JWT Planning Tools Book

(1)

worldmade

by

planning tools

(2)

(3)

Tools for JWT

Welcome to the second edition of the JWT Planning Tools book. This new version contains all the Tools from the last edition – we haven’t retired any yet! – plus six new Tools that are focused on the Planning of more digital work.

In tune with the Agency’s legacy as the University of Advertising, and with our worldmade philosophy, these tools are intended to improve our knowledge of how to make things for our Clients’ brands and thereby build their business. You will see how they are mapped onto the three parts of the Worldmade process.

One of the new Tools – The Consumer Buying System – is actually the original invention of Stephen King (JWT’s Planning founder) back in the 1980s. Understanding the fundamentals of how people buy is ever more important in a digital age, when the purchase decision can be affected by so many new variables.

The tools come in different shapes and sizes. Some are templates to guide thinking, some will help the planning process, and others provide reference or inspiration. All of them will help. Some are quick and easy in the way that they work, whilst others take time and effort. The little will give you a clue to how much effort you will have to put in.

This new edition of JWT Planning Tools also coincides with the launch of a new website that contains all the tools and provides the chance to share, rate and comment upon them. I would really encourage everyone to get very involved with it so we all stay very connected to each other. You can access it at myjwt.com/planning-tools

As ever, training on all these new Tools is available to you. There are dedicated JWT Planning Trainers somewhere near where you live! Just ask your local Head of Planning for details.

Do try these Tools. Experiment, break old habits and use them to push hard for better, more digital, more contemporary work for our Clients’ brands.

The JWT Worldwide Planning Council [email protected]

(4)

(5)

The things inside

Worldmade

5 JWT Planning Tools

9

(6)

(7)

(8)

JWT PLANNING TOOLS 6

Worldmade is our brand idea, our creative philosophy, and a

description of who we are. If we were to have a slogan, Worldmade would be it. However, we are looking for more than conceptual solutions, and so Worldmade is also a thing. In this case it’s a label. As products, films, art, inventions have denotations of where they were made, Worldmade denotes something that was made by JWT. Worldmade is not just a statement of origin, it is a statement of how we at JWT approach strategy, ideas and the making of things. We make things inspired by the world. We find influence, interest and the spark of creativity in the many, various, predictable and unpredictable interactions that happen between the international people of JWT — that’s what makes us the extraordinary network of imagination that we are. Sometimes these things will be for, and inspired by, the world. At other times they will be things for one place infused with creativity from the world.

Worldmade signifies a ‘go’ mentality. An approach to what we make that is rooted in great strategy and ideas, but also in agility, innovation and adventure. An approach that is happy to launch-and-learn, that abhors procrastination and delay.

Worldmade also defines JWT as a company. We have been shaped by our international growth, and our desire to embrace the world. Today, we are 10,000 diverse individuals with an unrivalled breadth of experience and cultural fluency.

Worldmade is a label of quality and inspiration and a demonstration of the world’s imagination poured into things of beauty and utility. This is the unique power we bring to clients and their brands, now and in the future.

JWT in action.

Worldmade

manifesto

(9)

Worldmade

process

Our process is based on the belief that the best ideas for a modern world will come from the interaction of diverse international and technological skills, experiences and cultures. The process is designed to help you come up with great ideas that can turn into things that people can participate with.

There are three parts to the process; Discover, Collision, Make. In the Discover part we are trying to gather insight and inspiration from the world. You should aim to explore as broadly as you can, to make the most original and interesting discoveries.

In the Collision part we are trying to find the spark of creativity from the interaction of international and technological skills. You should aim for as much diversity as possible. You can’t collide on your own! In the Make part we are trying to turn ideas into real things that the world can interact with. You should aim to get things made. This is why we are here, after all!

The process doesn’t have to be linear, you can start by making stuff if you like, but it’s also good if you follow the order of Discover, Collision, Make if that makes more sense for the project you are working on.

The tools in this book are designed to help you build strategy and create ideas in this process. The tools have been mapped onto the 3 different parts of the process as a guide to where and when they should be used (on page 8 you will see the colour coding with reference to fig. 1). But please feel free to use them in the ways that are most helpful for you.

(10)

FIG. 1: WORLDMADE PROCESS FIG. 1: WORLDMADE PROCESS

DISCOVER

What can we

discover from

the world

MAKE

_{Make things}

with a ‘go’

mentality

COLLISION

Interaction

creates ideas

(11)

JWT Planning Tools

Name Process Effort Page

Question One

11 The Consumer’s Buying System

17 Net Brain

23 Digital Profiler

31 Brand Ladder

39 Brand Toys

45 Brand Difference Index

51 Talking Heads

57 Discovery Report

61 Interaction Grid

67 Host a Collision

75 Brand Behaviour Tool

81 Brand Sparks

89 Cultural Archetypes

97 Brand Idea Test

103 NEW!

Creative Brief

111 The Value Exchanger

121 Channel and Technology Plan

129 Circle of Things

135 Digital Ecosystem Tool

141 1-10 Scale

147

(12)

(13)

Question One

CLIENT

Eg. How is the

product used in other

countries

Eg. What nationality

was the founder of the

company?

