Yes, the title of this post refers to your product. That isn’t to say your product isn’t selling. Indeed, customers are out there purchasing your product—but it’s not what they’re buying. What customers actually buy is the experience of using your product. Unless your product was designed for the sole purpose of sitting on a shelf, your customers will take your product home and use it. This experience of product use is what you’ve sold.

How well have you designed that experience? Neither the product life cycle, nor the customer journey, ends at purchase. On the contrary, it is at this point that things get very interesting. It’s time to examine the quality of the user experience (UX) you have provided for your customers; it’s time to think “out-of-the-box.” Literally.

The out-of-box experience

The out-of-box experience (depicted in the graphic below) is a critical touchpoint of the customer journey, covering the unboxing, product setup, and initial use of a product.

Creating a positive experience during unboxing involves attention to the package design, product look and feel, and the anticipation surrounding product use. What expectations do customers have as they unbox your product, and will those expectations be met or thwarted during product setup and initial use?

Product setup typically involves instructions for use (IFU) of some kind. These instructions not only guide the customer through the assembly, installation, or initialization process, but also prepare and guide the customer in the product’s initial use. This first experience is crucial toward fostering the desired attitudes and emotions indicative of product success.

Each aspect of the out-of-box experience should align with both product expectations and your brand. The good news is that you have a lot of control over how this experience occurs for your customers; you can see to it that the design for the out-of-box experience matches (or exceeds) your customers’ expectations.

Improve your product’s out-of-box experience

By optimizing the out-of-box experience for your customers, you are also more likely to:

• Decrease the number of product returns
• Reduce the number of calls into your call center (product support or complaints)
• Retain more customers
• Increase future purchases for other products under the same brand
• Influence product/brand reputation (social media reviews and word-of-mouth)
• Delight your customers!

With so much to gain, it makes sense to consider the out-of-box experience for your product. Is it up to your standards? How do you know? If you find it lacking, which aspects of it should you address to have the greatest impact?

UX research can uncover the answers to these questions. Testing can include in-lab or in-field research to observe users interacting with the packaging and product. An expert evaluation can also reveal pain points. It’s also possible to employ a survey tool, such as the UX Score, which can measure usability, usefulness, and aesthetics and determine the dimensions along which the out-of-box experience is the weakest and strongest, allowing you to focus strategically on the items most in need.

How well are you able to deliver on what your customers are buying? Attention toward the out-of-box experience can help generate excitement and delight around your product and your brand.

View our latest webinar recording, How to think “out of the box” about what your customers are actually buying. In this webinar, Flori Manning, PhD, User Experience Design Director for GfK, highlights what organizations stand to gain from optimizing this memorable experience, user experience best practices and how they are applied to product learnability, and the challenges and considerations for package design and instructions for use (IFU) design.

You can also download our latest white paper How to design great product instructions: Five challenges to overcome. In this paper, we detail these challenges and how to overcome them.
There are so many ways to connect with your customers with respect to instruction design that yield positive outcomes, including successful product use and how users perceive both product and brand. Read the whitepaper to see what techniques are appropriate for your product’s out-of-box experience.

For more information, contact Flori Manning, PhD at flori.manning@gfk.com

The word “research” doesn’t exactly touch the heart. My immediate associations include ‘cold, scientific, burdensome, necessary, intellectual exercise” — and I’m in the business! In qualitative, we work hard to humanize the endeavor. Dig deeper, be more flexible, more creative. Use interesting techniques that stimulate and reveal tension and emotion. But it still feels like research. Clients file into the back room, set up their work stations, turn out the lights and hunker down for a few days of serious learning.

Recently I did a project that felt different, and it’s redefining what I want to provide for my clients.

We were exploring people’s food philosophies, as part of a new brand development effort. We converted the facility into a warm and welcoming restaurant environment…not a fluorescent light in the house! Then we hosted a dinner party. A carefully selected group of gregarious folks each brought a dish that reflected their values. And we all sat down together (clients included) to enjoy a meal. It was an unstructured affair that lasted four hours. People presented their dishes and told their life stories. We ate the food they prepared. They shared their secrets, tips and hints. We asked them what they cared most about. And it didn’t feel like research… it felt like life.

