Where you’re from influences what you say!

Where people are from makes a difference’and likely skews their contributions to collaborative or VOC  systems.

A couple of years ago someone asked me if I was from New York.  The fact is I’m from Chicago but I think I understood what they were saying’I speak like I know what I’m talking about; I know what I want’and probably I intimate that I’d like it right now (please).  

The fact is when you ask your customers what they think their responses may be skewed in tone depending on where they’re from.  Let’s remember voice of the customer response collection systems’in fact any collaborative technology, is still a form of social network and the interactions occurring there should be interpreted with a tempered understanding of the social backgrounds of the participants.

It doesn’t mean you shouldn’t believe them nor accept rudeness nor push for more than what you’re getting.

It just means you should at least consider where any given comment is ‘coming from’.

The USA reflects three different attitudes
For instance people from the US can be divided up into three regions with somewhat predictable responses. 

Those in the Midwest, Great Plains, and Deep South can be relied on to be ‘people who are, on average, conventional, friendly, sociable, compliant, and emotionally stable.’ Just like the voice of the newscaster, you can expect responses to questions to come through on an even keel.  ‘Gee Whiz!  Us folks from Chicago go to bed early!’

Those primarily from the Western portions of the country are ‘people who are, on average, creative and relaxed, reserved, and perhaps somewhat socially distant.’   Their responses can be expected to be leavened with a friendly frankness.  ‘No problemo, mi amigo!’


Lastly those folks from the Northeast can be counted on to be ‘people who are, on average, irritable, impulsive, and quarrelsome.’  So don’t be surprised when their frankness is less than friendly, it’s just their nature.  ‘Beep Beep’Move it!’

Extreme Weather can produce Rich Innovators!
I manage the idea management group on LinkedIn and a big chunk of the LinkedIn groups I belong to have something to do with Innovation.  So together with my work (which is international in scope frequently) I get to talk to people interested in Innovation from all over the world.  A couple of years ago I noticed a high percentage of innovative people coming from The Netherlands.

I was motivated to ask a couple of these folks why that was.  Predictably the answer I got was something on the order of ‘it’s cold here so we spend a lot of time in doors thinking, talking and drinking beer’.  I don’t think that’s quite it.

Studies do show those both affluent and from demanding climates (cold or hot) have the most freedom and opportunity.  Because of this they tend to be open minded and are comfortable seeking risks.  They’re creative thinkers who are happy to share their opinions.

Where you’re from makes a difference.
We all work to have a social media ‘voice’.  Sometimes the collaborative contributions we read in news feeds are affected by the geography of the contributor.  Don’t take offense at the tough guy from New York; don’t think the guy from California is slack; don’t be surprised to get a bunch of creative thought from wealthy people in either Denmark or Saudi Arabia.  Just like Real Estate, when it comes to the Voice of Your Customer the three top important attributes might just be location location location.

Rentfrow, P. et al., ‘Divided We Stand: Three Psychological Regions of the United States and Their Political, Economic, Social, and Health Correlates,’ Journal of Personality and Social Psychology (forthcoming).
Van de Vliert, E., ‘Climato-Economic Habitats Support Patterns of Human Needs, Stresses, and Freedoms,’ Behavioral and Brain Sciences (October 2013).
 

Ron Shulkin blogs, researches and writes about enterprise technology focused on social media, innovation, voice of the customer, marketing automation and enterprise feedback management.  You can learn more about Ron at his biography web site:www.shulkin.net. You can follow him Twitter. You can follow his blogs at this Facebook group.  You can connect with Ron on LinkedIn.   
Ron Shulkin is Vice President of the Americas for CogniStreamer??, an innovation ecosystem. CogniStreamer serves as a Knowledge Management System, Idea Management System and Social Network for Innovation. CogniStreamer has been rated as a ‘Leader’ in Forrester’s recent Wave report on Innovation Management Tools. You can learn more about CogniStreamer here http://bit.ly/ac3x60 . Ron also manages The Idea Management Group on LinkedIn (JoinHere).