Eg. What

endlines

are used

around the

work?

Eg. Where

in the

world does

the

not exist?

Eg. What

country

has the

biggest

fanbase?

BRAND

IDEAS

CONSUMER COMMUNICATION ? ? CATEGORY

(14)

JWT PLANNING TOOLS 12 What is the main purpose of this tool?

To identify original Discoveries that can feed into other parts of the process and help create inspiring Creative Briefs.

Where in the process should this tool be used?

This is primarily for the Discovery part however you can be thinking and doing this all of the time. Gathering Discoveries from the world is a part of the ongoing practice of Planning at JWT.

How does this tool work?

This tool is different from many of the others we have. It’s a question. It’s not an answer. Nor is it a manual. Ultimately therefore this tool is all about you and about how you choose to answer it.

How to use this tool?

It is as simple or as complex as you choose to make it. At its simplest it is about looking outside of what is familiar to you, your brand, and your client for inspiration. At its most complex it might mean doing several workstreams that can help answer the question of ‘What can we discover from the world?’

The important point is to try to do things differently in the hope of generating original thought. The more you look in different places for discoveries the more original your discoveries will be. Hence try and break the established habits you or the brand may have. Feel free to create new and different ways of answering this question.

This is a new thing for JWT so feel free to innovate in how you choose to answer Question One. However, to get you started here are some thoughts about how you could do it.

There are several places where you should look for your discoveries. You should explore what you can about the brand, the consumer, communication, the client and the category. But it doesn’t stop with these areas, you can extend your discoveries to anywhere that is interesting or appropriate. (See fig. 2)

(15)

We can think about looking at the ‘inside’ world of the brand differently or about looking outside of our familiar world:

IN THE HOUSE:

FAMILIAR

OUTSIDE THE

HOUSE:

FRESH

The Inside World

The Audience

The Brand

The Category

The world outside

The world that surrounds

and influences the audience

(culture, trends, technology)

What brands in other

categories do and what we

learn from that

How this category behaves in

other countries, how brands

there deal with the same

problems we have

FIG. 3: THE HOUSE ANALOGY

(16)

Look to the world outside of your own country: — Ask the network

Ask Planners in other parts of the network who might work on similar brands or categories for how brands in their part of the world solve the kind of problems that you are facing. — Identify the global innovators

Brands don’t need to just look at themselves and their category for new learning. Often best practice in our industry might come from a brand that might be in a completely different category to our own. There probably isn’t a brand in the world that couldn’t learn something interesting from global leaders such as Google, Nike or Apple.

— Global trends

Look at how global trends might affect your brand and category. Whilst not all of the world is equally developed, trends are travelling the planet at an ever increasing rate. These trends are increasingly global — what happens in one area of the world often spreads to other parts very quickly. — Global Talking Heads

Use the Talking Heads tool to try and generate ideas that can help you with people from outside your market.

Re-look at the familiar: — Re-Research

Often you can generate original Discoveries just by changing the research process. Try innovating in your methodology, changing the questions you ask, and looking from a different angle. Our perceptions are often a matter of where we choose to look from so changing where we look from can change what we Discover.

— Re-discover

Brands have now been around for a long time. Some have a history of

over 200 years. Often people forget why the brand was invented. Often we can learn amazing things from looking at when the brand was really hot. By looking into the past, at the ‘archaeology’ of the brand we can often re-discover things that are highly inspiring.

— Re-Articulation

By using metaphors we can often express ‘known’ issues in a revealing new light. Try and re-articulate what your brand is or what it stands for in new and different ways.

This is by definition an incomplete list. Feel free to innovate and add to this list. Share what you discover about news ways to answer Question One with the rest of the network.

(17)

EXAMPLES OF HOW TO APPROACH ANSWERING QUESTION ONE — If you are working on a

confectionery brand in Indonesia, talk to a team working on confectionery in another part of the JWT network — develop a generous sharing relationship with your compadres around the network. It is a great way of having an easily accessible source of inspiration. — If you are trying to

understand how your brand could use social media look at how the best brands in the world are harnessing social media to build their profile. — JWT Intelligence generates

a Global trends report as well as regular monthly updates that are available for viewing either on the Stephen King Library or JWTIntelligence.com — use these for inspiration. — Boddingtons: Talking to

brand lovers revealed the strong regional pride that drinkers from the brand’s home (Manchester) had for the brand. Their descriptions of what they loved of the brand were its extreme smoothness, using the word ‘creaminess’. This helped to inspire the idea of ‘The Cream of Manchester’.

