Marketing Excellence #TDAD13

08.44

First speaker has arrived and participants are starting to arrive #tdad13

09.11

#tdad13 starts with an introduction by a senior manager.

The senior leader was just going to stay for the opening, but seeing the agenda has decided to stay!

An overview of the current state of play with the business success, and that the results show that the business has the right talent in the right roles.

<no more due to confidentiality reasons>

09.29

Dr Duncan petty is being introduced

Leeds Uni lecturer

12 factors whiich affect prescribing behavior

his dept looks at changing doctors behaviour on prescribing – nhs & private/ research

A pharmasist with an interest in changing behavior in the industry

research look at domains:

10.27

#TDAD13

1) Knowledge

Knowledge – knlwledge is not enough, knowing something does not change someones actions. i.e. a doctor may know of a certain treatment, but if they are used to doing something different, they will. Its a habit

how do we change these habits?

how do we get people to follow guidelines/ procedures when they exist, when people are used to doing their own thing. i.e. what they have been doing for some time

This impacts GPs, but i am sure it impacts many, many professionals

this is a challenge for suppliers if we want people to change to our product!

Interesting, if a researcher cannot fins guidelines for (say) a treatment path, what hope has a GP?

2) skills

do they have the skills to do what we want them to do?

Increasingly important as tasks get delegated/ rolles down an org

3) Social & professional roles

4) Capabilities

beliefs about capabilities – can we do it?

how do we build confidence, i.e. how do we give confidence to doctors about using certain treatments or dose

information, and structured guidance can help, i.e.

5) beliefs about consequences

is it worth doing?

how can we motivate

6) motivation and goals

offer a choice to professionals.

7) memory, attention & decision

at the time, when under pressure, will people remember the “new” process or do what they have always done? i.e. habit

8) environment, context & resources

this includes budget, and physical barriers to change.

9) social influences

peer  views, leadership (or lack of it), team work, culture, social norms for actions amongst professionals “best practice?”

10) emotion

fear of doing something wrong, stress,

11) behavioural regulation

scheme targets, benchmarking

12) nature of behaviours

changing habits

11.02

Next Up is Nathalie Nahai looking at web psychology #TDAD13

11.06

Groups are working on some “brand boxes” capturing learning and actions from the previous session #TDAD13

11.09

web psychologists – look at how we interact and relate to the web, and the behaviour it develops #tdad13

11.11

3 secrets to on line success #TDAD13

success= more engaged with your audience – whatever that means for you

it starts with a sound relationship

1) know who you are targeting

2) communicate persuasivly

3) sell with integrety

customer experience is the key online, but each route people take is different, but people have documented how they travel before no matter what the journey, this is web psychology

need to take into account culture into account for journey

we are not rational beings, we are emotional, we need to understand this and take it into account

rationality is applied AFTER we have made our decisions

11.30

Know who you are targetting

look at behavioural economics –

system one – fast, uncon & automatic- the one we dont want to think of as being in control

system 2 – slow, analytical, rational, intentional. – the part of the brain we think is in control

The reality is that we tend to use system 1

when you make a choice – is it conscious or unconscious

often a con thought, your uncon had already presneted the action. Our consc mind thinks its a con decision, but the uncon mind has already descided.

thinks that impact system 1 are experiences, personality

the MBTI is not very effective in looking at personality, the big five factor is used as a golden standard in looking at personality

our personality does change over time

neuro chemicals have been mapped to personality #helen fisher (sp?)

4 groups:

in balance or individual priorities:

1. Explorer – high dopamine – accelerator to risk taking – risks & novelty – limited time offers
2. Builder-Seratonine – brakes – down to earth, causcious, methodical, concerned with safety, certainty
3. Negotiator – estrogen – astute, over analysis, flexibility, comfortable with ambiguity, compassionate, empahise, need parameters with flexibilities
4. Director – testosterone – reason logic , makes tough decisions, goal orientated, ruthless, make the goal quick, make them bigger, better, faster than others.

11.49

economist

what subscription woild you choose

online 59

print 125

print & online 125

when given only 2 options the majority go for the cheaper option 68%

but with 3 most go for the top option 84%

perception of getting more

there are easy ways to manipulate our 2rational” decisionmaking process online

sites like linkedin, drop box give 3 options, and they have highlighted the middle option with a “hot” colour to draw attention

if you want to lead with value, lead with the most expensive version, not the free option

the way we present information, does impact peoples decision making

we gravitate to the “middle” option if we do not know what we are buying

neuro coupling

tell a story, create emotional links. people engage through stories. Mke the way in which you deliver the story, use the triggers for what you want hook to

self disclosure is the best way to build a community online

never have more than 2 calls to action on a page.

your mind can only be occupied with one thing at a time

use of imagery on screen is important. there are certain things that we feel attractive online.

we love to look at smiles#

if you smile at a stranger, we are more likely to get a response

images can be powerful for engaging people

if people look at something for a period of time or pointing, we cannot help but to look

herd instinct kicks in when a number of other people are doing the same thing

mystery – the brain likes mystery,

visual metaphors – we like exageration

use of embedded commands, seems to have impact with freeze frame video or other emotional based images