Create Unforgettable Customer Experiences like Disney

Since 1923, The Walt Disney Company has been delighting its customers with an enchanting and diverse approach to entertainment. As the envy of marketers across the world, the Disney brand has become a global household name with a mass of dedicated followers of all ages. 
So how exactly does Disney do it? Simple: It focused on the customer.
For years, Disney has worked to really understand its customers and to develop a culture that is centered on the creation of great customer experiences. In today’s competitive marketplace, great experiences drive brand advocacy and revenue improvements.
The Disney customer experience can be replicated, enabling retailers to leverage experiences as catalysts for improved advocacy. The key to replicating Disney’s customer experience is to place the customer at the center of brand culture. By reorienting the brand around customers’ needs and emotions, catering to these preferences, and igniting positive emotional bonding, retailers can achieve outcomes like Disney’s.
By following Disney’s lead, paying attention to the details that matter, retailers can develop customer experiences that wow consumers and differentiate their brands.  According to Retail Customer Experience, here are some ways to make your customer experience as unforgettable as Disney’s:
Show Clarity. Retailers often try to create a first-rate customer experience according to their pre-conceived notions instead of gathering customer feedback. But, the creation of the customer experience must begin by asking the right questions and identifying elements that hit home with consumers. These insights will allow you to use customer intelligence to design a customer experience strategy that reinforces your brand’s appealing qualities.
Amplify Strengths. After you have determined how the customer experience should feel to customers, then you must amplify the volume of your brand’s most desirable characteristics. By magnifying the traits that make your customers feel good about buying your products, you can better align the customer experience with customers’ needs.
Image via dailypix.me

Engage Employees. Employees play a key role in the execution of customer experiences. Like Disney, it’s important to empower your workforce to forge connections with customers around targeted dimensions of the customer experience, equipping them with insights about what draws consumers to your brand.
Outperform Expectations. Great brands go above and beyond for their customers.  In many cases, value-added products enhance the customer experience and play a role in differentiating the brand experience from the competition.
Create Connections. Disney knows how to build long-term, personal relationships with its customers. By understanding customers on a personal level, the brand has converted scores of satisfied customers into brand advocates.
Overall, Disney’s success comes from its ability to create customer experiences that reflect the needs of audiences. By developing a deeper understanding of your customers through feedback mechanisms, you can dramatically improve the impact of your customer experience strategy.

About the Author: Amanda Ciccatelli, Social Media Strategist of the Marketing Division at IIR USA, has a background in digital and print journalism, covering a variety of topics in business strategy, marketing, and technology. Amanda is the Editor at Large for several of IIR’s blogs including Next Big DesignCustomers 1st, and ProjectWorld and World Congress for Business Analysts, and a regular contributor to Front End of Innovation and The Market Research Event,. She previously worked at Technology Marketing Corporation as a Web Editor where she covered breaking news and feature stories in the technology industry. She can be reached at aciccatelli@iirusa.com. Follow her at @AmandaCicc. 

Your Brain On Football

It’s kickoff time. And whether it’s played at high schools,
colleges or in NFL stadiums, football is increasingly becoming America’s game.
Women now make up 44 percent of the NFL fan base, for example, and last season,
the sport drew in a record number of Hispanic viewers as well. The game is even
a hot export, with four teams scheduled to compete in England this season. That
means that marketers are using more football imagery (and across more
categories) than ever: Sabra Hummus, in the hopes that the gridiron can make
chickpeas seem macho, is now the official dip of the NFL
For those of us who study the emotional centers of the
brain, though, the real game is in decoding why there is a growing fascination
with a decidedly primitive pastime: Winning requires speed, guts and
bone-crushing power.
In general, spectator sports get their emotional appeal from
a very basic human drive’the need to shape an identity that lets us belong to
one group, while differentiating us from others. (Like when we threw rocks at
rival tribes thousands of years ago.) But because we’re civilized now and can’t
engage in that kind of bloodthirsty bonding, sports provide a very interesting
and emotionally useful release. They allow us to explore and engage with those
primal areas of identity that we may be unable to express in the real
world. 
In the case of football, it’s a very particular mode of
vicarious identification: The ritualized conflict of the game provides an
outlet for our personal desires to be aggressive and emerge triumphant. It
provides as well an important outlet for sublimating all of the slights and
injuries we suffer in the real world, but can’t do anything about directly. We
may not be allowed to knock irritating coworkers to the ground. But our beloved
Giants (or Vikings, Broncos or Bears) can.
Of course, all sports are ritualized conflict, to a degree.
But because football is more full-throatedly physical, it’s more emotionally
visceral. (My apologies to those who have been body slammed in basketball
games.)  In fact, football is probably
the closest thing we have to a modern day form of the gladiatorial contest ‘
the popular (so we hear) spectator sport for our ancestors.
Affiliation with the local team of football warriors is so
powerful for some people that it spills out beyond weekend games. They express
their feelings of belonging through bumper stickers, tattoos, team jerseys, and
house flags (I keep waiting to see motorcycle helmets.)
 