— Nobody working on Johnnie Walker in 1999 knew why the brand had a striding man as its logo. Because this was invented in the 1920s everyone had forgotten and the striding man merely existed rather than having a reason to be a prominent part of the brand’s graphic identity. It was then discovered that the original reason to have a striding man on the bottle was because he was intended to communicate the ‘progressive’ nature of the brand — it was meant to appeal to men who were striding forth and achieving great things in life. This led to the identification of the brand idea that Johnnie Walker is all about ‘inspiring personal progress’ and the campaign idea of ‘Keep Walking’. — Brand Toys is a tool

that uses BrandZ and SocialMention research data to generate toy-like imagery of what a brand is and stands for. This can help generate interesting conversations and discoveries about the personality and problems of brands.

(18)

JWT PLANNING TOOLS 16 NOTES

__________________________________________________________________________________

Question One

(19)

The Consumer’s

Buying System

(20)

JWT PLANNING TOOLS 18 The Consumer’s Buying System What is the main purpose of this tool?

Understanding how a brand is bought, used and bought again has always been a vital part of planning. In today’s technologically connected world, the buying process for most products and brands has become more complex. The idea of the Customer Journey is central to a lot of digital planning. Fortunately it is an idea and tool that has been part of JWT planning for over 30 years. Stephen King invented and published The Consumer’s Buying System.

We are bringing it back as one of the key JWT planning tools because it is more important today than ever.

As JWT planners we should all be using the same construct and language to understand and describe the journey to purchase, usage

and repurchase. It may not seem ‘digital’, but as Stephen King wrote: “ The Consumer’s Buying System is the name we use to cover this total process of

buying and using a brand – from the very first ideas about it, to the actual purchase, to using it and beginning the process of buying again.

Since all marketing activities are aiming to reinforce or modify people’s sequences of ideas and actions, the buying system is really the starting point for all marketing and advertising planning.”

It is the foundation for all planning, on- or off-line. It is also a key component in another specifically digital planning tool: The Digital Ecosystem.

The Consumer’s Buying System is a piece of JWT intellectual property. Invented by Stephen King, it is more important and relevant today than ever. You can find his original paper on the Stephen King Library.

As Stephen King observed, this is a crucial starting point for any planning process. It is a core part of the Discovery stage.

The Consumer’s Buying System breaks the purchase journey into 6 key stages: TRIGGER EXPERIENCE BUY CHOOSE SEARCH CONSIDER FIG. 5

(21)

The stages are:

Trigger

What is it that starts the buying cycle? It could be a life event, such as having a baby (for nappies), running out of something, feeling hungry, a birthday or something else entirely. They will differ by category and within purchasers of a single brand.

Consider

What are the options? How do they make a choice? What are the dimensions on which they will make a choice?

The amount and type of consideration that people give to a purchase in a market depends on what their needs, wants and motivations are, as well as the number of options they face. Identify the needs, wants and motivations of your audience.

In some categories the needs and wants are very functional (often healthcare), whilst in others they are much more emotionally based (fashion, hair-care or gift products). Some other categories such as snacks are often impulse-driven with very little consideration. Search

Looking for information about the brand and its alternatives. How much new information or experience will be sought and how and where from?

The extent of the search will vary hugely by category and participant. Is this something they’ve bought before many times? Is it a major purchase like a car or house?

This is a stage that has been revolutionised by the internet.

The accessibility of user reviews, pricing comparison and competitor information has made it much easier to search out much, much more information.

However for a chocolate snack bar, there usually won’t be much search! Choose

Making the choice about what to purchase.

When people choose a brand it is their choice, but it will be influenced by a number of things. These will vary by category and purchaser. In many categories the retailer or salesman may have a big impact. They may not have made a final choice before going to the store to buy – often the case where deals are on offer at the point of purchase.

Buy

Actually buying the product or service. This can be in-store, on-line or on the telephone. It will vary hugely by market – and it may not be the purchase of the brand that they thought they had chosen. Often in mobile phones people will be persuaded by deals on offer in-store.

(22)

JWT PLANNING TOOLS 20 The Consumer’s Buying System One of the key roles communications can play, often overlooked, is to minimise switching away at point of purchase. Where retailers are very powerful, building the brand can help protect price and prevent switching away by the retailer.

Experience

The system does not end with purchase. The experience of using the product or service and the conversations that then take place are vital. Particularly in the digital world where reviews on Tripadvisor.com, for example, have become a vital part of the travel industry.

What happens post-purchase? Is there a gap between purchase and

experience? Are there post-purchase conversations? Is there an after-sales process (as with cars needing to be serviced)?

