Tag Archives: Keynote

Unilever Reveals New Rules to Identifying Insights

The shopper’s journey to purchase is not linear. The reality
is that people move in and out of moments where they serve as the shopper, the customer
and the consumer. Having multiple channels to support these moments is what
creates a seamless experience. As retailers and FMCGs, we have to depict the
total shopper journey-in the right moment, with the right message, and at the
right place.
As the shopper journey continues to evolve, what are the new
rules for identifying insights? Find out at OmniShopper
, formerly The International Shopper Insights in Action Event.
November 11 – 13, 2015
Paris, France
about the new rules of identifying insights with Unilever:
Changing Shopper Realities: New Rules for Identifying
Vijay Raj, Vice President, CMI, Research Innovation, Media
& Shopper Insights, Unilever:
Today success is connecting with your OmniShopper throughout
the route to market, understanding and measuring shopper behavior, and
providing the right experience. During this keynote, Vijay will address the new
rules to identifying insights. Where do insights come from? What is the role of
insights? What does it mean for how we gather
the full agenda here: http://bit.ly/1UiCKs9
OmniShopper International offers you all-new expertly curated
content, extraordinary keynote speakers, in-depth track sessions,
brand-retailer collaborative think tanks, interactive workshops, and a retail
store tour designed to disrupt your day job. You will be granted unscripted
access to experts who can fast-forward your understanding of total shopper
behaviour and predict the next new path to purchase.
Join us in November to uncover the future of retail and
changing shopper realities.
today with code OMNIPARIS15LI and get $100 off current rates: http://bit.ly/1UiCKs9
The OmniShopper International 2015 Team

The 2012 International Shopper Insights In Action Event – Last Chance to Save ??300!

Real innovation comes from uncovering real insights. Understanding needs, purchasing behaviour and changing lifestyles of your consumers is critical to being able to deliver on their future needs. It requires the collaboration of the entire customer team – from insights creators to marketing folks to category management leaders.

100% focused on the collaboration to drive the action, The International Shopper Insights in Action Event experience brings together the right mix of stories and experiences offering a diversity of expertise:

‘ Uniting more than 35 countries and 300 attendees to explore, debate and respond to the evolving shopper ecosystem
‘ Content you can count on by the leading minds in shopper research, marketing and category management
‘ The right mix of keynote speakers offer you the growth and diversity you need to power the next great phase of shopper-marketing excellence
‘ 100% all new business cases, never repurposed or repeated
‘ The right people – 70% of our attendees are from FMCGs and mega retailers

The only thing that rivals the Shopper Insights in Action 2012 visionary keynotes, thought provoking speakers and jam-packed agenda is the networking. It’s where relationships are strengthened. See for yourself in this new and exclusive video below from The International Shopper Insights in Action event.

Download the programme to see the full speaker faculty and agenda details. Last Chance to Save ??300 ends this week – Register by This Friday, August 3rd, 2012.

Lead up to the IIR TDMR Interview with Dr. A.K. Pradeep of NeuroFocus

This post is co-posted with Greenbook.

Next up in our series of interviews with presenters at the Technology Driven Market Research event (May 2-3, Chicago) is the Keynote Speaker: Dr. A.K. Pradeep, CEO of NeuroFocus. I was going to sit on this one for a bit longer, but based on the huge response to my post on the ARF NeuroStandards initiative it seemed like a good idea to go ahead and post it. We touch on the topic of the ARF program during the interview and getting a direct perspective from one of the key players in the debate strikes me as useful.

Dr. A.K. Pradeep and his lovely assistant showing off the new Mynd mobile neuromonitoring headset at the ARF re:Think 2011 Convention

Since I am tying this interview into the ARF post it seems only fair to give other stakeholders a chance to be heard too. With that in mind I have reached out to Keith Winter, CEO of Emsense and to Ron Wright, CEO of Sands Research to conduct interviews with them as well. Hopefully those will be forthcoming soon and will add to the dialogue on this important topic.