The evening was strangely transformative. Instead of being defined by our roles, marketing managers, consumers and moderators became human. Our clients went from from slightly scared (“we’re not behind the glass!”) to closely attached and truly engaged. And we became more than informed – we were inspired.

Everyone was strangely touched by this shared experience. At the end of the evening, we were sad to part ways. People lingered, exchanging phone numbers and wanting to set up recipe exchanges. As a team, we sat for a long time afterward talking about what had happened, without knowing exactly where it would take us.

But there’s one thing I know for sure. People in our business are craving something, and it’s not research. I believe the unmet need is a deeper connection, a sense of purpose, a feeling of inspiration and the energy to move forward. And that’s the kind of thing I’m happy to facilitate!

Kerry Walsh

Consumer Marketing Research Consultant
kerryw@realitycheckinc.com

As long predicted, tech giants are making more and more forays into the research space. Driven by the ubiquity of data available across integrated platforms and the demand for greater efficiencies in cost, speed, and differentiated insights Google, Amazon, Facebook, Twitter, Yahoo, and many others have launched various models of research offerings. Today Microsoft officially joined the club, with a potentially highly disruptive offering called Pulse for Market Research, which is an extension of their Bing Pulse product line.

The new solution, which is available now for free, offers more advanced functions, like live streaming and moderated response groups, than any competitor on the market today. Pulse for Market Research empowers researchers to collect data and garner insights in real-time, and researchers can set up and host moderated response groups within minutes, giving respondents the ability to communicate their views instantaneously and in-depth.

Participants can use any internet-connected phone, tablet, or PC to respond to questions and can vote on or rate an embedded video stream, advertisement, discussion, meeting, or audio feed.

The product development was led by the legendary researcher Mark Penn, Chief Insights Officer at Microsoft. Mark was a principle of Penn Schoen Berland (PSB) and is widely renowned as one of the preeminent strategy and insights consultants in the world. That is important because it means this offering has been guided so far by a world class strategist who is also a brilliant researcher, which is different than the path similar products by other tech companies have followed. Now the buzz is that Mark is leaving Microsoft to start a VC firm focused on marketing and research plays, but this product has been mapped out already and you can bet your bottom dollar that this early beta version is just the first step in the development of a very mature product suite that will have big implications for market research suppliers and clients.

It’s also interesting to note that the free solution is in line with the new strategy of the company. CEO Satya Nadella is driving the company to a “post-paid software” model, as evidenced by their recent decisions regarding free upgrades to Windows 10 and even free versions of popular Office products Word and Excel. Considering Microsoft has 1.5 billion users, their decision to focus on “the platform” vs. a more traditional product-centric strategy makes good sense. As Google, Facebook and Apple have shown, keeping users expanding their footprint via platform usage extensions works. What is unique about Microsoft however is that the majority of their business is with corporations rather than consumers. Microsoft is the platform that the vast majority of businesses run on, so beginning to build in insights tools for those users is synergistic, to say the least.

Similar to my analysis when Google Consumer Surveys launched, my key takeaways on why this is big news for the market research industry are:

• Further disruption from big, data-driven tech giants of the data collection piece of market research
• The possibilities for platform extensions via Office, Cloud, XBox, Skype, Windows, and all of the other various offerings that Microsoft owns could drive fast adoption
• Microsoft has been suspected as a possible suitor for SalesForce, Qualtrics and Survey Monkey so the potential integration of any of those three platforms could be monumentally disruptive
• The further “democratization” of research via even more DIY solutions

All of that is conjecture and possible implications though, so what do we know about the product today? First, it’s helpful to step back and look at the Bing Pulse tool as a whole. The embed below from the home page sets the stage:

This is an embedded Microsoft Office presentation, powered by Office Online.