Experience has become even more important in today’s world. Activities directed to making people become advocates for the brand are increasingly common and important.

The Buying System for different brands and different participants will be different. The system can be done for a brand or a particular set of participants. There may be differences between regular purchasers and first time buyers.

In the examples below there are significant differences between a first time Smartphone purchaser and petrol/gasoline.

For these maingrade fuel purchasers there is no consideration or search. When they need petrol (triggered by the fuel warning light) they stop at the first petrol (gas) station they reach.

This is very different to a first-time Smartphone purchaser. This high-priced and important purchase has many stages with a long and involved Search phase.

.

TRIGGER

Fuel warning light comes on. PETROL/GASOLINE (Maingrade purchaser) EXPERIENCE Drive. BUY

Fill up. Pay.

CHOOSE

Stop at first station. Choose the pump handle for

gasoline or diesel.

(23)

This tool can be used at different levels, with different levels of data and precision. However it is most powerful and useful when used thoroughly. You need to use all the available research, and sometimes commission new research, to really understand how people buy, use and experience your brand.

The first stage is to look at the top level of the system – as in the petrol/ gasoline example above. This establishes the general shape and nature of the system for your participants and brand. At this stage it is still important to be as specific as possible around the key behaviour.

What is the specific trigger for purchasing? The differences may be small but important. The channels, messaging and technology may well be different depending on the answer.

The next level is to identify the behaviours at each stage of the journey. These will be both off-line, such as visiting a store or car-dealer, reading a magazine, and on-line such as reviewing websites, visiting forums, social media or review sites like Tripadvisor.com in travel.

The more detailed the understanding of the buying system and its dynamics, the greater will be the opportunity to identify where

communications can best influence the purchase and repeat purchase of our brand.

The Consumer’s Buying System is not a quick tool to use. It is a very powerful and fundamental piece of planning to do. Only when we

understand how people choose, purchase and experience, can we create TRIGGER

– Contract coming to an end – Lose/break phone – Exciting new phone launched MOBILE PHONE

(First time Smartphone buyer)

EXPERIENCE 1st Week – learning the phone. 1st Month – Using and exploring. Showing to friends 1st year – Using and telling friends about it. SEARCH Ask friends. Research on-line. Visit stores to check tariffs, handle phone. Compare operators. Compare operating

systems. Read magazines. CONSIDER

Do I need to replace my current phone? Can I carry on with what I have now?

Do I need apps?

BUY Go to phone store. Talk to staff. Choose deal

& handset.

CHOOSE Choose a shortlist of potential phones. FIG. 7

(24)

__________________________________________________________________________________

(25)

Net Brain

THEME

A

THEME

B

THEME

C

THEME

D

THEME

E

THEME F FIG. 8: NET BRAIN EXAMPLE

(26)

24 Net Brain

What is the main purpose of this tool?

The Net Brain is a tool that informs a brand’s on-line content strategy.

Where in the process should this tool be used?

This tool is to be used in the Discoveries phase because it brings a broad understanding of what people are finding interesting on the web. This then forms the basis for a more specific discussion around how a brand should engage those people.

It looks to bring judgements about on-line consumer behaviour to bear upon a brand’s on-line content strategy.

The Net Brain tool works by creating an understanding of how people engage with a category on-line — what kind of content is most prevalent and therefore more relevant, and what kind of content is more niche and therefore much less interesting. This understanding then creates a much more informed debate about the different strategies that a brand could employ to create on-line content.

Beware, this tool is time intensive! Do not seek to complete it in an hour or two. It is something that requires a programme of work. But the effort is well worth it!

You will obviously need web access, the faster the connection the better.

So with time and web access, you may begin…

The first part of this process is one of exploration and review of web content for the category that you believe your brand operates in. So if you are looking at Shell, then you will probably look at the category of energy. For Lux, beauty. For Ford, cars, etc.

You will then look on the web at lot of different websites and analytics tools to review content that exists for that category.

The diagram below shows the different areas to look at. It says you should look at how your category is searched, how it is represented in social networks, on video (or photo) sites, how it is written about in blogs, and how the brands themselves from that category are appearing.

(27)

Let’s look at the search area.

Go to the website Google Insights for Search (www.google.com/ insights/search/). Type in the name of your category and you can see how much consumers are searching for the category. It will also tell you the trends over time and geography. Beware that this result depends solely upon the word(s) you use to define the category so you may want to experiment a bit with what you think people would use. (At least make sure you use consumer language, not marketing-speak e.g. ‘beauty products’, not ‘personal care products’).