Sports team loyalties also provide strong social signal value,
as we become members of a ‘club’ of those around us who like and follow a team.
The explosion of fantasy leagues has created a new level of fandom, where we
actually get to manage teams, as well as watch them.
Women join the huddle

The emergence of women as a key fan base for the NFL,
though, is even more fascinating. Women’s roles have evolved, moving from historic
social pressures to seem (if not actually be) submissive, into a modern social
context that allows ‘ or even encourages — being increasingly assertive.  Football provides another place for women to
swap out the old fashioned pacifist, nurturing role and try on something a
little different.
This piece of cultural evolution has an interesting double
edge: at the same time that football is having an impact on women’s changing emotional
lives, women’s emotional orientation is influencing the culture of football.  Women’s increasing involvement in football
(both as activist parent and as spectator) is very probably implicated in the much
greater attentiveness in football at all levels to its risks, especially
concussions and the role they play in serious brain injury.
While some people may lament what they see as a sissification,
(I concede it was probably fun to watch guys with swords compete in pits
thousands of years ago, too.) having spectator sports that bring both sexes
together in a continuously evolving ‘modern gladiatorial game’ is probably an
emotionally desirable outlet for modern life.
So let’s salute the arrival of another football season ‘
giving us a great opportunity to cut loose when we need to and give the ‘bad
guys’ some serious pushing, shoving, and a good taste of the dirt.  Our vicarious victories will as always have a
thousand fathers (we really annihilated ‘em!) while our team’s defeats can remain
orphans (the bums just couldn’t get it together.) And then of course there’s
that Seven Layer Bean Dip’
About the Author:
David Forbes holds a Ph.D. in clinical and cognitive psychology from Clark
University, and was a member of the faculties of Harvard Medical School
Department of Psychiatry and the Harvard Laboratory of Human Development before
beginning his career as a business consultant. He founded Forbes Consulting
over 20 years ago as a strategic market research consultancy dedicated to
creating business advantage through psychological consumer insights. He has
since built Forbes into a major resource for scores of major corporations in
the CPG, Financial Services, and Pharmaceuticals industries, domestically and
internationally. David is the creator of the MindSight?? emotional
assessment technologies, a suite of applied neuropsychological methods for understanding
consumer emotion and motivation, without the distortions of conscious editing
and self presentation.  

The World’s Best Insight Event Tackles Media Engagement

A week ago, The Market Research Event broke records, nearly 1,300 research and insights professionals were in attendance. The number of connections made and best practices shared was legendary… it truly was the “World’s Best Insights Event.”

Now, we’d like to introduce you to the newest addition to the TMRE family, The Media Insights & Engagement Conference, developed with the same commitment to quality and dedication to driving the industry forward.

The Media Insights & Engagement Conference will unlock new insights to drive growth and influence smarter decision making, specifically as it relates to media engagement. Program highlights include:

‘ 9 World-Class Keynotes Take the Stage, including:
o Elizabeth Ellers, Executive Vice President, Corporate Research, Univision Communications
o Tom Ziangas, SVP Research, AMC Networks
o Jack Wakshlag, Chief Research Officer, Turner Broadcasting Systems
o Jeffrey Graham, Global Ad Research Director, Twitter
o Fred Leach, Head of Measurement Research, Development & Partnerships, Facebook

‘ 35+ Sessions to Choose from, giving you the power to create your own agenda. Choose the sessions YOU want to learn more about, and move freely between the 3 concurrent tracks as much as you like

‘ 40+ Cross-Industry, Media Insights & Engagement Experts share best practices and what’s on the horizon from our industry. Hear from A+E Networks, Netflix, Redbox, Warner Bros., AMC, Viacom, Time, WE tv, National Geographic, ESPN and more

‘ 0 Commercialism from the Platform

And much more. Download the brochure for the complete agenda and session descriptions.