12.01

website reading

we read in F or S patterns

hight contast attracts eyes

Where is your website page call to action. is it “front and centre” or hidden?

is it emotionally engaging

are the calls to action targetted?

there are gender differences, when designing websites, consider this

men tend to like flashy, interactive, goal orientated, many sub levels

women tend to like colours, clean un-clittered, preference for levels to travel through, women tend to be more scheptical online

men buy more online than women,

some books mentioned in the session #tdad13

book – Influence: The Psychology of Persuasion

book – why him, why her…a book neuroscience chemicals “dressed up”

most web designers just do not understand or apply the web psychology do they test web conversions? if not they don’t! #TDAD13

attention is a resource, how do you get it and maintain it? #TDAD13

Going Social with Nathalie Nahai #TDAD13

why use social media?

psychlogical need – social media is not new, its a way of connectine using “technology” of the day – letters, telephone, CB etc

it satisfies our deep seated desire for connection and communication

for many it has become key to self esteem – esp for younger generations

It helps measure the intamacy and influence of our relationships

56% of people would refuse to work for a firm that bans access to social media!

24% access to social media would be a desciding factor in accepting a job

13.40

social media can provide a sence of belonging

its use can reflect and change an organisations culture

can act as an alternative social structure   twitter+arab countries=culture clash

if you have a hierarchical organization, allowing social media will flatten the culture inside the org.

Risks

lack of controlability – difficult to monitor and manage

transparency & accountability – Flatterns structures – can result in power shifts

you must be able to trust the people, to work in any brand guidelines you develop

tryst needs to be both ways

it needs a leap of faith

with social media, its only a matter of time before something goes wrong, so you need contingency

from a social media point of view, its much easier to re-engage someone that is really angry, than someone who is neutral

you can create advocacy – and great for learning what your customers/ uses want/ expect

we are human, we make mistakes – show you are human, show personality

Dell

“SM bought a way to listen learn and engage with customers”

connect>>converse>>convert

success was down to facilitating the conversation.

ROI M revenue through twitter

Corona Lite

the “like” phenomon

wanted longterm engagement – but actions were not always congaruent

1) social validation – develop meaningful social relationships

2) Reciprocity – unspoken law, if I do… you will have to… orona gave fame, gained, promotion, new fans, demographic info etc…

3) social proof – herd instinct, people copy others.

Key takeaways

we are hardwired to be social

we rely on our relationships to make decisions

you can use psychlogical principles to engage with and influence your audience

Social Media Adoption #TDAD13

how we get employees to adopt social media?

we are motivated to achieve our goals in the most rewarding effective way possible

Our responses to a request will usually stem from the way we FEEL about it

Compliance to use SM

were more likely to comply with requests we find interesting in and of themselves

The kick we get from performing exciting or stimulating tasks canboost compliance

SM is more likely to take root if adopted by seniors within the company

we love to PLAY games

make it interactibve and visualy compelling you can engage people

SM can provide a powerful way to effect cultural change

Successful adoption depends onmaking your internal SM rewarding and engaging

SM could help your employeses meet their goals to be rewarding

words of the session – human face – develop emotional engagement #TDAD13

Joe Kletz on Augmented reality – the future for marketing? #TDAD13

What is Augmented Reality? what could it look like for brands? #TDAD13

a new form of media

its so broad, and there are many forms, its an emerging technology and approach

most campaigns can be enriched by AR

14.43

the smart phone is now an extension of ourselves, with 97% of users using them at home, the opposite of what it was 10 years ago.

smart phones are not just about data.

currently 4 types of augmented reality

1. 2d Overlay – data over images
2. 2d/3d tracked graphics – a view of real world with appropriatly located data & images
3. 3d a way of visualising a 2d image into a 3d render, i.e. look around an image on a printed page, or create a view that does not yet exist, i.e. show how a room may be decorated.
4. audmented reality app

Why AR marketing

1. Portal to shopfront/ transaction
2. KPI
3. Interactive
4. Company identity
5. Informative, good for digeating complex information
6. Medical information it can explore the microscope
7. A marketing hook

15.18

some poor AR is a bit like watching TV through someone elses window

as a gimmick its not good, but there are some great applications for this technology

16.00

Mike & David lead the next session

looking changing focus from looking at the brand and looking externally, to looking at the individuals and their innovative orientations, and the skills and orientations within the brand teams.

The brand teams were challenged to create some innovative uses for a common household item.

The reasons why professional services firms are exploring innovation as a core competency were explored, and recognising that in heavily regulated sectors, innovation and thinking differently was still a sustainable competitive advantage.

the Innovation equation from Byrd was explored:

Innovation = creativity * risk taking

the concept of risk taking in a heavily regulated environment was explored, including how firms in the financial services sector were harnessing this approach.

the teams completed a lite version of the Creatrix profile & then physically stood on a grid to see where colleagues were.

the strengths and weakness of each Creatrix Orientation were explores, along with how this model fits team roles in projects and the different phases and needs of a project.

17:00

The event was closed

Some of the content could not be captured due to confidentiality reasons, but I hope this provides an interesting insight into a marketing excellence programme. certainly the participants were energised, and it was a rare occurrence for people to leave the room to take phone calls!