Now, how do I introduce Dr. Pradeep? I met him in 2009 in Cairo when I had an opportunity to spend quite a bit of time with him and his team during a Nielsen event I was attending. My impression of him was that he was part PT Barnum, part Carl Sagan, with a dash of Bollywood flair, a bit of Steve Jobs and a whole lot of intelligence wrapping it all together. At the time I told him that he reminded me of Jeff Goldblum’s ‘Rockstar Scientist‘ character from the Jurassic Park movies and I think that is an apt comparison. He is obviously passionate about his company and their business, and is deeply knowledgeable about the topic of neuroscience and it’s applications for research. Based on the success of NeuroFocus he is also a darn savvy business professional. I think all of this shines through in the interview below; I hope you enjoy it.
This interview was conducted via email over the course of a few weeks.

LM: Biometric techniques for research have been around for awhile, but Neuromarketing has really just begun to emerge as more than a niche segment within the broader market research space. Why now? What’s changed that has fueled the explosive growth of Neuroscience in market research and for NeuroFocus as a company?

AKP: In fact, biometric techniques are not the only biologically-based methodologies that have been in use for many years. EEG-based brainwave activity measurement has been conducted for decades in medical facilities and neuroscience labs worldwide.

That said, there are three key factors that have spurred the creation and rapid adaptation of neuromarketing today. First is the well-established fact that conventional consumer research methods have inherent, structural flaws and shortcomings. That doesn’t mean that they’re not useful or that they have nothing to contribute’but the fact remains that because surveys and focus groups must by definition rely on ‘articulated responses’, they are subject to certain core shortcomings. This is common knowledge among researchers, and it has driven the desire among marketers and researchers alike for improved means of gathering accurate, reliable information.

The second key factor in neuromarketing’s development and global application has been the technological explosion over the past several decades. It was possible to gather brain-based data before the advent of extremely fast digital data collection, processing, and large-scale storage’but the ability to analyze it was very limited, compared to what we can do with today’s computer technology. So it has been the amazing advances made in processing power, both on the collection and analysis side, that have helped drive neuromarketing’s birth and growth.

The third leg of the stool is the dramatic expansion of neuroscience’s understanding of brain structures and functions. The advances made in these spheres in just the last few years represent quantum leaps forward from where the state of knowledge was even fairly recently. We have gained amazing insights into how the brain works, in many cases in very great detail and specificity. That’s not to say that we don’t have much still to learn’but what we already know now enables us to capture the brain’s activity in real time, understand key aspects of it, and distill that knowledge into accurate, reliable, and actionable market research findings.
As always, it’s ultimately the marketplace that determines if, how, and when a breakthrough technology like today’s EEG-based, full-brain measurement will be accepted and successful. Clearly, the marketplace is giving it a very enthusiastic endorsement, exemplified by how many of the world’s leading companies are rapidly integrating this research into their operations, from new product design and packaging to branding, retail marketing, advertising, and more.

LM: Looking ahead 3-5 years, what does the market research space look like to you and where will Neuromarketing fit into the new scheme of things?

AKP: I’d use my last point as a springboard in answering this question. What we’re seeing already is a large-scale adoption of neuromarketing by many companies across dozens of categories in every region of the world. The growth rate is exciting and frankly, a little amazing even for us who have been involved in the field for the last few years.

I think it speaks to the basic need that I mentioned above: the desire for improved accuracy, reliability, and ‘actionability’ on the part of marketers everywhere. It is so expensive’and risky’to invest in new products, brand extensions, new package designs, new ad campaigns, store designs, logos’the list goes on and on. And we’ve all seen high-profile examples very recently where major marketplace failures have occurred in some of these categories.

The scientific foundations of what we at NeuroFocus do’EEG-based, full-brain measurements of brainwave activity’address that need, and offer solutions to those problems and challenges. It is possible now to know, with very high degrees of precision and confidence, how consumers respond at the subconscious level to literally anything that they can experience through any and all of their five senses. I’m often asked, why is measuring the full brain at the subconscious level so critical? The simple answer is 95%. That’s a widely-accepted scientific estimate of how much of our daily decisions are made at the subconscious, not the conscious, level of our minds.