SOCIAL NETWORKS (e.g. Search facebook and Twitter) SEARCH (e.g. Google insights for search) BRANDS’ WEBSITES (e.g. www.alexa.com) BLOGS

(e.g. Blogpulse) VIDEO, PHOTOS

(e.g. Search YouTube and Flickr)

CONTENT

REVIEW

(28)

JWT PLANNING TOOLS 26 Net Brain Your result suggests the level of interest in that category on-line. A high

number of searches very probably suggests a more interesting category (on-line) than a low number of searches. It is worth comparing your category with others to see the relative scores.

Below is a chart showing the result for two categories; hair (the blue line) and holidays (the red line).

You can see that hair is a higher interest category than even holidays, and becoming even more interesting over time. So you can safely assume that people are very engaged with the hair category on-line. And that means that on-line should play a very major role in how and where your brand appears and behaves.

This is just one thing that you can learn from looking at the search behaviour of people for your brand’s category. If you keep exploring Google Insights for Search you will find more.

This approach should be used for all the other areas too; social

(29)

networks, videos/photos, blogs and brand websites. Use the analytics tools mentioned in the earlier diagram to explore your category’s content. You are aiming to categorise the content into a meaningful, but

manageable number of themes; at least three, but no more. You won’t be able to categorise absolutely everything of course, so look for the main themes that you see. It doesn’t matter if you leave some things out. The next task is to understand how prevalent are the themes of content that you have found on the web. Suppose you were looking at the category of chocolate, you might find a huge amount of content that is about taste, and a small amount of content that is about health, and a tiny amount of content that is about ethical concern. You can then create a sense of which content areas are more important to people than others. The ‘taste’ theme is more important than the ‘ethical’ theme. This is a subjective judgement but it can have a quantitative component to it using the analytics functions you are using.

You can then represent your categories and their relative prominence in the schema on page 23. The more prevalent, the bigger and closer they plot in the bubble-shapes to the brain. (See fig. 8)

Here is an example of a Net Brain completed for the category of hair.

INSPIRATION

OCCASIONS TRENDS HOW TO... HAIR PROBLEMS STYLES MATCHING

NET

BRAIN

FOR HAIR

SOLUTIONS

PRODUCTS SALONS FUN CONNECTIONS PEOPLE LIKE ME

HAIR LIKE MINE

(30)

JWT PLANNING TOOLS 28 Net Brain The hair example on the previous page shows that people are mostly

interested in content on-line that is about ‘inspiration’ or ‘solutions’ because those are the biggest bubble-shapes nearest the brain. They want to consume content that helps them imagine new hair styles or looks, and they want to know how to solve the hair problems they have. Notice how people are not very interested in content about hair that is fun. Hair is serious business it seems!

This analysis now tells any hair brand that the most natural place to engage someone on-line about hair is by creating some content that is about inspirations and solutions, and being near those kinds of environments. Equally it tells a hair brand that it would be unnatural to try to engage someone with something like a game when they are thinking about hair. That doesn’t mean it is wrong, it just means it is content that goes ‘against the grain’.

So with this Net Brain for your category you can make some well-informed judgements about the kind of on-line content strategy your brand should adopt. This is important because there can be no general rules about what kind of content is liked on the web; it varies by

category. It is also valuable to avoid falling into the trap of choosing fashionable on-line content (e.g. defaulting to facebook) rather than relevant on-line content.

EXAMPLE DISCOVERIES FROM NET BRAIN — People looking at tea

content on-line are mostly interested in the theme of ‘product detail’, and are only partially interested in content about ‘how to make great tea’.

— Community content (social media) is not relevant to people on-line who are interested in insurance.

— The most important theme of on-line content for an energy company is community-based social media. — People looking at the

category of washing machines on-line mostly want ‘product review’ content and ‘price comparison’ content. They don’t want ‘technical content’.

(31)

NOTES

__________________________________________________________________________________

(32)

(33)

(34)

JWT PLANNING TOOLS 32 Digital Profiler What is the main purpose of this tool?

In our Discoveries we can too often focus on analogue or off-line. It’s where we tend to have more research, and to be more familiar. But if we are going to make things that are technologically connected we need to create new habits for ourselves. We need to make sure

we get into the habit of understanding people and technology. We need to understand what technology they have access to (not everyone has an iPod, iPhone or iPad), how they feel about technology and what they actually do with it.

This tool is to help create a richer and more robust Discovery Report, with Discoveries that are relevant and essential for the creation of digital things.

This is a Discovery tool. It should be done before the Discovery Report. It will help ensure that when we go into Collision and Make we are working with Discoveries that will give us the spark and knowledge to create great digital ideas.

The tool gives you three categories to look in for Discoveries about your Participants. It asks specific questions about 3 distinct areas: Access, Attitudes and Behaviour. It also directs you to some of the data sources which can help you answer the questions.

ACCESS What can I do? ATTITUDES How do I feel about it?

BEHAVIOUR What do I actually do? FIG. 12

(35)

There are specific questions to answer in each category which are outlined in the following section.

