Brain tricks and insights without interviews #ESOMAR #MRX


esomarLive blogging from #ESOMAR Congress 2014 in Nice, France. Any errors or bad jokes are my own.

FUEL FOR THE MIND | BRAIN TRICKS: An action-packed session of scientific experiments and brain tricks to demonstrate the power of the consumer’s unconscious mind… as well as your own

Escaping the Chains: How Our Unconscious Limits and Frees Us …and how to measure it in market research by Elina Halonen, The Irrational Agency, UK, Leigh Caldwell, The Irrational Agency, UK

  • IMG_3347Our mind needs to make reasonable approximations to understand the world
  • Early humans trying to survive had to take everything that was available right now because they didn’t know when the next piece of food would be available, but that doesn’t serve the modern world very well
  • We’re headed into an interactive demonstration with folks on their online devices
  • Leigh is blindfolded and tied up on stage – he has minimal senses available to him, just as the human brain does all the time
  • Would you rather pay  77E in one month or 100E in 2 months [people are now answering on their devices] – People are willing to pay twice as much for a sofa to defer payments on it
  • Would you be willing to pay 15E for a certain bottle of wine? People who were born in the last half of a month were willing to pay more than people who were born in the first half of the month.
  • [Leigh is still tied up but now he’s allowed to stand up]
  • Another interactive game – how does ESOMAR compare to the Russian government – audience believes ESOMAR is more innovative than NASA, and more strict than NASA
  • [Poor leigh is still trying to talk while tied up and with chains on his hands]
  • Two donation boxes were outside at reception and outside this room – one had flowers on it, one had a pair of eyes on it.  But so far, no money in either box. [What will happen now?  :)  ]
  • Moving a signature line from the end of the tax form to the beginning of the tax form made people more honest on their taxes
  • Sometimes, the easiest way to solve a problem is the easiest way – just ask people.  But we need to listen to people a lot more carefuly than we normally do.
  • 80% of people think BE is the future. Less so for Neuroscience, semiotics, or gamification. Poor semiotics was last.  People who respond faster are more confident.  People are very confident about gamification – they believe it will work or it won’t work.
  • Need to understand limits of our brain, our myopia. Use the right method for the tool – not everything works with implicit methods.

Cultural Anchoring: Solving brand architecture complexities by Julian Dunne, Cricket Australia, Australia, Neale Cotton, The Lab Strategy & Planning, Australia

  • Cricket is loved in australia, there are many local sayings related specifically in Australia
  • The cricket brand is rooted in the traditional 5 day format so they introduced face paced cricket, 20/20 cricket in order to attract more younger women
  • Used cultural and semiotic analysis to determine how their four brands of cricket met the needs of Australian people
  • “Daz” not Darrel, “Juz” not Justin, “Gaz” not Garry [I’ve heard these strange aussie people shorten everything!]
  • Decided to code “Australianess”, their core ideal is egalitarianism
  • semiotic 2 by 2 square recognizes convention vs inferiority
  • Strength and hard work is one quadrant – hard, tough, steely, determined, unforgiving, dour, keep going, toil, blood sweat and tears, hold the line
  • Casualness quadrant – mates, chilled, glass half full, she’ll be right, no worries, colloquial, sweet, hang out
  • Rebel and free spirit quadrant – stuff it, , flair, no boundaries, do as wel please, youthful spirit, exploration, adventure [sorry, slide flew by there so I don’t have the words]
  • Ingenuity – clever, outsmart, outwit, creative, brilliant, different thinker, one out of the box
  • cricket can be played anywhere, by anyone, at anytime, with just a stick and a garbage bin – it represents equality, doesn’t discriminate on age, affluence, athletic ability, everyone gets to play all positions
  • Cricket requires a lot of hard work and concentration all day long – STRENGTH, It requires you to earn your way to access – HARD WORK
  • Each of the four subbrands fit perfectly into the four semiotic squares
  • It’s not just managing the spirit of the game, it’s the spirit of the nation

Free Space: Using open data for retail location analysis by Darren Fleetwood, Oxfam, UK

  • Most people can’t get a hold of most data
  • Only half of world’s data has been analyzed even though it could be useful [really? i can’t believe we’ve analyzed that much of it. I’d believe 0.001%]
  • Open data is free to use, reuse, and redistribute
  • $345 billion will be added to EU economy through open data
  • Use open data to map London traffic densities [THAT is cool and useful]
  • Now anyone can do what only governments could do before – ditto for charities and small businesses
  • Problem – cataloging available relevant data is time consuming, access it patch particularly at a global level
  • Problem – Just because you can access data doesn’t mean you can do anything you want with it
  • Problem – what is the quality of the free data [that’s why social media research can’t be free]
  • OXFAM is UK charity with 600 shops that raise money for various projects – what affects the shop sales, where should they put new stores
  • they reused existing survey and focus group data [it’s about damn time someone did this!!! ]
  • It. Cost. $0. – Most important slide.
  • Gathered piles of demographic data, revenue data, geography data, other retailers in the area
  • Used OpenStreetMap – the wikipedia of maps, volunteers generate this data, map points double every two years, coverage is very UK and germany, better in urban areas
  • used property prices from Zoopla – allow a certain amount of free access
  • Mapped each shop area, found they did better in younger, urban, higher social grade areas
  • They identified potentially underperforming and overperforming stores
  • Don’t simply assume high revenue means a shop a doing well and vice versa
  • First time they got a clear picture, caused a re-evaluation of what a successful location looked like
  • It helped identify a new group of younger shoppers – they thought their clientele was just older people

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