And now what does Microsoft say about the release themselves? Here is an excerpt from the press release:

Gaining insights from current and potential customers is increasingly the difference between success and failure for businesses and brands around the world. Knowing those insights in real-time can give any organization an edge in the marketplace and competitive advantage over their peers.

As part of our mission to empower professionals and enterprises small and large, Microsoft’s Bing Pulse is announcing today the availability of Pulse for Market Research – a self-service solution for surveys, live content rating, and moderated response groups of any size.

Bing Pulse for Market Research is the latest offering by Bing Pulse, a leading solution for real-time TV audience engagement. The new product is now available for free and supports instant sentiment tracking and surveys for response groups, ad and video tests, and audience studies of any size. Researchers are able to set up and host a moderated study group within minutes, giving their respondents the ability to communicate their views instantaneously and in-depth. Researchers collect data and garner insights instantly and for free and without conventional hardware limitations, and the insights can be compared across sessions or can be downloaded for further analysis and later reference.

Participants respond from any internet-connected phone, tablet, or PC to questions and can vote on or rate an embedded video stream, advertisement, discussion, meeting, or audio feed.

“This revolutionary product will be a boon for any market research company,” noted Mark Penn, Chief Insights Officer at Microsoft, who founded and led his own market research firm for 35 years, and oversaw the development of the product. “We have put a powerful new tool in the hands of market researchers that offers unlimited quantitative feedback for ad tests, product tests, audience response, and much more, without any capital investment.”

“The days of dinner-time landline calls or expensive clickers in remote focus groups are gone,” added Josh Gottheimer, General Manager of the Strategy and Insights Group at Microsoft. “Demand for mobile surveys is increasing and smartphones and tablets are the new preferred medium through which insights are collected. Pulse for Market Research is at the vanguard of that trend and offers a best in class and mobile market research platform for any researcher, marketer, and business managers out there. ”

Pulse for Market Research offers brands, research organizations, and professionals an important array of features, including:

• Pulsing (stimulus response) and Polling (survey) functions which allow researchers to gain feedback at any point before, during, and after an event, a video stream, or content pushed out for respondents.
• The ability to live stream a video or event through Azure Media Services or Ustream.
• Customizable voting pages that create branded experiences for each session and organization.
• API access to gather the raw data in real-time.
• Researchers can upload content for participants in the platform, and if wanted, participants can exchange ideas and thoughts with one another through Yammer chat-rooms.
• Pulse for Market Research runs a simple web interface that works on any connected device and can be iFramed into any website or app.

To learn more about Pulse for Market Research and sign-up for it, please visit: http://pulse.bing.com/pulse-for-research/.

In essence Bing Pulse is a free, globally scalable tool designed for device agnostic, real-time audience research. There is no limit on the number of participants; it is free regardless of whether you are capturing data from 12 or 12 million respondents.

That is what it does today, but what will it be like in the future? What’s the strategy behind this launch?

To answer that question I spoke with Lee Brenner, Global Business Development & Media Partnerships Lead at Microsoft, and Dritan Nesho, Senior Strategist, Strategy and Special Projects, at Microsoft. We had a great conversation about the history of this initiative, the strategy behind it, and what the future will look like. I didn’t record the conversation, but I’ll try to convey the high points.

First, this product has been in development since 2012, and came out of an observation by Mark Penn and Dritan (who also came from PSB) that the ability to get real time feedback from audiences, especially during live events such as political speeches, debates, or announcements was very limited. They thought that Microsoft could help address that issue with their technology and began testing early versions of the platform with multiple media outlets like CNN and MSNBC. By partnering with them, combined with their own experience as researchers and the support of the technical and research resources at Microsoft, they have refined the system over the past several years until they felt it was robust enough to stand alone.

Bing Pulse sits as a start-up within Microsoft, so the initial drive is going to be to grow their user base, hence the free beta. Long term who knows if it will stay free as the focus shifts to profitability, although as I mentioned above Microsoft is focusing less on software sales and more on enterprise and platform services so it’s entirely possible they will adopt a “Survey Monkey” type model.

