the times
play

THE TIMES THEY ARE A CHANGING Butch Rice | SAMRA 2013 Marketing - PowerPoint PPT Presentation

THE TIMES THEY ARE A CHANGING Butch Rice | SAMRA 2013 Marketing decides its actions on a spectacularly dangerous delusion: that people know and can accurately describe the mental mechanisms underlying their decisions and actions.


  1. THE TIMES THEY ARE A ’ CHANGING Butch Rice | SAMRA 2013

  2. “ Marketing decides its actions on a spectacularly dangerous delusion: that people know and can accurately describe the mental mechanisms underlying their decisions and actions. ” Rory Sutherland Ogilvy, London

  3. What is wrong with traditional research today?

  4. $ $ $ $ $ $ $ $ $ Slow Expensive Invalid and just plain dumb

  5. Traditional research has been encircled by 2 things – technology and methodology

  6. The foundation of traditional research is fatally flawed

  7. " The fundamental tenet of market research is that you can ask people questions and that what they tell you in response will be true. And yet, this is a largely baseless belief. In fact, it turns out that the opposite is far closer to the truth. " Philip Graves

  8. Traditional research just hasn ’ t kept up with the times

  9. Have you?

  10. Take the test of keeping up with new learnings

  11. Which of these names do you recognize? PHIL ROSENZWEIG BARRY SCHWARTZ MASSIMO STEPHEN PINKER PIATTELLI-PALMARINI DAN ARIELY NASSIM NICHOLAS TALEB GERALD ZALTMAN MALCOLM GLADWELL DUNCAN WATTS SIEMON SCAMELL-KATZ PHILIP GRAVES JAMES SUROWIECKI JONAH LEHRER LEONARD MLODINOW MARK EARLS DANIEL KAHNEMAN

  12. Some topics BEHAVIORAL ECONOMICS CUMULATIVE ADVANTAGE FAST AND FRUGAL HEURISTICS MOOD CONGRUENCE ME TO WE RESEARCH GAMIFICATION EVOLUTIONARY PSYCHOLOGY MIRROR NEURONS HOT AND COLD STATES NETWORK THEORY RECONSTRUCTIVE MEMORY THE INVISIBLE GORILLA ZIPF ’ S LAW SYSTEM 1 AND SYSTEM 2 BLACK SWANS MONTE CARLO SIMULATIONS AGENT BASED MODELING DOUBLE JEOPARDY POWER LAWS IMPLICIT ASSOCIATION PREDICTABLY IRRATIONAL CIRCULARITY IN ADVERTISING

  13. None? You have a problem...

  14. Neuroscience & Neuromarketing are here to stay

  15. What is the reality of the human condition?

  16. We don ’ t know why we do what we do We don't know what we are going to do, before we do it We don't know what we have done, once we have done it

  17. How exactly do our minds work?

  18. We have 2 systems at work in our brains

  19. " System 1 operates automatically and quickly, with little or no effort and no sense of voluntary control. System 2 allocates attention to the effortful mental activities that demand it, including complex computations." Daniel Kahneman

  20. System 1 is lazy, System 2 does the hard work

  21. And then we have the unconscious mind

  22. " The human sensory system sends the brain about eleven million bits of information each second...The actual amount of information we can handle (in our conscious mind) has been estimated to be between sixteen and fifty bits per second. " Leonard Mlodinow

  23. The conscious mind cannot access the unconscious mind

  24. And what about our memories? Can we rely on them?

  25. The simple answer is NO! Our memories are continually being reconstructed

  26. Here is a quick example from Leonard Mlodinow

  27. People were shown a fake ad for Disneyland, featuring Bugs Bunny People who had actually gone to Disneyland were asked some questions about Bugs Bunny

  28. More than a quarter remembered meeting Bugs Bunny

  29. More than a quarter remembered meeting Bugs Bunny Of those, 46% remembered hugging him

  30. More than a quarter remembered meeting Bugs Bunny Of those, 46% remembered hugging him 62% remembered shaking his hand

  31. There is no Bugs Bunny at Disneyland!

  32. You can ’ t trust your memory, can you even trust what you ‘ see ’ ?

  33. Source: Nudge: Improving Decisions About Health, Wealth and Happiness Thaler, R. and Sunstein, C.R. Caravan Books, 2008

  34. Source: Nudge: Improving Decisions About Health, Wealth and Happiness Thaler, R. and Sunstein, C.R. Caravan Books, 2008

