merely open you mind when your brain is on the verge of feeling tired, close yor eyes, and in that moment of pre-sleepiness, you might just come up with a creative solution to that daunting business problem.
Reimagine, Who You Compete Against
Don’t frame your brand story versus the direct competition. Apply blue ocean theory and you can reimagine the category you compete in to find an ownable space that redefines your brand. Case in point: Coca-cola doesn’t compete in the carbonated soft drink business – or just provide effervescent fun. When reimagined in a world of optimism, Coca-Cola refreshes the world with happiness and serves a higher purpose to exist in a highly positive beverage category of one. As Coke is increasing dominance through “open happiness” – Pepsi is losing it’s fizz (pun intended.)
Think Like A Kid
Unleash your inhibitions, see the world with a new sense of naiveté, and explore your inner child to reveal a different perspective that’s simply liberated from the logic of your overly studied mind. Be a kid again, and you look at problem solving with a new set of divergent skills and open-minded wonder. Psychologists have demonstrated that the 5-year old mind has expanded horizons and intuitive skills. As an examle, look at Skittles as a kid and not a grown-up – and you get a more colorful and vibrant view of the brand that’s not just candy, but an unadulterated and wierdly raindbow-inspired child like fun experience.
Study Human Behavior, Not Consumption
Humans make decisions that are influenced by their values, attitudes, passion points, and behavioral motivations. Therefore, just focusing on how people consume brands is a highly myopic view of the connections opportunity. Open up your perspective to observe people and their behavior, in how they consume life – and it will illuminate new insight. For example, being able to observe a behavioral shift in the ownership continuum from owning to sharing, has helped Zip Cars identify a new opportunity for short-term car sharing that the likes of Avis and Hertz just didn’t see.
Look At The World Like An Alien
The people who have extensively traveled – are generally more creative and able to look at things from a different perspective. They can borrow learning from the places they’ve visited and apply knowledge from different cultures to enhance creative problem solving. Try thinking like an alien whose just landed on Earth for the first time – and you can enhance your creative thinking powers. Just ask Howard Schulz who was inspired by a coffee shop in Verona, Italy and then proceeded to build the Starbucks empire after seeing a untapped need for the quality coffee house experience in the US market.
So why not give it a shot? See if any of these methods work for you the next time you have a BHAG of a brand problem to deal with. In your hour of need perhaps resist the temptation to overly logic your way out of a corner. Rather, don’t just be analytically strategic, but get creatively strategic – and you might just find that you create a little piece of genius that will forever be remembered.
It can be a creative person’s worst nightmare. And it’s usually a major cause of migraine for any inspired strategic planner who wants to be associated with great work. Yup – that’s copy testing; and the more I think about it today, the more testy it’s making me feel.
Well fundamentally, it’s because the underlying premise of how creative work has been traditionally copy tested is flawed – by today’s standards. I mean, think about it? Copy testing is usually based on evaluating ideas – especially TV commercials, under artificially stimulated circumstances and highly controlled lab-like conditions, based on many of the following criteria:
- as part of a contrived advertising clutter reel
- commercials embedded in “faux” TV content
- respondents are recruited under false pretenses
- evaluated in an unnatural / or highly restrictive setting
- commercials observed under “forced exposure” circumstances
- scored based on systematic recall and persuasion measures
- evaluated against (sometimes really old) historical norms
The problem with all that is that the measured outcome (or derived black box score) is not usually a very good predictor of real success – and can often lead to misinformed although seemingly scientifically based decisions. But I guess what’s really making me feel aggravated – is that copy testing is usually not helping to make the work better, but is more likely to have the opposite effect. It means that being a slave to copy testing protocol can lead to good work being killed – and it can often result in unnecessary adjustments being made to otherwise good TV commercials that end up looking like “franken-mercials.”