As marketers and researchers gain understanding of that fact’and the extremely important corollary, that fundamental marketing objectives like initial product interest, purchase intent, and brand loyalty are formed at the subconscious level’they are turning to neuromarketing in fast-growing numbers. What we’re seeing is marketers and researchers responding to a clear and very significant advance in the field of consumer insights. We don’t see any impediments to that rapidly-growing acceptance’quite the opposite, in fact. As neuromarketing findings become integrated into these companies basic operations, it will be more and more an ‘organic’ process for them.

LM: With much of the focus within market research shifting towards ‘listening and observing’ rather than ‘asking’ through channels such as communities, social media analysis, mobile ethnography, etc.. where does Neuromarketing fit into the new continuum of techniques? How are your clients integrating it with other methods?

AKP: We describe what we do as ‘listening to the brain’. When you realize that the subconscious is the source for as much as 95% of our daily decisions, it becomes clear that measuring neurological responses to stimuli at the subconscious level, before they are affected by the external factors that can influence and distort ‘articulated responses’, is the most accurate, reliable, and actionable form of marketing research.

EEG-based full-brain measurements can be and are relied on exclusively, and they are also part of some companies’ overall approaches to marketing research, combined with other research means. There really is no ‘one size fits all’ that accommodates every business category, different market needs, areas of interest, corporate strategy’the ultimate point is that marketers now have a modern, neuroscience-based tool that can give them deep insights and actionable findings which are sourced at the subconscious. There are an almost infinite number of ways in which companies make use of neuromarketing, but that underlying core is the connective tissue among all of them.

LFM: There is a lot of debate in the industry regarding best practices and optimal approaches, with you and your primary competitors all laying claim to the ‘best model’ for utilizing Neuromarketing within a research context. Even the ARF has gotten involved with their initiative to standardize and codify best practices, an effort that NeuroFocus has sidestepped by releasing your own guidelines. For clients who might not have the appropriate experience or depth of knowledge to decide for themselves who really does have the ‘better mousetrap’, how can they make an informed choice with so much competing information out there?

AKP: The best answer is direct: seek out the best science. Look at the foundations of companies offering neuromarketing services’are they built upon universally-recognized and applied forms of brainwave activity measurement that the world’s leading neuroscience laboratories use? Do they measure across the full brain’which is absolutely essential for valid and meaningful neuromarketing research results? Do they have highly-acclaimed neuroscientists on staff and on Science Advisory Boards? Have those neuroscience experts published papers in their field of expertise? Is their technology, equipment, and methodology endorsed not only by the world’s largest companies, but also by major independent science-based organizations? Do they operate NeuroLabs that adhere to and are certified to strict Six Sigma standards?

Those and other basic questions are ones that companies considering using neuromarketing should ask, because they are directly indicative of the quality of the underlying science. Without the best science, it follows that the research findings will not be the best in terms of accuracy, reliability, and actionability.

In fact, I’ll take a giant step back and recommend one even more fundamental question for potential clients to pose: do they measure the brain itself, and not biometrics exclusively?

LFM: You might recall that when we met in Cairo in 2009 at the Nielsen ‘Next Big Thing’ event I told you that you reminded me of the ‘Rockstar Scientist’ character Jeff Goldblum played in Jurassic Park and you took it as a compliment (which I meant it as!). That persona and dynamism has seemed to work very well for you and the company, even earning you a place on his team during President Obama’s ‘bridge building’ trip to India last year. It has also earned you some criticism from folks who claim your very accomplished showmanship overshadows the substance of what NeuroFocus offers. How would you respond to those critics?

AKP: NeuroFocus was founded on one bedrock principle: the highest neuroscience standards. It stands to reason that without that at our core, we would not have attracted the caliber of neuroscientists that we have, for both our own staff and our Advisory Board. Without those world-class experts, and our market-proven technology and methodologies, we would not have attracted the caliber of clients that we have’who demand the highest standards, and who in several cases have conducted very stringent due diligence before selecting NeuroFocus as their neuromarketing research partner.