Speaking of Survey Monkey, they are absolutely planning on continuing to roll out new features and capabilities, especially within their survey tool, to make it comparable to similar platforms. Bear in mind that also means continuing to expand the qualitative capabilities, something which their closest competitors do not have. They already have integrated asynchronous community capabilities via Yammer and enhanced video group functions via Skype and in the next few months they will be introducing tools like annotation/tagging, real time crosstabbing within their already impressive dashboards, and the ability to import/export data. The vision today is to offer a self-service, enterprise level  platform that can go head-to-head with any other on the market.

For now there is no plan to open the platform to 3rd party developers or open a marketplace model, so all currently planned platform extensions will be driven through internal development resources.  In addition, they are sensitive to privacy issues so there is no plan to participate in any aspect of sampling or recruiting other than what occurs through embedding their widget into other sites for site intercepts, and even then they do not capture or store any PII (which should make growth in Europe much easier!).

In terms of use cases, they have designed the tool to be a real-time feedback system and are going to roll out a suite of specific tools designed for iterative, agile testing of virtually any stimuli. Because it’s already built to encompass dynamic media or to be iframed into any other site, the possibilities for testing concepts, creative and messages as well as usability are exciting. Although we didn’t discuss it, I would not be at all surprised to see them develop norms from these tests and to push these services through their ad networks and Bing as advertising optimization tools.

Oh, and did I mention it was FREE?!

Finally, they are in discussions with every other product line in Microsoft to explore integration, so long term it’s entirely possible we will see Bing Pulse options on Xbox, MS Office, Office 365/Office Live,  Minecraft and even HoloLens, although as of today those are just ideas.

Any regular readers of this blog knows that for many years I have said that the days of the research industry owning quantitative data collection are over, and that tech platforms have irretrievably taken over that very sizable chunk of the research industry. Certainly there are still exceptions to that rule such as telephone or face-to-face, but those are increasingly niche methods. For the vast majority of commercial research the future belongs to technologists. Qualitative has been an exception to that truth as well despite many advances in online qual techniques, but now Microsoft is making a major effort to do to qual what DIY platforms did to quant years ago.

More than anything else, this move from Microsoft should reinforce the fact that it’s time for research suppliers to aggressively shift their business models to either add value with unique and differentiated technology (or data) offerings of their own, or make the shift to pure insights consultancies and partner with the Microsofts, Googles, Amazons, etc.. of the world to use their tools to deliver impactful insights to brands.  That is certainly something Microsoft hopes to see happen, and they will continue to devote the resources to help support that vision,  so we can either be partners with them, or make way for others to do so.

So what’s my bottom line? Bing Pulse for Research is still somewhat limited, but like other tech company entrants into the market the product will evolve in response to market demand. Brands are already flocking to “cheaper, faster, better” and self-service solutions so I expect more of the same with Bing Pulse. It doesn’t replace the need for some operational elements of research like respondent acquisition or project management, nor is there any level of consultancy here, so there is plenty of room for research organizations to incorporate this tool into their toolbox. However, the free nature certainly disrupts the business models of many companies who play in both quant and qual, with any virtual qual (including MROC) providers facing a significant new challenge.

We’ll be hearing much more from Microsoft over the next few years, so get ready now.

La cuisine est-elle une corvée ou un moment de plaisir pour les 25-34 ans ? Une étude financée par Google, l'agence Mcgarrybowen et Kraft Foods (Milka, Philadephia) analyse les habitudes en cuisine de la Génération Y, toujours aussi connectée, même aux fourneaux.

Stéphanie Durroux remplacera, le 1^er septembre 2015, Sophie Gallois au poste de directrice marketing de Ricard, la filiale du groupe Pernod-Ricard qui commercialise en France les marques Ricard, Absolut, Chivas, Jameson, Glenlivet, Clan Campbell, Malibu, Lillet ou encore le champagne Perrier-Jouët.

Pour sa 4ème édition, le Printemps des Etudes réitère sa recette à succès : un lieu magique – le Palais Brogniart -, un programme pointu et une keynote inaugurale de haut niveau !