With all this as a backdrop to many client driven-processes, the industry is sadly at a point where brand managers and agencies are motivated to develop creative work that’s engineered to beat the copy test system, but not necessarily yield great work. The end result is that the creative work produced ends-up meeting copy test expectations but falling-short of real world expectations. It then causes everyone to wonder “how did that happen?” And then guess who usually gets blamed: the brand manager and agency responsible for playing by the rules of copy testing to develop the not so great work? It makes no sense.
As a brand manager, it has to be frustrating – given that a copy test score could impact their year-end performance evaluation, next pay rise, or big promotion – or maybe not? And as an agency, it’s enough to make you go nuts. Creative people don’t understand why it has to be this way. Account directors are feeling hand-cuffed – and planners have become powerless, in their collective inability to steward the best creative outcome.
There has to be a better way?
Well thankfully, there is. Although for sure, it will take more than a wish and a prayer for a brand manager and agency with conviction to pursue the alternative paths – given how traditional copy testing is so ingrained into the institutionalized process of so many clients. But if you have the courage to go against the grain of conventional wisdom, then here are four alternative ways for you to consider – that will likely start your agency down the road to better work:
Apply best judgment, intuition and experience
Don’t ask the consumer if they or dislike your idea. Assess creative work based on the best judgment of smart agency people who have the benefit of learned experience. Follow your agency convictions and philosophy to self-assess the work through the eyes of your senior creative leaders, account directors and strategists. It keeps everyone accountable – and puts the agency to the test in making good decisions based on the potential to “live or die” by great work. Leo Burnett for example, has an internal creative process that calibrates ideas by using a 10-point GPC scale that evaluates the potential for an idea to change the way people think, feel and act – and ultimately transform human behavior.
Dynamic, real-time, modeling and tracking
By tracking consumer perceptions, behavior and real-time transactions, it’s possible to create a sophisticated model that assesses the impact of creative work in the “real world.” Especially for retail, CPG, and in particular e-commerce brands, developing a highly sensitive and real-time statistical model gives clients the confidence of being able to assess the impact of the creative work (and media) based on their KPIs and potential to yield actual sales within the competitive realm of reality. Taking this approach provides agencies with the liberty to develop their best work without being beholden to copy testing hurdles, while also being able to apply test-and-learn consumer insight to iteratively adjust and optimize the work – and media spend levels, based on how the overall communications strategy is actually performing.
Evaluate the power of the idea, not the creative execution
A well-executed “bad idea” doesn’t equate to success. Rather, it’s the transformational power of the idea platform that matters. And therefore, designing an evaluation technique that quantitatively measures the pre-post “lift” based on reactions and actions to a conceptual idea (that’s evaluated through a discrete self-complete online survey) can provide a fairly good measure of directional success. Using a rough-video animatic or even a concept statement as a creative stimulus – can allow the client and agency to effectively get a pre-read on the behavioral-changing power of an idea. Thereafter, assuming a successful “lift-test”, it’s down to the inventive craft of the agency to execute the idea in the best way possible.
If you have to copy test, tap into a different part of the brain
Admittedly, not every client (and even some agencies) are yet willing to totally give up on copy testing. And so, if you have to copy test, then perhaps the best way forward is a communications testing methodology that gauges emotional resonance and behavior. Companies like Brainjuicer provide an innovative approach to creative idea testing, that give clients the quantitative confidence they need – and agencies the opportunity they crave to develop great work. In short, Brainjuicer applies a progressive and emotionally-grounded approach to testing that uses a methodology called ComMotion. By evaluating the potential to spark different types of emotional reaction – and by tapping into the intuitive and instinctive behavior of the reptilian brain – this type of testing approach increases the odds for brilliant and non-conventional ideas to make it through the approval system. Just look at the Cadbury’s Gorilla work from the UK – as creative work that would have failed on the merits of traditional copy testing but that got the client green-light based on a Brainjuicer communiations test to achieve phenomenal success.