Nothing overshadows that fact. Everyone is entitled to their opinion, but we have a policy to stick to the science, stick to the facts. Being the leader always means you’ll come under criticism from some corners. We don’t let that interfere with our focus on what matters most to our clients, which is harnessing neuroscience to help improve their brands, products, packaging, retail marketing, and advertising.

TMRE 2010: Injecting Emotion into Market Research–from by Dan Heath’s TMRE Keynote

By Kathryn Korostoff, Research Rockstar LLC

Our first keynote today was Dan Heath, a generally well known author and columnist, perhaps most well known as the co-author of ‘Made to Stick.’ His keynote focused on his most recent book, co-authored with his brother Chip, ‘Switch: How to Change Things When Change is Hard.’
Dan acknowledges that “Change is hard.: and “People hate change.” Those were two of the most common things he and his brother heard when they began to work on the book.

But, he also observes that some change is good. Wedding photos are full of happy faces’and this is a HUGE change. Having babies, also a huge change.

So why are some changes hard, and others are easy’even joyful?
The answer comes from the fact that we have two systems in our brains. the rational/deliberative side, and the emotional/automatic side.

When these two systems align, change can happen. When they’re not, change can be painful.
So, how do we make these two systems work well together?

The Heaths’ thesis is reflected in a metaphor.

To switch or change, we need to recognize there are 3 parts of the system:

  • ?? The rider, our logical person, who is quite small compared to the elephant. May be a naysayer’who says stop and think. And who thinks he is in control, but he’s on an elephant. In a disagreement, who’d win?
  • ?? The elephant is our emotional person. Needs to be fed. It is big. Bigger than we care to admit. The elephant needs motivation.
  • ?? The path, which is the direction. The rider needs direction.

BTW, as Dan amusingly points out, the elephant doesn’t care about PowerPoint.

The elephant tells you to eat ice cream, check your email over and over when you should be doing ‘real work’, or to call an ex when you are drunk.

But the elephant is also good. It’s what gives us cool new ideas. It is the fuel to make progress, change.

But this all points to a problem. In a lot of situations, we have objective information’but a desired change is not happening. In market research, this can be that we have delivered some amazing data pointing to a new product opportunity, but we can’t get the management team excited enough to actually take action with it.

At this point, Dan made a transition, bringing in the topic of how we find out how to solve problems. His key point here is that we have a flawed approach:

We tend to ask what’s broken and how do we fix it, instead of what’s working and how do we clone it.

Why do we do this? Psychologists say bad is more powerful than good. We remember bad stuff longer. We look at negative pictures longer than good ones. When asked to recall experiences, people more readily recall negative things than positive things’whether about a place or a person.

Dan’s suggestion is that we need to study success as diligently as we study failure. He calls this, ‘finding the bright spots.’

We also need to be crystal clear that knowledge rarely leads to change. Lots of products have warnings’even cigarettes. Factual information rarely impacts us.

In businesses, we can deliver facts, figures’and it rarely leads to change. We need to produce a feeling. To illustrate this, Dan shared the case of John Stegner, a gentlemen who worked at a huge manufacturing firm, in the finance department. Stegner decided they could save a lot of money by centralizing purchasing, and he even had a spreadsheet that showed $1 billion in savings over 10 years. A billion dollars’anyone should pay attention to that, right? Apparently not. During his presentation, his colleagues nodded, they were polite. But nothing ever happened. So one summer, he hired an intern. He had the intern go round the company and go to every factory and collect a sample of a work glove purchased by that factory. Turns out the company buys over 400 types, with each site’s average cost ranging widely. Then, Stegner takes over a conference room, and dumps the 400+ glove samples, with average price tags attached, and brings in the colleagues. They come in, they see the gloves. They see the various prices. They have emotional reactions. They are shocked at the price variations. They are stunned at the number of different styles. Within months, Stegner had approval to centralize purchasing.

He had a spreadsheet that’s showed $1billion saving. Then he dumps gloves on a table, and they are ready to move. WOW.

Dan’s take away from this is that even for organizational change, we need to see and feel and that is what gives us the desire to change.

And then Dan did something many keynote speakers from outside of the research world don’t do. He tied this all into market research. Dan observes that in market research we don’t instill the emotion into the process.