Once you’ve answered the questions and recorded your Discoveries there is an optional second stage that looks at your Digital Profile at a higher level.

The Digital Profiler can be used for different kinds of participants. You can do it for a country, a market or a specific sub-group of participants. The available data sources will vary depending on the level.

For example, at a country or market level, TNS Digital Life is very useful. However it does not capture category or brand usage so

it will be much more limited when looking at those levels. If you are profiling a more specific group you will probably have to work harder to find the data.

You need to use your available data sources to populate each of the three categories with Discoveries.

Finding this data may not be easy but remember to think beyond just the client’s own research.

Think of the JWT tools you have access to: TNS Digital life, Roper Reports, Sonar, BrandZ.

Also use many of the free web-tools to interrogate what your audience is doing, talking about and uploading on-line. A list of these can be found on the SKL, but you should look to develop your own set that is appropriate for your region.

(36)

The questions to ask and likely data sources where you might find the answers:

Start with Access and then work up to Attitudes and Behaviour. Answer as many of the questions as you can about your participants.

The more general questions, such as those about the ‘cultural zeitgeist’ may seem very broad but are important because they ask you to think about what is going on generally in digital culture. Not just about your brand’s website or the category, but what your participants are involved with, talking about and doing more widely. Finding a way to connect your brand with what they are already interested in may be the source of a strong, engaging digital idea.

Finally, these questions are not exhaustive. We cannot capture

every question it is possible to answer. Use the questions as direction of where to look for digital Discoveries. Develop your

own questions and feed them back to us. So we can all learn and develop this tool further.

After collecting the data and answering the questions, you need to collect your discoveries for each category and record them

on the template in the relevant section. You should find Discoveries at each level.

BEHAVIOUR What do I actually do?

What type of general activities do they engage TNS Section B

in on-line and what is the frequency?

What is the wider current digital zeitgeist? Desk Research

(Application, game, start-up, mobile, etc)

What are the particular/ local websites, TNS Section B6 +

social networks and Internet services they use Desk Research

and what is the primary activity on these sites?

How do they interact with brands and why? TNS Section 1 +

Industry/category insights? Desk Research

How do they perceive technology and digital tools? Desk Research

What is their current cultural zeitgeist?

(Overall tone, socio-political landscape, popular culture themes and trends)

What is the outlook on social networks and associated themes? Desk Research

(Transparency, Sharing, Interacting with brands, etc)

What are the key attitudinal trends and themes in the Desk Research

industry/category?

What does ownership of technological devices look like? TNS Media Section S

(Smart-phones, analog phones, computers, tablets, etc)

What is the Internet usage across different devices? TNS Media Section S

What is the Internet penetration in the target region? Desk Research

What (if any) are government rules and limitations? Desk Research

START FIG. 13

(37)

Here is an example of a completed set of questions from Bayer:

Discoveries:

The Digital Profiler for Argentina

ACCESS ATTITUDES BEHAVIOUR

On-line activities and frequency: The most important activities on-line are email

and social networking. Social Media is the most important activity to young adults (61%) and email with adults (40%) News and personal interests also are popular categories.

Digital media consumption habits: On-line people are primarily turning to

the brand’s website (24%) or recommended on a social network (20%) during the path to purchase.

Interaction with category: People are currently mostly learning about OTC

products offline with recommendations and advertising having the most influence. Only a small percentage of those on-line (less than 10%) are interacting with OTC brands on-line.

Comprehension of digital technologies: Since access to digital technologies is

limited and web-enabled device adoption is low, comprehension is limited.

Cultural attitude towards digital: Users may be unwilling to spend their limited

amount of time interacting with friends, rather than brands.

Attitudes towards OTC category on-line: On-line people are open to

recommendations on websites and social networks over digital push comms such as display, but are currently not using these on-line channels for OTC awareness and research for purchase.

Internet Penetration is 66% of the total population.

Usage spans social, info, transactional & entertainment purposes with 74% of young

adults using the web and 63% of adults.

Device ownership primarily consists of PC (81%) and mobile, non-smart phone

(87%) Smartphones are few (15%) and tablets fewer (6%) Connectivity is through fixed line broadband (61%).

Where: Primarily logging on from home (78%), then the internet café (25%) and some

people from work (9%). Only a small population are logging on from their mobiles (6%) and of that mostly young adults.

START START

FIG. 14

(38)

JWT PLANNING TOOLS 36 Here is an example for Brasil:

This example is taken largely from the TNS Digital Life Special Report on Brasil that was shared on the Stephen King Library earlier in 2012. As you can see, Brasil is very engaged in digital and particularly keen to engage with brands. This is a market where we should be looking to create ideas that harness these attitudes and the high levels of PC access. Mobile internet usage is not yet at the levels seen in Europe and the US and therefore we need to be careful about mass participation via mobile.