Après 2 journées à arpenter stands, conférences et ateliers, voici les trois moments que je retiens de cette édition 2015 :

#1 – Le futur, c’est maintenant !

Difficile de passer à coté de la conférence inaugurale, qui comme chaque année met en avant un intervenant inspirant, engagé et qui nous pousse à réfléchir plus loin que notre périmètre « études marketing » ! Cette année, c’est à François Bellanger, que revient l’honneur d’ouvrir cette 1ère journée. Introduit par la commissaire générale Stéphanie Perrin, puis par un malicieux robot – Sheldon c’est son nom – le Fondateur du Think-Tank Transit-City nous a livré un exposé intense sur « l’homme androïde ». Si les objets connectés et leurs applications santé fleurissent autour de nous en même temps que le smart data, cette évolution des choses n’est pas étonnante d’après François Bellanger: elle en est même « naturelle » selon ses propres dires… et nous n’avons pas forcément pris conscience de ces évolutions opérées depuis de nombreuses années. L’homme augmenté n’est pas un fantasme, mais bien une réalité, construite au fil des années sous l’influence des cultures nord-américaine (les comics et leurs super-héros) et surtout japonaise (les mangas et les robots), puis reprises et interprétées par l’armée américaine et ses innovations, ainsi que les équipementiers sportifs comme Reebok avec son slogan « Be More Human » (!). Pour les plus sceptiques, rendez-vous en 2016, pour les premiers jeux olympiques bioniques à Zürich !

#2 – Les études évoluent avec la gamification

Comme chaque année, c’est un réel plaisir de retrouver Jon Puleston de GMI nous livrer ses derniers travaux pour améliorer le design de nos études online, notamment par la gamification – chère également à nos travaux chez EDEN. En VO ou avec traduction simultanée proposée depuis l’année dernière pour ses interventions, la salle est pleine et captivée ! Pour ceux qui ne connaissent pas ses travaux, je vous invite à découvrir son  blog  et ses nombreux exemples pour engager et impliquer de manière optimale les répondants à vos questionnaires.

Lors de son exposé à cette dernière édition du Printemps desEtudes, Jon a insisté sur l’importance du Storytelling et de mettre en place une structure narrative au service de son questionnaire ! Si derrière chaque film hollywoodien se cache une « très bonne question », cela doit être la même chose appliqué au domaine des études : un questionnaire peut être construit autour d’une très bonne question, comme par exemple « Quel est le secret d’un très bon shampooing ? ».

#3 – Le baromètre MR News et les communautés
Un autre moment très attendu chaque année, la découverte des résultats du baromètre sur les achats et tendances études, menée par Thierry Semblat de Market Research News et la société Callson . Pour cette édition, 300 entreprises ont été interrogées avec pour premier enseignement une stabilité des budgets pour 2015. La France est au passage le 4ème pays acheteur d’études dans le monde, derrière les Etats-Unis, le Royaume Uni et l’Allemagne. Ce qui nous intéresse plus particulièrement chez EDEN, c’est le ressenti des annonceurs sur les approches innovantes et notamment les communautés d’études. Ces dernières arrivent en 4ème position des nouvelles techniques plébiscitées par les répondants, et 21% déclarent les utiliser régulièrement. Si ce chiffre nous semble très optimiste (après une cinquantaine de rendez-vous chez de grands annonceurs nationaux de notre côté sur le sujet en 2014), il serait intéressant de voir ce que les répondants mettent exactement comme définition derrière le terme de communauté ! En tous cas le chiffre est encourageant et nous conforte dans notre enthousiasme à proposer une approche qui fait bouger les lignes, autant au sein de la profession, qu’au sein des entreprises pour lesquelles nous intervenons !

A noter également cette année, l’intervention de Mary Le Gardeur de Mix & Match, venue commenter la nouvelle thématique introduite cette année au sein du baromètre, et qui concerne l’aspect RH. A retenir notamment : 90% des décisionnaires étude anticipent des changements majeurs dans leur métier dans les mois et années à venir…la mutation est en marche !