He observes that our process is to focus on data, then insight, and hope for change.

He points out we need to inject emotion into the process: we need data, insight, emotion, and then CHANGE.

As an example, he cited a Microsoft research project where the researchers found that 6 out of 20 users couldn’t use a feature in a product they were testing. But the developers didn’t buy in to the results. So the researchers had the developers join the focus group process. By having the developers observe the research, they found inspiration (I also think of this as an issue with proximity to data, which I wrote about awhile ago here: ARTICLE ).

As Dan correctly points out, market researchers understand data. We all know how to collect great data. What can make us stand out, as researchers, is our ability to add the emotion so that actual change occurs. His bottom line?

When people change it is because they have clear direction, motivation, and a clear path.


Practically speaking, what does this mean? Well, based on this keynote, it seems we need to do at least 3 things:

  • ?? Pictures. Photographs that make a point’even if extreme, or humorous.
  • ?? Proximity. Keep research users close to the process, so they can experience the research’and not just get a slide deck three months later.
  • ?? Find our bright spots, and clone them. What was the last great project you did that had real impact? What was different in that project?

Increase Touch and Engagement Using Social Marketing ‘ Scott Chappell / Sessions College Podcast Interview

This blog is co-posted with StevenGroves.com.

In this episode we talk with Scott Chappell, who is the Chief Marketing Officer for Sessions College of Design (Sessions.edu), and a presenter at the MeasureUp Conference in Chicago on March 10, 11, & 12th, 2010. Sessions.edu offers online classes for the design community from real experts (author, educators and others) in an asynchronous format, pairing student with instructors in a meaningful dialog about how to develop your design sense and knowledge of the industry. His presentation at MeasureUp is titled ‘Blog, Tweet, Repeat: How Social Media improved lead acquisition, sales and the lifetime value of your customers’ and in this episode, we get to meet Scott an find out about the Sessions.edu social media efforts.

Scott talks about how social media is used by Sessions.edu and how it has supported an almost 10 fold expansion of the number of monthly ‘touches’ with the Sessions Design College audience of prospective student, current students and graduated alumni. Scott explains how he has embraced the premise of Marshall McLuhan in that ‘the medium is the message’, but he cautions that too many contacts to an audience can cause them to disengage. In Sessions case, while social media has allowed them to dramatically increase the number of messages, the reality is that there needs to be quality and sincerity otherwise you run the risk of turning off the audience.

The biggest understanding that has come from the use of social media is that a successful launch has to be gradual and that he needed to segment the conversation to be able to increase the touch points. Sessions.edu established messaging in three different categories ‘ Culture, Industry & Sell. With this segmented messaging schema, Scott talks about how each has a particular characteristic and supports a conversation or connection in a specific area of the relationship with the audience. The recipients have been very open to the connections because each communication is about something different and Scott says it has ‘enriched the conversation’ and allowed the brand to flourish.

Under lessons learned, he cites trying to use every social tool for everything ‘ he’s come to recognize that the content has to match the discussion and the relationship you want to have with your audience. He suggests that your listeners, followers, and community members need to get something from the conversation and that is a more a function of the quality of the conversation and message than the quantity of messages delivered.

Play / Download Scott Chappell / Sessions College Episode 1 Podcast Here

To get our posts as they happen, follow us on Twitter (@ROISocialMedia) or subscribe to SocialMarketingConversations.com via email or your RSS Reader.

To support the effort in uncovering the ROI question in social media, we’ve set up a Fan Page at Facebook, and a LinkedIn Group. Come join us and let us know what the pressing issues are in your efforts to determine an ROI in your social media presence!

Empowering a Team and Thinking Outside the Corporate Box = Success in Social Media ‘ An Interview with Aneta Hall / Pitney Bowes ‘ Podcast Episode 3/3

This is co-posted with StevenGroves.com.