75 Slides

Today’s post comes from TMRE Guest Blogger, Katie Clark. She is also known as @InsightsGal on Twitter and is a client-side market researcher, project manager, and social media maven.  

A resounding theme we heard again and again at #TMRE13 this year was “no more 75-slide decks.”  In many of the sessions we also heard “there needs to be a tailored approach depending on your audience.” 

I know, I know, not earth-shattering insights, but apparently the industry needs to hear this as I saw lots of heads nodding and sheepish looks when those 75-slide deck reports were mentioned. 

As an aside – we’re obviously all crazysmart if a 75-slide report is the easy way out!

But back to the topic. It’s hard not to want to be everything to everyone, and deliver all the data and insights that someone may ever need. But if you aren’t considering your audience and delivering insights in a format that works for them you’re going to lose them…and you both lose out: they don’t ‘get’ your insights and you lose your audience.

We heard several different alternatives to the 75-slide deck at #TMRE13 including: 

-A ‘Top 5 Insights’ mobile-optimized infographic (mentioned by Sarah Ryan of TNS and Ramona Harvey of eBay

-Workshops workshops workshops (mentioned by Kate Pomeroy of Pernod Ricard USA and Dorothy White and Leigh O’Donnell of Mars Petcare

-Inviting the client to take part in the research, and their takeaway is their experience, not a slide deck (mentioned by several speakers

As mentioned above, know your audience (apparently we need reminding of this!) and determine what resonates with the right- or left-brain thinking of your audience. The manner and method that you present your findings to your CFO and his team will (hopefully!) be different than how you would present your findings to your magazine’s editorial team. 

While we’re on the topic of data delivery and reporting, I want to reference a research report that recently came out from Confirmit.   

Confirmit recently released the results of their 9th Annual MR Software Survey in which they noted the findings as ‘one step forward, two steps back’.  Backwards in terms of survey length not conforming quickly enough to mobile and companies’ waning commitment to panel quality.  Forward in terms of new data collection methods.  

However, what caught my eye in the findings was the following:

‘The survey also found another backwards step for MR agencies. They seem reluctant to move away from Microsoft PowerPoint during the reporting phase, in spite of the clear benefits of using digital dashboards, interactive analysis and online static reports. Indeed, there has been a surge in the use of Excel as researchers strive to provide clients with reports that can be manipulated.’

However, in keeping with the ‘know your audience’ theme above, do clients want reports that can be manipulated? Is it really a ‘backward step’ to be using PowerPoint? To me it’s less the tool (I’ve seen good and bad PowerPoints, as have we all) and it’s more delivering what will resonate most with the audience. If the audience finds comfort and familiarity with slides to better ingest insights, then go with that. If your audience is hungry for data they can manipulate themselves, then go with the reports that Confirmit mentions above. 

So, are you keying in to the data delivery needs of your customers, and how are you meeting those needs? Is what you’re providing enough, not enough, or too much/data overload? Make sure you’re asking those questions often and really listening.  

From my perspective, I’m always open to integrating new data delivery methods if they meet my clients’ needs better than what I’m currently using. I’m also completely fine with PowerPoint as long as it’s used well to tell a story.  
_______________

More about Katie: Based in Portland, Maine, Katie is the Senior Research Manager at Diversified Business Communications, managing a team of skilled researchers busy gleaning insights for products around the globe. She has worked with companies large and small in industries such as software, seafood, fragrance and entertainment to help companies move their business forward supported by actionable insights derived from market research. She loves to find the story in the numbers and is passionate about bringing the ‘Voice of the Customer’ inside the organization. Active on social media as @InsightsGal, Katie actively tweets and blogs about the market research industry. The opinions expressed here are her own and not those of her employer.

Capturing future opportunities at FT’13

Attention Brand Strategists, Designers, Futurists, Trend Spotters, Directors of Insight, Foresight, Innovation, Marketing, and Market Research – your chance to join a New World Re-Imagined is slipping away.

In less than a month, all those charged with Future Planning will unite at Foresight & Trends 2013 (FT’13) to embark on a career changing journey that will translate visionary knowledge and exploratory experiences into future business opportunities and growth.   FT’13 has already achieved record breaking attendance. Register today to secure your spot.

