This guest post is written by Timo Tuominen, senior software consultant at digital innovation consultancy Futurice.
Sectors ranging from banking to retail are drawing lessons from the success of Pokémon GO, a global media and marketing phenomenon. Closer to home, this location-based, augmented reality mobile game provides four clear learnings for the burgeoning gamification app and pure gaming sectors.
This is the title of a new discussion paper recently published by The Alliance for Useful Evidence. The principle underlying the paper is that simply providing access to evidence does not mean that it will be used.
"Avoid politics and religion" is normally good advice when talking to clients or colleagues, but in the fall-out from the EU referendum, I feel impelled to break that rule. Yet, despite a rash of resignations and three party leadership contests, it's not the political effect that most interests me; it's actually the impact on our culture and values.
In 1906 Francis Galton, the country's foremost statistician, attended the West of England Fat Stock and Poultry Exhibition and uncovered an intriguing phenomenon.
Does implicit research predict customer behaviour better than conventional (rational) research? Often it does, but this is probably asking the wrong question. Because brands work at both a System 1 (emotional/implicit) level and a System 2 (rational) level, no brand can be fully explained by emotion alone.
What is it that connects the great brands of the internet age? The brands that are constantly referenced by marketers as benchmarks of performance. The inspirational usual suspects from Red Bull, to Apple, to Google, and beyond. What is the behaviour they all share - no matter their market or position in it - that allows them to capture public imagination and escape cynicism and indifference?
Put simply these great brands don't win fans by creating interesting advertising; they win fans by being interesting companies, full stop.
The market-led strategies of the past based on growing consumer segments with increasing spending power won't cut it in a slower-growth global economy. In this guest blog, J. Walker Smith, Executive Chairman at The Futures Company, examines the economic backdrop and the way forward for businesses and brands.
Increasingly, it looks like there's a new normal for the global economy and it worries the current crop of business leaders, who are accustomed to operating in a higher growth economy with stronger consumer spending.
I've just come out of a dispiriting advertising research briefing and I wish I could time-travel back to 1974. The briefing was dispiriting because we're in danger of testing an early-stage, pre-production, TV advertising execution with qualitative research when we should be using the research to understand how the execution works in the hearts and minds of our target audience, and to provide objective feedback on the strengths and weaknesses of that execution. This research should be an aid to decision making, not act as judge and jury, handing down a 'Go/No Go' verdict. It's this idea of 'testing' that is so dangerous. And I've said all this.
About a decade ago, Copernicus Consulting did a research study in the US to look at how we saw brands. Its most startling finding to me was the lack of differentiation people saw between brands. Four out of five categories were seen to have increasingly homogeneous brands and only 7% of ads were seen as different. The lack of remarkability was in itself remarkable.