Our conversation with Aneta Hall / Emerging Media Manager for Pitney Bowes (PB) has been very informative to say the least.
If you would have told me a year ago that a 90 year old company would be an innovator in enterprise social media, I’m pretty sure I would not have believed you. After the time spent with Aneta, I can tell you that a 90 year old company is being really innovative in the enterprise deployment of social media and they’re showing a measureable ROI.
In the last two episodes we’ve covered elements of how PB has done it too. First, they approached it from an understanding that social media is not a set-and-forget proposition; they recognized a need for needed a sustainable program that at the same time, did not inhibit individual participation. They also understood that they needed to put some tools in place, watch key performance indicators (KPIs) and apply metrics, looking for the ROI; those efforts have led to a $300K saving in call-center deflections in a 3 month period.
I know that Guy and I are looking forward to connecting with her at the MeasureUp event in Chicago next month and to put a live presence with the enthusiastic personality she has shown in the podcast series here.
In this episode Aneta lets us know that while they do set certain measures and metrics in place, they are certainly open to evaluating them and updating policy as PB learns what actually makes a difference to their customers and to the bottom line. We open the discussion referring to the Twitter, Facebook and online forums that PB maintains, but Aneta tells us that social media at PB is not about an overarching corporate social presence. At the end of the day social media is about people connecting to people, and it needs to be a sustainable level of one-on-one social media interactions with PB employees taking the lead.Play / Download Aneta Hall / Pitney Bowes Episode 3 Podcast Here

Presented by:

A 3-Tiered Model for Measuring Social Media Success and How Social Media Saved Pitney Bowes $300K ‘ An Interview with Aneta Hall / Pitney Bowes-Part 2

This post is co-posted with StevenGroves.com.
In episode 1 of the interview with Aneta Hall / Emerging Media Manage at Pitney Bowes (PB) and a presenter at the 2010 MeasureUp Conference in Chicago in March, we talked about the need to develop a sustainable effort and a need to provide guidance to the staff that supports the interaction with customers, prospects and stakeholders.
In this episode, Aneta talks with Guy Powell and myself about how the elements of a relevant online strategy for PB includes traditional elements, like before social media came to onto the scene, but now it has changed many of the ways PB structures campaigns to their audience.
Play / Download Aneta Hall / Pitney Bowes Episode 2 Podcast Here
To get our posts as they happen, follow us on Twitter (@ROISocialMedia) or subscribe to StevenGroves.com via email or your RSS Reader.
To support the effort in uncovering the ROI question in social media, we’ve set up a Fan Page at Facebook, and a LinkedIn Group. Come join us and let us know what the pressing issues are in your efforts to determine an ROI in your social media presence!
Presented by:

Measure Up Speaker Spotlight: Aneta Hall, Pitney Bowes

Over the next few weeks, in preparation for the Measure Up Marketing conference we’ll be highlighting conversations focusing on marketing measurement best practices. Our first speaker is Aneta Hall, Pitney Bowes.

Read Aneta’s Podcast Transcript here.

This blog post is co-posted with StevenGroves.com.
Social media in the enterprise is creating a huge shift in many companies, but what happens when a 90 year old company decides to invest in a process of listening to their customers and actually letting them talk to one another?
As part of the series around the ROI of Social Media, and leading up to the 2010 MeasureUp Conference in Chicago next month, we interview Aneta Hall, the Emerging Media Manager at Pitney Bowes. She is a presenter at the 2010 MeasureUp Conference in Chicago, where her topic is ‘From Fear to Trust ‘ Employee Engagement in Social Media’.
Aneta introduces us to the processes Pitney Bowes (PB), as a 90 year old company, has adopted using social media to connect with prospects, customers, employees and stakeholders around their mail and information needs. The changes have driven real change in the various business units, particularly as in the last 10 years they have acquired a variety of businesses. PB now provides a broad range of solutions to the market, not only in mail instruments and document management, but also location intelligence, traffic pattern analysis, predictive intelligence, and relationship marketing. Aneta shares how sees social media technology supporting the ability to tell the PB story to the market.
The role of the Emerging Media Manger at Pitney Bowes is to help the organization understand and constantly analyze the evolving landscape of social media. In her role, Aneta teaches other how to use the technology and she often presents the model outlined in Chris Brogans’ awesome book, ‘Trust Agents‘. She also maintains the strategic roadmap for PB and is often glued to the PB Radian6 console, because of the value she places on listening to the conversation in social media versus trying to use social media as just another channel to broadcast the same messages used in traditional media.
Pitney Bowes is using the information Aneta manages for several of their business units. As you might expect, some are more advanced than others in their use, but most are looking to up their social media investment in 2010 and take advantage of what social media can provide.
The major topic she finds herself discussing with business unit leaders is in the sustainability of the social media effort. Aneta sees covering this issue as a key component of her work and that means the units find they need to invest in training, guidelines, tools and tactics that support users, and providing a ‘loose governance’ structure that does not stifle the conversation between PB and it’s audience.
To get our posts as they happen, follow us on Twitter (@ROISocialMedia) or subscribe to StevenGroves.com via email or your RSS Reader.
To support the effort in uncovering the ROI question in social media, we’ve set up a Fan Page at Facebook, and a LinkedIn Group. Come join us and let us know what the pressing issues are in your efforts to determine an ROI in your social media presence!