It’s all about the HOW not the what. Find out how FT’13 is relevant for you: Download the agenda to see the speaker faculty along with full detail on Contextualization sessions, Implementation workshops and Exploratory experiences which cater to the specific needs of YOUR role: Market Research and Insights, Innovation, Trends and Futuring, Brand Strategy and Design, Marketing and Strategy.

EXCITING NEW ADDITIONS TO THE PROGRAM

- Macroforces & Trends: Shaking Up the Rules for Success 
Tom LaForge, Global Director, Human & Cultural Insights, The Coca-Cola Company
- Better, Not More: How Foresight Can Help Unlock New Value
Manoj Fenelon, Futurist, PepsiCo
- Cocktail Reception hosted by The Ipsos SMX Salon Session, immediately following the Downtown Art Walk 
- Leveraging Social Analytic Technology to Solve Global Humanitarian Issues.  Michael Kim, Managing Director, Ferrazzi Greenlight
- Plus, a special dance performance from: Deena Thomsen of Axiom and Nina McNeely of WIFE

Take your conference experience to an intimate level, brainstorm and network with industry thought leaders during this invitation only lunch. Join Tom LaForge, Global Director, Human & Cultural Insights, The Coca-Cola Company; Richard Weiss, Global Brand Anthropologist and Futurist, Geometry Global; and others – Space is very limited please be sure to register and RSVP today!

FT’13 – The antidote to conventional learning.  This is YOUR invitation to uncover and capture new opportunities and ensure future business relevance.

Who’s Attending the International Shopper Insights in Action Event

The industry has spoken, the word is out, now more than ever before…. Shopper Insights in Action is the OFFICIAL Voice of the Industry. The International Shopper Insights in Action Event offers more global, cross-market perspectives than any other industry event in Europe enabling you to drive basket growth at retail.

 
Participating companies include:
Advantage Group
Akzonobel
Altia Plc
Amrest
AnadoluEfes
Arla Foods
Bacardi-Martini
Beiersdorf Ag
Blue Lemon Qualitative Research
Britvic Soft Drinks
Campofrio Food Group
Colgate Palmolive Europe Sarl
Coop Danmark
Danone
DashboardVision Ltd
Dunnhumby
Eldorado
Energizer
Ferrero MSC GmbH & Co KG
Ferrero S.A.
Ferrero SPA
Fjordland
Flixmedia
Foodcorp Proprietary Ltd
Frieslandcampina
G2 Emea
General Mills UK Ltd
Geometry Global
GfK
Gfk Shopper & Retail Strategy
GlaxoSmithKline
Gratterpalm
Groseri Market
GSK Halfords Uk
Heineken International
Henkel
Incontext Solutions
Ipsos
Join the Dots (Research) Ltd
JT International SA
JTI Marketing & Sales
JWT
Kantar Retail
Kerry Foods
Kimberly Clark Corporation
Kosmelita
Loftice LCC
Mars
Mars Chocolate Russia
Mesh
Metro Cash & Carry Romania
Metsa Group
MMR Research Worldwide
Mondelez International
Nestl??
Nexium Customer Solutions
Nicoventures Ltd
Nielsen
Nokia
NORM Research
Omega Pharma Manufacturing GmbH & Co. KG
Omega Pharma NV
PepsiCo
Pepsico Netherlands
Perception Research Services Intl
Perfetti van Melle
PMR Ltd Sp zoo Procter & Gamble
Procter & Gamble Europe
Prophet
Red Dot Square
Research Now GmbH
RWTH Aachen School Of Business And Economics
SAB Miller
Samsung Mobile
Samsung Telecommunications
Sanitarium Health & Wellbeing Co
Sanoma
Sensory Logic
Shopitize
Stabburet AS
Tesco Czech
The Coca-Cola Company
The Futures Company
The LEGO Group
The Silver Spoon Company
The University Of Oxford
TNS
TNS Aisa
TNS MIC
TNS Retail & Shopper
TNS Sofres
Tobii Technology AB
Trendwatching.com
Triad Retail Media
Twentieth Century Fox Home Entertainment
Unicer Bebidas SA
Vision Critical
Vitana AS
Vivid Brand
Warburtons

 
Delivering more proven value than any other event in existence:

‘ 92% of attendees are Manager Level and above
‘ Tackling key themes for all stakeholders
‘ Concentration on strategic selling, category leadership, decision marketing and shopper analytics
‘ Never any commercialism from the podium
‘ 75% of attendees are client-side
‘ 133% more retailer and 49% more FMCG companies in attendance than last year
‘ More than 35 countries represented
‘ The innovation hall is where business gets done
‘ The best minds in retail and FMCG interact around the best content from across the EMEA
‘ The focus is always on the future
‘ Relevant, unbiased content from industry authorities
‘ The content is always action-oriented
‘ The main stage is always legendary…12 new keynotes

Download the brochure for full agenda and speaker details, save 15% off the standard rate when you register.