At this point you can stop using the tool and transfer your new

Discoveries to the Discovery Report. However if you are working with multiple audiences or markets there is another stage of the tool.

The Shape of your Access/Attitudes & Behaviours

This section of the tool is optional. It invites you to lift your sights from the specific questions about attitudes and behaviour to form an overall picture of your participants and their digital lives.

You can think of your pyramid in a graphical way as well as boxes with questions in.

The relative shapes of your pyramid will tell you something about your participants. Think about what it might mean.

Discoveries: Brasil

Brasilians do more of everything on-line than the global average.

The biggest areas of heavy usage are social networking, news and multi-media. 50% talk about brands in social media.

Social networking particularly heavy with 16-20 year olds.

Very engaged with digital (10th in world on TNS Digital Life ranking). Open to engaging with and talking about brands in social media – much more than global average.

Aspirers not interested in using internet – despite high access.

Internet penetration is high via PC. Lower incomes use LAN cafe (internet cafes).

58% use internet on daily basis.

Mobile internet below global average but very strong amongst early adopters. ACCESS

What can I do? ATTITUDES How do I feel about it?

START FIG. 16

(39)

The shape of your Digital Profiler can help provide general direction for the Collision and Make phases as well as being sources of Discovery in and of themselves.

Narrow base: Any shape with a narrow base implies restricted access to technology. This will have direct implications for the technology we can use in creating our ideas and may entail distinct solutions.

For example, in non-3G/low smartphone penetration categories, SMS may be a vital technology for interaction. Or in mobile-first internet markets where PC penetration is much lower, any platform must be designed around primary, frequent access being via mobile rather than PC or tablet.

Narrowing top: Any shape with a narrowing top indicates that although your participants have access to technology, their actual behaviour and attitudes are more limited and functional. This would suggest that high-engagement, high-touch platforms or ideas will be difficult to make successful and that functionality and targeted engagement is a better area for exploration.

Square: A broad access, attitudinal and behavioural group.

This participant group is ideal for a leading-edge, rich technological idea, possibly involving multiple platforms and deep engagement/ co-creation.

These shape archetypes are not set in stone – there may be reasons why your brand or idea needs a different kind of solution. However, looking at the shape of your participants’ Digital Profile may be a source of useful Discoveries for your Discovery Report.

Example:

Discoveries: Brasil A high-access, broadband and advanced

market but with limited attitudes and digital behaviour – like the Netherlands

A massively connected and digitally active audience like South Korea or

digital youth in Japan

Brasil’s access is still slightly constrained, both amongst lower income groups and also with regard to mobile. However, with the exception

of Aspirers, the attitudes and behaviour in digital are very positive. Brasilians want to do more on-line, and as mobile access grows they

will do more in mobile too. An emerging market with restricted

access, and therefore limited behaviour but strong, positive attitudes towards digital technology FIG. 17

(40)

__________________________________________________________________________________

Digital Profiler

(41)

Brand Ladder

What value in life it is

associated with?

What kind of person it

helps you be?

How it helps

you feel?

What it helps

you do?

What it’s

for?

How it’s

made?

What it’s

made of?

Who

makes it?

VALUE

BASED

USER

BASED

BENEFIT

BASED

PRODUCT

BASED

CORPORATE

BASED

(42)

The main purpose of the Brand Ladder is to structure an exploration of what a brand could become.

This tool is to be used in the Discover part because it helps with the upstream positioning of a brand.

Brand Ladder depicts a scale of possibilities for a brand. That scale begins at the bottom with a corporate-based possibility. It then ascends in increasing degrees of ‘delivery’. The corporation delivers a product, the product delivers a benefit, the benefit delivers a user-image, and a user-image delivers values.

It shows that any brand can be positioned using the kind of corporation that it is (eg. Virgin and Richard Branson), or using the product it makes (eg. Google’s Search Engine), or by the benefit it delivers (eg. Kit Kat’s break), or by the user image it projects (eg. Marlboro’s Cowboy), or by the values it represents (eg. Honda’s Power of Dreams).

Firstly, decide where your brand is currently positioned on the Ladder; look at its communication, or listen to its consumers talk about it, or read your client’s documents to decide. For example, if a brand talks about the ingredients that go into making it, then that brand is a product-based brand (perhaps the brand is simply schizophrenic in its positioning which may automatically tell you that it needs greater clarity and consistency).

(43)

Here’s a Brand Ladder for Rolex:

Next, move your brand up and down the Ladder and for each position decide what kind of brand it would become. So, if Kit Kat were to move up the Ladder to become a values-based brand then it would position itself as championing the need for humanity to rest. That would then change a lot of the way that brand behaves and communicates. This will allow you to develop several possibilities for what the brand could be. But how do you decide which one is right? Here are a few pointers:

1. Find a gap in the market. Plot all the competitive brands on the Ladder. If you discover they are all at the bottom of the Ladder then it might be very valuable to choose your brand to be at the top. This would be particularly relevant if your brand has a problem with differentiation. Look at brands in the same sector but from different countries to see how else brands could be positioned.