These types of approaches are just a few of the many possible alternatives to traditional copy testing – given that most agencies have their proprietary approaches and internal evaluative processes – to make the work even better (that aren’t copy test dependent – or just quick-and-dirty focus group disaster test approaches.). Point is, that whatever the approach – even the very thought of looking at alternatives to the old-school copy testing protocol begins to free you from the shackles of restrictive creative practices.
Convince your clients that there’s a different approach to copy testing and it’ll start to make everyone feel better (including them!). Chances are – the quality of the the thinking will be better – the work will be better – and ultimately, the actual end results will be better. And then everyone will be feeling a little less testy.
As for me, I’m feeling better already. Serenity now.
Ah the creative brief. It’s one of the most important things that any agency should be focusing on – and yet in many ways, it’s the one thing that’s most easily dismissed, challenged, and abused. It’s a topic that increasingly comes up time and time again, as I talk to senior planners and strategic thinkers at other agencies across America and in Europe. And what I’m hearing loud and clear, is that there’s an increasing push back on the creative brief – and the frustrated voices of creative directors are echoing the same sentiment in that briefs are becoming too “confusing,” “uninspiring,” “misguided,” “they include too much information” – or conversely, “not enough information.” In short, what creative directors are really saying (and sometimes justifiably so) is that they’re consistently being presented with a “bad brief” – and they’re not excited enough to do great work.
So what’s a strategic planning director to do?
Bring M&M’s to a briefing? Dress-up the briefing room with cultural props to make the creative brief seem more exciting? Or use a string of profanities to cover your own inadequacies and storm off in anger?
Well maybe, but that’s not really going to turn a bad brief into a good one – and at best, these types of gimmicks or behaviors merely create a distraction from the real issue at hand – in that quite possibly, the carefully constructed creative brief that you’ve written is in fact “bad.”
Perhaps the better option is to start thinking about the creative development process this way – and to look at things from the perspective of the creative brief recipient. To begin with, if the person who’s tasked with developing big ideas is not inspired by the brief, then it’s going to be a lot tougher for them to yield great work. That’s just common sense – and it’s a truism that applies beyond the ad industry to many other lines of business that involve creativity and innovation. For example, imagine a home builder who’s not excited by a set of poorly thought out architectural plans – the chances are that the house he’s going to build will at best be ordinary if not functional, or even ugly. Similarly, given that a creative brief is essentially a blueprint for ideation – then the potential for a great idea to emerge will suffer in the same way, from the lack of clarity, excitement and an interest.
So what makes a good brief – as the inspirational blueprint for great creative?
Each and every agency has its own interpretation of a good brief – based on their process, culture and creative philosophy. But as a general rule of thumb, it would seem that the starting point for a good brief is based on a clear understanding of a number of things. For sure, a brief has to be well written, strategically articulate and preferably concise, because at a minimum those fundamentals will begin to put you on the right path to briefing success. And yet even more specifically, maybe the true genesis of a great brief goes beyond the current restrictions of an agency’s creative briefing template – and it comes down to the fundamentals of taking a fresher, more progressive and contemporary perspective on the “creative ask” in being able to provide compelling answers to the following considerations:
1. The problem:
Start by clearly defining the strategic problem you’re solving for and create a strategic tension in how you frame the opportunity:
- What’s the behavioral or business inertia?
- What’s holding you back from accelerated success?
- Who’s the enemy?
2. The people:
Forget about the traditional definitions of “target market” or “consumers” – think of humans being by characterizing the “archetype” of people you want to influence:
- What are their human values?
- What defines their mindset?
- How do they currently behave?
3. The purpose:
Don’t get hung up on the brand promise or brand positioning marketing speak – identify a powerful “brand purpose” that captures the essence of what people are looking for:
- What’s the experience like on the brands best day?
- How does the brand feed into consumer behavior?
- How does the brand fit with human values?
4. The participation:
Consider how the people you want to talk to engage with technology and content, digest culture – and participate with your brand:
- What are their content passion points?