Et pour boucler avec la conférence inaugurale : et si les études augmentées étaient déjà en marche ? Mixer les approches, intégrer des données qui ne proviennent pas uniquement de la collecte de l’institut mais  d’autres dispositifs et bases, voilà des réalités qu’il faut aujourd’hui prendre en compte, comme le 
souligne Laurent Florès, le nouveau président d’ESOMAR.

Et vous, quel est votre pari pour les années à venir ?

The post Le retour du Printemps (des études) : vers des « études augmentées » ? appeared first on EDEN Insight.

Le Groupe La Poste, au travers de sa Branche Numérique et de sa filiale DOCAPOST, a lancé le programme « French IoT » pour le soutien de l’innovation en régions et aux startups, en s’appuyant sur le hub numérique de La Poste.

Ce programme vise à animer une communauté de 100 startups connectées au hub numérique de La Poste d’ici fin 2015 et à soutenir proactivement une quinzaine d’entre elles avec l’appui de grandes entreprises.

« IOT 100 – hub pour les startups » : Accompagner une communauté de 100 startups/PME dans l’innovation via la mise à disposition du hub numérique* comme plateforme d’innovation (API, connectivité objet gratuite, etc.).

Le concours distinguera deux autres catégories de lauréats :

« IOT 30 – booster » : Accompagner au niveau local 30 startups dans le développement de nouveaux usages et services. Mise à disposition gratuite du hub numérique* pour accélérer leur passage à l’échelle et développer des services. Les prérequis : être sponsorisé par un grand groupe ou La Poste, envisager de réaliser des tests grandeur nature avec des clients ou des territoires. *sous conditions, cf règlement du concours

Ce programme s’appuie sur le hub numérique, plateforme de référence de l’internet des objets du Groupe La Poste, véritable plateforme d’innovation ouverte. C’est la première plateforme réellement universelle et interopérable.

Pour en savoir plus sur le hub numérique de La Poste : http://www.docapost.com/solutions/hub-numerique-de-la-poste/

Favoriser l’émergence d’une filière iOT…

Ce challenge que nous relevons avec d’autres entreprises vise à soutenir le passage à l’échelle des startups et de projets innovants et favoriser ainsi l’émergence d’une filière IOT (Internet des objets) pérenne en France. Cela permettra de développer les usages de nouveaux services de proximité : commerce et logistique de proximité, transport connecté, eSanté et bien-être à domicile, habitat connecté, transition énergétique, etc. Autant de sujets qui auront besoin de La Poste pour se développer.

4 et 5 décembre 2015
Paris

L’Usine Digitale organise son HACKATON OBJETS CONNECTES les 4 et 5 décembre 2015 à Paris : 

• 1 challenge central :  « Développer un nouveau service ou une application innovante à partir d’un objet connecté »
• 4 catégories d’objets connectés : domotique, santé/bien-être, énergie, mobilité
• Des équipes de 4 à 6 participants : étudiants, développeurs, designers, ingénieurs, ergonomes, marketeurs, startupers…et experts de tous secteurs
• 27 h pour développer et viabiliser au maximum les projets
• 1 jury de très haut niveau pour sélectionner les meilleures équipes
• Plus de 100 décideurs et leaders des objets connectés présents lors de la remise des prix le 5 décembre

Concept du Hackathon

• Réunir étudiants et experts de tous secteurs (industrie, informatique, communication, recherche…) autour d’un challenge
• Développer un service ou une application :
  • Quel nouveau service ou quelle application innovante développer à partir d’un objet connecté existant ?
  • Quel business model choisir pour créer de la valeur ?
  • Comment identifier les contraintes techniques et les surmonter ?
  • Quels débouchés et pour quel public ?
• Les équipes disposent de 27 h pour développer et viabiliser au maximum leurs projets
• Dans un lieu propice à l’émulation : La Fonderie, Fab Lab/Usine IO/Ecole 42…

Pour participer à l’aventure, devenez partenaire du hackathon L’Usine Digitale.

Téléchargez le médiakit du hackathon et découvrez les offres de partenariat.