  35. Source: Nudge: Improving Decisions About Health, Wealth and Happiness Thaler, R. and Sunstein, C.R. Caravan Books, 2008

  36. Source: Nudge: Improving Decisions About Health, Wealth and Happiness Thaler, R. and Sunstein, C.R. Caravan Books, 2008

  37. A retail example showing how dangerous our memories can be

  38. 25% of shoppers told the interviewer they had browsed the whole store

  39. The reality? Less than 2%! The Art of Shopping | Siemon Scamell-Katz

  40. Now, how does your approach to research design take all this into account?

  41. Let ’ s look at some standard practices

  42. Would you open your door to a stranger in South Africa today?

  43. Focus groups and long interviews are a bit of a joke

  44. Respondents are pushed into System 2 thinking almost immediately

  45. "Social psychologists have shown that asking someone to talk about something can change their opinion about the subject matter" Philip Graves

  46. Online panels – who belongs to them and why?

  47. Basically, often the old, poor, bored and lonely... is that who you want?

  48. The cherry on top The misguided search for causality: so-called driver analysis

  49. Tasty Groovy Sour Good food Too colorful Themed Fast Tough Green Modern Exciting Upmarket New Top quality Comfortable Stylish Long hours Safe Unreal Expensive Social Boring Groovy Best for children Good food Inspiring Long attribute lists Themed Heart warming Tough Trustworthy Modern Expensive Upmarket Value for money Top quality My kind of brand Stylish Easily available Safe Durable Expensive Not for me Boring For older people Best for children Groovy Inspiring Artificial Heart warming Appealing Trustworthy Has good advertising Expensive Attractive packaging

  50. Multicollinearity is ignored and correlations are misinterpreted

  51. Correlations cannot prove causality

  52. We don ’ t use more than 5 attributes to make a brand choice Driver Analysis Roadbumps: How Heuristics, Targeted Bootstrapping and Other Approaches Outperform Driver Analysis The 54 th ARF Annual Convention | New York | March 2008

  53. but the times they are a ’ changing

  54. Some game changers

  55. Where does this take us? How should research look?

  56. The interview should be as close to the purchase occasion as possible

  57. From many questions for few people, to few questions for many people

  58. We need to have conversations with respondents

  59. We should be using an experimental approach whenever possible, with large split samples

  60. " For social scientists, experiments are like microscopes or strobe lights...They let us test directly and unambiguously what makes us tick. ” Dan Ariely

  61. Let ’ s look at the results of using an experimental approach

  62. How likely would you be to buy this for R14.99, the next time you go to ####? n = 4945

  63. Where do cell phones fit in to all of this?

  64. Always with us. Always on.

  65. Our experience at Pondering Panda

  66. We have actively built a business to fill these gaps

  67. More than 3.4 million interviews in less than 18 months

  68. Real-time results within 24 hours

  69. In our world, three minutes is a long interview – which means respondents stay in System 1

  70. Real-time client interface

  71. What about validity and reliability?

  72. Personally sent/received any email in the past 4 weeks

  73. In total, how much do you spend on average on your cell phone per month?

  74. Languages PP

  75. Stability DO YOU HAVE A COMPUTER WITH ARE YOU ON CONTRACT INTERNET ACCESS AT HOME? OR PREPAID?

  76. A big benefit of large samples - CHAID

  77. In 10 years from now, do you think South Africa will be a better or worse place for you to live in? n = 7982

  78. So, goodbye Jurassic Park

  79. Summing up

  80. • using small samples • relying on face-to-face interviews • running focus groups • asking people why they do what they do • asking people what they did a few months ago • asking people what they are going to do before they do it • assuming people are rational

  81. • asking your research suppliers the hard questions • asking people questions about what they did today • designing questionnaires that take 5 minutes or less to administer • realizing that traditional driver analysis is invalid • asking few questions of many people • aiming at turnaround times of days, rather than months • recognizing that the future is digital

  82. " We can be blind to the obvious, and we are also blind to our blindness. " Daniel Kahneman

Download Presentation
Download Policy: The content available on the website is offered to you 'AS IS' for your personal information and use only. It cannot be commercialized, licensed, or distributed on other websites without prior consent from the author. To download a presentation, simply click this link. If you encounter any difficulties during the download process, it's possible that the publisher has removed the file from their server.

Recommend


More recommend