Se ha denunciado esta presentación.
Utilizamos tu perfil de LinkedIn y tus datos de actividad para personalizar los anuncios y mostrarte publicidad más relevante. Puedes cambiar tus preferencias de publicidad en cualquier momento.

Ponencia de Colin Strong en el VI #CongresoDEC

111 visualizaciones

Publicado el

Ponencia de Colin Strong en el VI #CongresoDEC

  • Sé el primero en comentar

  • Sé el primero en recomendar esto

Ponencia de Colin Strong en el VI #CongresoDEC

  1. 1. Colin Strong GLOBAL LEAD FOR BEHAVIOURAL SCIENCE AT IPSOS The Adaptive Consumer WHY WE NEED TO RETHINK MODELS OF CONSUMER BEHAVIOUR
  2. 2. • Behaviorism assumed that human behaviour could be understood with animal experiments • Assumes our behaviour is the result of stimulus and responses that we have been exposed to in our pasts • May be both recent and over longer spans of our lives • Much of the theoretical underpinnings of marketing still have it as an implied theory • Various models of habit as well as heuristics, for example, are arguably informed by this We often have a ‘lab rat’ model of consumers:
  3. 3. Making things easy makes sense “If you want to encourage someone to do something, make it easy.” Richard Thaler • By making things easy, then we facilitate established ways of thinking and behaving • It is generally understood in behavioural science that ‘ease’ is a key way of ensuring that desired behaviours are undertaken • The ‘Customer Effort’ score in market research has also long shown that the more easy it is to do something then • We facilitate more automatic responses learned responses when we make things easy
  4. 4. Just as with riding a bike – we learn and master • Most of the time these automatic responses work well – they are the results of effective adaptation • We are not infallible but we have worked out how to navigate a whole range of categories – so we no longer have to think about it • We have worked out our preferences, mastered our environment so the role of marketing communications is often to help confirm our preferences and gently nudge us in a desired direction • But within our existing framework of understanding and preferences
  5. 5. Big challenge is now managing change in a disrupted world: There are huge global trends that are fundamentally changing long established dynamics Past societal gatekeepers that used to manage things on behalf of citizens have less influence:
  6. 6. Less about reinforcing existing behaviours and more about navigating changing environments So the big challenge is managing change in a disrupted world:
  7. 7. HOW WE OPERATE IN AN ADAPTIVE WAY TO CHANGING ENVIRONMENTS The Adaptive Consumer
  8. 8. Humans are not simply automatic “Humans aren’t simply automata carrying out plans of action in response to external stimuli, based on biological ad neurological mechanisms. Humans are pro-active, not just reactive to the world around them.” Dr Magda Osman Queen Mary University of London
  9. 9. Sometimes we navigate change: • Associations work well to help us to adapt to stable environments • We understand how to navigate them • So theories that focus on automatic behaviours have good explanatory value • But when things change, then that aspect of ourselves which is more automatic is less important • We now need new ways of understanding consumer behaviour
  10. 10. We bring tools to help us navigate a situation: GOALS Motivation, needs, preferences etc SELF Knowledge, memory, attitudes BODY Bodily states
  11. 11. THE SCIENCE OF BEHAVIOUR CHANGE OR ‘BEYOND NUDGE’ What We Do
  12. 12. Process for actively navigating change: • This process of behaviour change allows us to think carefully about the stages involved • We need careful thinking through each of these stages, informed by behavioural science • This is drawn from the Behaviour Change Wheel developed by Susan Mitche and colleagues at UCL • We have adapted this for our own activities STAGE 1: Identify the behaviour 1. Define the problem in behavioural terms 2. Select the target behavior 3. Specify the target behaviour STAGE 2: Identify the barriers 4. Barriers to desired outcome STAGE 3: Identify intervention options 5. Intervention functions 6. Intervention delivery STAGE 4: Identify means of improvement 7. Test impact interventions on behaviours 8. Refine interventions
  13. 13. Change challenges we deal with SOFT DRINKS how do I encourage consumers to buy low / no sugar csd rather than alternatives? Change challenge: Awareness of sugar VACCINES how can I drive take-up? Change challenge: Social media CONTACTLESS PAYMENTS How can I encourage use of contactless? Change challenge: Tech changing payments landscape WEBSITE VISITS how can I get more visits and dwell time? Change challenge: Proliferation of media PERSONAL CARE how do I drive take-up of solid shampoo? Change challenge: Awareness of environment PUBLIC TRANSPORT how can I make get people take public transport to the airport? Change challenge: Tech driving private car usage
  14. 14. How do we get people to engage? • One of the downsides of ease is that people are often doing things in a semi- automatic fashion • But we don’t necessarily want them to operate semi-automatically • Sometimes we want them to stop and behave differently – engage more and think (e.g. Santander) • Or we want to use this as a means by which people engage in a meaningful way (UX design)
  15. 15. Emotional attachment changes behaviour Our latest data shows that while there are benefits associated to creating functional satisfaction Gains can be achieved in terms of ‘business success metrics’ as relationship strength progresses up the hierarchy Emotionally attached customers’ likelihood to continue with a brand following a negative experience is 10 times higher than among unfulfilled customers
  16. 16. BUCET Model of social relationships • Belonging: Need to build and be a part of strong stable relationships. • Understanding: Socially shared understanding to predict what could happen and make sense of what happened. • Controlling: Feeling effective in managing one’s social environment and self • Enhancing Self: Placing a special status to protect, improve, and maintain a sense of self. • Trusting Others: The need to know whom to trust and the rules that specify the nature of trusting relationships Understanding the psychology of relating: As our starting point we used the work of Susan Fiske – framework that resonated strongest We have been using this to find ways to make digital experience relevant and sticky Superficial stimuli or experiences will be processed at a shallower level, leading to weaker retention Deeper processing leads to stronger representations and retention due to greater involvement and personal importance in the experience.
  17. 17. Diagnosing & measuring engagement: We developed a question set based on Susan Fiske’s work – so it could be applied to consumer relationships with brands This has been used to assess the psychology of relationship characteristics across sectors Can be used as a diagnostic tool to assess ways in which to better design more effective relationships – creating a more relevant and sticky experience A design brief is generated helping to identify those aspects of the relationship that can be enhanced
  18. 18. Designing CX to enhance engagement: The next stage in the process is to then assess ways in which to design the customer experience to meet the brief There is a huge literature other way different aspects of design can influence psychological and behavioural outcomes By using 5 Forces, we link these to a more strategic change agenda We test the impact of these different levers on consumer outcomes
  19. 19. 1 What is the right balance between faciliating automatic response and managing change? 2 What do you understand about the behavioural mechanisms? What is the underlying behavioural science? 3 How can I use science to inform intervention design and make change happen?

×