Seth’s Sentiment Analysis Symposium conference, taking place July 15-16 in New York is a MUST attend event for insights professionals who want to stay on the cutting edge of this exciting space that has such a profound impact on market research. I encourage all GBB readers to go if you can, and you can get a 10% registration discount with the code GREENBOOK.

Customer journey mapping is a valuable tool for customer experience, but Customer Journey Thinking can change your culture. Watch this short Temkin Group video to find out more…

The bottom line: Your customers are on a journey, help them

The survey of over 300 marketing, IT, finance and management executives in the US found that only 37% of CMOs feel they are capable of using analytics to tailor their communications to consumers.

Further, while 87% highlighted the role of customer experience, data and analytics in building “credibility” and relationships with consumers, less than a third (30%) are confident that their company has a grasp on where that trust is breaking down.

The news comes despite the fact that personalisation has become a top priority in marketing, with 81% of CMOs stating that data and analytics will be an important tool in building and measuring trust over the next two years.

Speaking at the Marketing Week Live event in March, marketers from the BBC, BT, Mothercare, Google, Argos and TfL highlighted the need for brands to embrace a culture based on data-driven insight in order to understand “crunch points” in the customer journey.

They added that this understanding allows brands to target the likes of emails and events in order to reach consumers “at the right time”.

Woody Driggs, EY’s global advisory leader of customer practice, says: “Consumers have become more sophisticated. Their expectations are higher, they want a personalised experience and they want two-way communication.

“Companies need to leverage real-time data and analytics to enable them to be forward-looking and predictive, to know what the customer wants even before they do.”

In order to improve their customer experience capability, marketers are looking to cross-business collaboration. Some 67% of respondents stated that getting a better handle on data and analytics requires collaboration outside of their marketing teams.

Bruce Rogers, chief insights officer at Forbes Media, says that while executives know there is room for improvement in their use of analytics, they “need to remember that the data they acquire via the customer is a privilege, and use that approach to build trust”.

Hear from the brains behind the brands delivering best practice at the 2015 Data Storytelling Awards and Conference.

J’ai assisté la semaine dernière à une conférence Big Data et BI à Paris; l’un des présentateurs, Tom McDonnell de la société Monterosa, a présenté un graphique que j’ai adoré et qui m’a fait réfléchir. Il a montré l’évolution de l’utilisation du mot «interactif» dans les livres publiés entre 1900 et 2000. Ce graphique montre sans ambiguïté discussion que notre monde devient de plus en plus interactif.

Le but de ce post n’est certainement pas de vous convaincre de cette tendance, mais plutôt de vous présenter l’outil de Google « Ngram ». L’outil n’est pas neuf (lancé en 2010), mais je ne l’ai découvert que la semaine dernière (personne n’est parfait).
Il vous permet d’afficher la fréquence d’utilisation d’un mot dans les livres publiés entre 1500 et 2008. Au-delà du simple intérêt linguistique (qui est toutefois soumis à certaines limitations en raison de la nature changeante de la langue et de l’orthographe), l’utilisation que Tom McDonnell a fait de Ngram m’a semblé particulièrement pertinente.

Les mots reflètent les comportements consommateurs et les tendances sociétales

Pourquoi les livres sont-ils publiés? Pour être vendus.
Tout livre reflète forcément une série de tendances, de croyances représentatives du moment où il est imprimé. Les mots évoluent tout comme l’usage que nous en faisons, et la taxonomie est un reflet de notre personnalité et de la Société en général.
En particulier les livres reflètent la langue utilisée dans les entreprises et pour ceux d’entre vous qui baignent dans l’IT, vous aurez certainement remarqué que certains mots sont plus « tendance » que d’autres. Vous souvenez-vous à quel point il était question de «synergies» et de  «transversalité» il y a quelques années. Si c’est le cas vous allez aimer le graphique ci-dessous.