Still not sure? See what your peers are saying about Shopper Insights in Action here.

Personal Data: Revolutionizing Our Professional Lives

Wearable computing and augmented reality will reveal our
lives to the world, and change every aspect of our working days.
You’re at work, reading a dashboard displaying data from the
tracking device you’ve been wearing to improve your health. Your sleeping,
eating and exercise habits have improved, but you’ve noticed a worrying
pattern. Every day from 2-2.30pm, for the past two months, your wristband
device has indicated increased levels of stress, as measured by perspiration.
The dashboard notes changes in your “little data”
‘ granular information about your health ‘ and lists potential diagnoses so you
can take action. In this case, stress could lead to hypertension and high blood
pressure. Looking at your calendar, you realize why those 30 minutes are
fraught with such tension. Your new manager ‘ we’ll call him Bob ‘ demeans you
during daily meetings, comparing you to colleagues in an attempt to raise
productivity. Visible on your screen are the results of his tactics: they’re
undermining your efforts to improve your health.
Two weeks later you’re standing with a group of colleagues
in your CEO’s office. You produce a report showing three months of data proving
you’re all suffering similar, adverse health effects. Timestamps indicate
tension spikes directly correlating to visits from Bob.
“If Bob stays on as a manager, our health premiums will
rise dramatically next year,” you say to your CEO. “More importantly,
unless things change, we’ll all need to look for new jobs based on a simple
fact as laid out in that report.” You pause for effect.
“Bob is killing us.”
We have the technology
This scenario might sound futuristic, but isn’t as
far-fetched as it seems. Someone at your office is probably already using a
Fitbit or other wearable device that tracks health or other behavior. No longer
a nascent sector occupied solely by Quantified
Self
 enthusiasts, Dow Jones estimates the health-sensor market to
surpass 400m devices and $4bn by 2014. The technology is already here; it’s
mainly privacy and protocol challenges that prevent the above scenario from
happening today.
In fact, the dashboards, data output and health correlations
described are standard for today’s wearable sensors. Many organizations already
are beginning to use them to help improve employees’ health and wellbeing while
lowering healthcare premiums.
It’s a trend that’s bound to make individuals less cavalier
about how they currently share personal data. After all, health information
holds intimate details that affect our economics, not just our privacy.
What’s more, the vapor trail of data we’re leaving about
ourselves will soon be visible on devices we’ll wear over our eyes and ears. In
effect, we’re becoming transhuman ‘ using technologies to enhance physical or
mental capabilities to the point where people and machines effectively become
one.
We’re essentially at that stage now, via ubiquitous
smartphones. We’re just under the illusion that, because these devices aren’t
part of us physically, they don’t control us.
The transhuman
employee

But technologies in the works today would integrate man and
machine even further. In August, Google filed a patent for an
advertisement-based system called Pay Per
Gaze
. Used in conjunction with a head-mounted device like Google Glass, the
company hopes to charge advertisers when people wearing the device look at
their ads. The patent also describes the next phase of the technology, “pay
per emotion
“, where pupil dilation or other physiological responses to
advertising stimuli would be measured in real time so Google can monetize your
responses.
Instead of advertisements, devices in the workplace could
monitor people’s faces for visual cues to track employee sentiments throughout
the day. Not engaged in a meeting? Your device could send a
“see-mail” to your boss indicating your blood pressure slowed during
a presentation indicating boredom.
Eye tracking could also be used to see if someone’s gaze
lingers inappropriately on the body parts of a colleague ‘ leer too long and
your data could appear in court. Whatever the behavior, the vapor trails we
leave at relating to our emotions, health and character will soon be visible in
ways they never have before.
While this type of work-based tracking may seem creepy,
people are already measuring themselves for these types of insights. So the
push to use these tools and methodologies is more likely to come from employees
who don’t want to stop using their devices during work hours than from a
C-suite mandate.
“I have no doubt these types of things will
happen,” says Brian Wassom, an expert on augmented
reality law
 and a partner at Honigman Miller Schwartz and Cohn LLP, a
Michigan-based international business law firm. “People could also wear
clothes with sensors to know which parts of their outfits are most appealing so
they can gauge their wardrobes accordingly.”
Your brain at work