- What mode are they in when they’re most receptive?
- What content delivery channels do they encounter?
5. The performance:
Be declarative about what success looks like – by tangibly defining how you’re going to measure outcomes and change behavior
- What are you asking people to do?
- How do you expect them to change their behavior?
- How do you calibrate the desired impact?
What this approach could lead to?
While it’s not a fool proof formula for creative success, hopefully it can help to provide focus and yield inspiration in looking at the creative brief in new and different ways. The one thing this approach can’t account for is that the essence of great briefing writing is accentuated by the inventive mind and is born out of the genius of a good strategic thinker, who still has to connect the dots to inspire the creative opportunity. And when all that happens, it can lead to powerful brand platform ideas and yield interesting creative work like this:
“Imported from Detroit”
So why don’t you put it to the test and see if this 5-step approach to the creative brief writing process works for you? It might just result in more positive shout outs of “good brief” rather than that sinking feeling of “good grief” when you know that what you’ve written has completely missed the mark – and resulted in creative agitation.
Let me know how it goes.
If the definition of insanity is doing the same thing over and over again while expecting different results – then perhaps the way that many brands approach research today is good enough reason to question their sanity. After all, doesn’t it seem crazy to adhere to a brand discovery process that’s restricted to traditional focus groups and old-fashioned methods of quantitative research – while hoping you might discover something new? Especially when past experience tells you the outcome is likely to fall short of yielding new, mind-blowing, or game-changing insight.
I’m not saying focus groups and quant research studies are no longer relevant. Because to the contrary I think there will always be a need for artfully moderated focus groups and skillfully designed quant surveys. But what I am saying is that in an era of market research breakthroughs in neuroscience, behavioral psychology and biometrics – why would a brand limit their potential to learn? To me, it just doesn’t make sense as to why so many brands are unable to break away from the straightjacket of “the way we’ve always done things” and are unwilling to try something new.
Maybe it’s as simple as institutional inertia. Perhaps it’s fear of the untested? Because admittedly, there are some newer methods of insight mining that do require a leap of faith – given their unproven premise and methodologies. But for sure, there’s also a lot of merit in trying something unconventional and in taking a “nothing-ventured nothing-gained” approach to research. After all, there’s always the chance that your brand might just uncover some type of mind-bending insight – and garner a better understanding of how humans think, feel and act.
And so, by way of example and in no particular order, here are a couple of highly progressive research methodologies that I’ve come across during the last few years:
Sentient Decision Science – a methodology that’s grounded on measuring consumer response times to automatic brand associations and also provides a way to model underlying drivers of brand behavior.
Emotion Mining – a way to mine the human subconscious, get to brand truths, and identify behavioral drivers by using a free association technique and asking the fundamental question of how consumers feel.
Protobrand Meta4 – uses an imagery-inspired projective technique, “metaphor elicitation” and interpretive analysis to provide richer qualitative and quantitative understanding of brand feelings.
BuzzBack – applies the use of an online tool to leverage the power of projective psychology by using e-collages and thought bubbles to provide a faster read on brand imagery and perceptions.
Innerscope – the application of biometrics and eye-tracking technology to measure subconscious reaction to brand, messaging and media stimulus and to ultimately map emotional engagement.
To all of the above options, I say very interesting and worth exploring. Although I hear you ask, if any of these methods (or other forms of new world research like this) are really worth a try, given how much is always at stake when making insight mining decisions? Well, I guess that’s ultimately up to you and other responsible brand stakeholders to decide. But for me, it’s hard not to say that I think many of these approaches have real potential – especially for brands that compete in undifferentiated or highly commoditized categories.
And so in conclusion, what’s really the definition of insanity when it comes to brand research? Well, maybe it’s just downright insane to not at least try a new approach to insight mining and to see what’s possible.
As always, I welcome any thoughts, added commentary, or different perspectives.
Happy New Year.