2. Think about the rational and emotional sides of your brand. The top of the Ladder tends to invite more emotionally–based positionings (eg. Just Do It), and the bottom of the Ladder tends to invite more rationally-based positionings (eg. The World’s Local Bank). If your brand needs more emotion then you might want to consider a higher position, or if your brand needs more substance and credibility then it might need to be positioned lower.

What value in life it is associated with? What kind of person it helps you be?

How it helps you feel? What it helps you do? What it’s for? How it’s made? What it’s made of? Who makes it? VALUE BASED USER BASED BENEFIT BASED PRODUCT BASED CORPORATE BASED Rolex comes from Switzerland Rolex makes expensive watches Rolex watches make you feel special Rolex wearers are successful people Rolex signifies achievement

(44)

3. Think about the international needs of your brand. Brands positioned at the top of the Ladder tend to be based on more fundamental, human emotions. For example, the De Beers brand of diamonds is about love. This is particularly helpful when a brand needs to cross different markets and cultures because those higher emotions will exist everywhere. This is equally accurate for brands positioned at the bottom of the Ladder because what is true about their corporation will be true of it wherever it is. Brands positioned in the middle of the Ladder might struggle with their global relevance as the particular product benefits and user images in one country may not be the same as another. For example, the Rolex brand’s user image of being ‘successful’ is not always relevant in more inner-directed markets like the UK.

4. Think about the need for ‘ownability’. Brands at the top of the Ladder are based on more generic things, and brands at the bottom of the Ladder are based on more bespoke things. For example, Budweiser is most credibly an American brand because that is its obvious provenance. It can justifiably own a position around that equity. If, however, Budweiser wanted to adopt a values-based position at the top of the Ladder about, say, ‘masculinity’ then it would be much harder to own that because many other beer brands could equally talk about ‘masculinity’. Some brands do manage to own positions at the top of the Ladder (e.g. Rolex and ‘success’) but it is a challenge to do so.

EXAMPLE DISCOVERIES FROM THE BRAND LADDER — All telecom brands talk

about the benefits of the service (e.g. price, speed) but none of them talk about who they are as a corporation.

— Lux could occupy a much higher position on the Ladder if it used the value of ‘beauty’, rather than just ‘cleansing’.

— Japanese bank brands position themselves at the bottom of the Ladder, but American banks position themselves at the top.

(45)

NOTES

__________________________________________________________________________________

(46)

(47)

(48)

The main purpose of Brand Toys is as a data visualisation tool. But it can also inject fast but informed stimulus into thinking about brand strategy.

This tool is to be used mainly in the Discover part because it is about top-line information about how a brand is perceived.

This tool works by making quantitative research data about brands very accessible; it is free, it takes seconds to access findings, it can be accessed from anywhere, it is visualised. The data is about the personality and on-line buzz about brands.

Brand Toys draws data from Millward Brown’s Brandz study and from Social Mention (www.socialmention.com) and represents that data in the form of Toy figures. The physical characteristics of the Toy are determined by the data. All the brands are consistently created against the same design logic and so they are comparable with each other. It is these comparisons that provide the greatest value from this tool. The tool is particularly well suited to making geographical comparisons — how a brand varies across countries.

Brand Toys is not a tool for deep brand thinking, it is best used as a quick reference tool. It is a bit like www.brandtags.net or Wikipedia. Remember that the data behind it is very robust.

Use it when you want to get a quick sense of a brand’s personality, or how it varies across countries, or how it compares with another brand.

This can be useful for audiences that want a more entertaining representation for brands than just bar charts and spider-graphs. It can also create great visuals to represent brands that you can use to put in your presentations. Simply export your Toy as a pdf file or a jpeg file and put into your Powerpoint charts.

Logon to www.brandtoys.com and read the ‘About’ section to see the design logic behind the Toys.

Explore the tabs at the top of the page. You can find a brand and its Toy, you can compare Toys, you can look at a Toy from different countries…

(49)

EXAMPLES FROM BRAND TOYS

In the visuals below look at how McDonalds is a very consistent Toy across the world, but Burger King is inconsistent. This tells you that McDonalds is probably doing similarly well across the world, but that Burger King is having much more varied degrees of success. Does Burger King need more specific marketing for each country to react to the specific local issues? Should McDonalds run a global campaign given that it is so similarly

successful everywhere?

(50)

JWT PLANNING TOOLS 48 .

FIG. 21: LOC AL BURGER KING TOYS 2010

(51)

NOTES