This data could also be used to make work life more
sustainable. For example, Neumitra, a Boston-based company, is developing
wearable and mobile technologies that monitor the effects of stress on the
brain’s health and performance. The technologies aggregate health data to
provide insights about when employees are at their best or when they need a
break.
Neumitra’s work is proving that working smarter means
recognizing the fundamental limits and power of the greatest asset that
knowledge workers possess ‘ their brains. Neumitra founder Robert Goldberg
explained:
“The number of hours a truck driver can be on the road
is strictly limited, but staff at hospitals are pushed to work an insane number
of hours and still be expected to be at their best.”
Real-time data showing the balance of working efficacy and
wellbeing could help leaders recognize when employees ‘ and their productivity
‘ would benefit more from a protein shake or a nap than longer nights at the
office.
Rewards-based tracking provides another positive way for
organizations to introduce these methods to employees. Take Allstate’s
Drivewise App as a precedent. It monitors customers’ driving, alerting them of
higher-risk behaviors and rewarding safe drivers with lower insurance rates.
Drivers might’ve been expected to baulk at the idea of having their cars
monitored, but the offer of lower rates ‘ seven out of 10 drivers save money
through the program ‘ has attracted volunteers.
Similarly, offering rewards for improved behavior ‘ on a
voluntary basis ‘ will be a primary way to make employees feel comfortable with
sharing their personal data in the workplace.
A data with destiny

It would be a mistake to think that devices revealing data
about health and behavior can be kept out of the workplace. As more people
monitor various aspects of their health ‘ from cholesterol levels to their
number of steps each day ‘ data is getting personal. It’s inevitable that
you’ll soon see the impacts at work.
As these technologies and data become increasingly available,
transhuman resource departments ‘ in which human resource professionals help
navigate the intersection of carbon and silicon in the workplace, balancing
workplace productivity and ethics ‘ will become standard.
The scenarios involving sensor-enabled devices and
augmented-reality-visualization tools are endless. But now is the time for
organizations to establish protocols regarding privacy, ethics and etiquette
that make sense for their stakeholders. It’s best to develop a vision for
handling these issues now; otherwise, when the day of this data arrives, you
may not like what you see.
About the Author: John
C. Havens is the founder of The
H(app)athon Project
 and author of the upcoming book, Hacking Happiness ‘ Why Your Personal Data
Counts and How Tracking it Can Change the World
. John will also be speaking
at The
Future of Consumer Intelligence
, May 19-21, 2014 in San Francisco, CA. To
learn more about FOCI 2014, click here: http://bit.ly/GOzmEn

Live from #TMRE13: Learning from Meaningful Brands

Nigel Hollis, Chief Global Analyst at Millward Brown began the session speaking about The Meaningful Brand and how quickly our brains react to information due to instinct.  

In fact, he said, it only takes 1/20 of a second to decide the appeal of a web page.

He went on to discuss the 3 basic types of mental associations which create a meaningful brand.
1.  Emotion
2.  Knowledge
3.  Experience

And then, the stellar panel discussed a bit about how they’ve been able to create meaningful brands:
  • Brenda Armstead, VP Global Strategic Insights at Johnson & Johnson —  Neutrogena
  • Ellen Zaleski, Director of Consumer Planning at Diageo – Johnnie Walker
  • Mike Quinta, Director Strategic Insights Global Brands — Lay’s 
The key themes were:
  • Foundation – understanding who and what the brand stands for 
  • Communication – stay focused 
  • Shelf space (if applicable) – keep it and expand it
  • Key stakeholders – keep them aligned

April Bell is Principal and Founder of April Bell Research Group, a boutique, full-service marketing research firm, committed to delivering fresh insights you can act on! Learn more at aprilbellresearch.com.