Measure Up 2010: Being an Innovator in Social Media; 1800Flowers.com Experiences ‘ an Interview with Lewis Goldman / 1800Flowers.com Episode 2/2

This post is co-posted with the StevenGroves.com website. Visit Steven Grove’s website here.

In this episode Lewis Goldman of 1800Flowers.com shares some of the successes 1800Flowers.com has had along with some of the lessons learned. The first is the booming growth in the adoption of mobile, their application for placing orders on a variety of mobile platforms is growing rapidly. Today you can use your Blackberry, Android, or iPhone to place an order from the 1800Flowers.com Mobile Gift Center in several categories for personal or business. 1800Flowers.com has not been afraid to try out new ideas has often been a first mover in many areas to stay connected to their audience and they try a lot of things, sometime uncertain of the outcome; case in point was the effort in creating a 1800Flowers.com store in the 3D social platform of Second Life, which they discovered was not the right platform at the time to connect them to their audience. A success is the development of the ideal customer model, which they have named ‘Tina’. Tina is the aggregate persona of the ideal 1800Flowers.com customer, which embodies the characteristics of the buying behavior they see in the market overall. Lewis shows us how they referenced Tina in the ‘Spot-a-Mom’ campaign leading up to Mothers Day in 2009.

Listen to the podcast here.
Download the podcast here.

Measure Up 2010: Social Media and e-Commerce: Fad or Fundamental Change? An Interview with Lewis Goldman of 1800Flowers.com

This post is co-posted with the StevenGroves.com website. Visit Steven Grove’s website here.

In this episode, we get to talk to Lewis Goldman of 1800Flowers.com. Lewis is a keynote speaker at the MeasureUp Conference (www.MeasureUpEvent.com) in March 2010 in Chicago. Guy and I were able to get a few minutes of his time before the event and find out how 1800Flowers.com is using and measuring their social media presence. Lewis shares a little on the background of 1800Flowers.com founded in 1976 by Jim McCann (still Chairman and CEO), who started the venture when he was looking to extend his income. They have been an mover in the online commerce space, even in the early days by support their customers by helping them ‘express and connecting with the important people in their lives.’ They do that by providing a quick and easy way to let people easily give flowers, chocolates and small gifts to one another using the phone or on the web. Jims topic at the MeasureUp Conference is titled ‘Social Media and e-Commerce ‘ Fad or Fundamental Change?‘ and he shares some of the points he will present in his presentation, all based on his 14-year background in online, ecommerce initiatives. He suggests that social media is not new and points out the community and ecommerce experience in the early days of the web ala Geocities and online networks. The difference today, he points out, are 2 key component differences – the demographics have changed on the web, and people are a lot more comfortable using ecommerce and accepting the recommendations of ‘trusted authorities’ from social media communities. He observes that the use of Facebook is the next step beyond the use of email, albeit with rich media components. He shares his own experiences in using Facebook to connect with friends and how he’s used the 1800Flowers.com product to extend a relationship and how the social media platform supports a more meaningful connection.
Listen to the first part of the podcast here.
Download the first part of the podcast here.