 Les synergies ne sont plus aussi tendance que le Data Mining

J’ai comparé l’utilisation de certains mots ultra branchés comme « synergie », « Big Data », « data mining » et « business intelligence » (voir résultats ci-dessous, en anglais).
Devinez quoi … « synergie » était encore le plus populaire des quatre jusqu’en 2004, puis s’est fait rattrapé par « data mining ». Il est intéressant de noter que « Big Data » et « Business Intelligence » sont bien moins usités que « Data Mining ». J’aurais parié que « Big Data » aurait été le terme le plus populaire, mais apparemment pas (notez toutefois que les données sont limitées à 2008).

Conclusion: un outil d’étude de marché supplémentaire ?

Les mots reflètent l’évolution de notre société, comme l’usage des mots en entreprise reflète l’évolution du business. Ngram peut donc être un outil supplémentaire pour votre étude de marché. Si jamais vous voulez tester si votre idée s’inscrit dans les tendances d’aujourd’hui, Ngram pourrait être intéressant à utiliser (reste toutefois à savoir pourquoi les données sont limitées à 2008, ce qui enlève quand même pas mal d’intérêt à l’outil).

Si vous voulez rire un peu sur l’usage que nous faisons de la langue en entreprise, ne manquez pas cette vidéo hilarante.

Cet article Etudiez l’évolution des tendances avec Google Ngram est apparu en premier sur Conseils en marketing.

Your toaster will soon talk to your toothbrush and your bathroom scale. They will all have a direct line to your car and to the health sensors in your smartphone.... read more

The post When the Toaster Shares Your Data With the Refrigerator, the Bathroom Scale, and Tech Firms appeared first on Singularity HUB.

Pornhub vient d’annoncer le tout premier fessier connecté de l’histoire de l’humanité. Le Twerking Butt c’est son nom imitera à perfection l’arrière-train d’une demoiselle avec en bonus une fonction de twerk.

Pornhub est probablement l’un des meilleurs amis de l’Homme moderne (ne niez pas). L’entreprise surtout connue pour son site pornographique fait régulièrement des coups de com’ d’envergure et encore une fois, elle a vu les choses en grand. Au programme un fessier qui sert à se faire plaisir (je vous épargne les détails graveleux) mais pas que. Car Twerking Butt n’est pas un vulgaire sex-toy pour tremper votre biscuit non, c’est pire encore. Il imite à la perfection, selon Pornhub, la texture de la peau humaine et il est possible de créer des vibrations et de les contrôler directement depuis son smartphone. Des séquences seront programmées, il restera à se servir.

Parce qu’un cul froid n’est pas agréable, celui-ci sera maintenu à une température constante de 36 degrés. Plus fort encore, un casque de réalité virtuelle sera livré pour une immersion plus… prenante. Et parce que Pornhub ne fait pas les choses à moitié, une bouteille de lubrifiant sera même livrée pour vous lustrer le poireau en toute douceur.

Mais alors, pourquoi « Twerking Butt ». Et bien c’est simple, une version deluxe sera capable de twerker, telle une jeune donzelle en culotte. On savait Pornhub relativement peu attaché au respect de la femme, mais la vidéo de présentation du produit devrait réveiller le Femen qui est en vous. Bon ceci dit, il faut avouer que les mecs se sont quand même débrouillé pour rendre ça marrant. Ils ont de l’autodérision chez Pornhub.

Prix de Twerking Butt

Si on avoue avoir toujours rêvé de parler du prix d’un fessier, le moins que l’on puisse dire c’est que ça coute la peau du cul (c’était facile). Comptez 499 dollars (430 euros) pour la version classique et 799 dollars pour la version deluxe. Il faudrait en profiter rapidement ces prix ne valent que le lancement, rajoutez 200 dollars pour chaque modèle passé cette date. Merci qui ? Bah merci Pornhub pour le coup…

Dans tous les cas, journalistes dans l’âme, on promet qu’on fera tout pour vous faire un test complet. Et comme c’est vendredi et qu’on est dans le partage, pour ceux qui n’auraient pas les moyens de débourser 500 euros dans un sex-toy, un petit tutoriel depuis les tréfonds de Youtube pour se faire plaisir tout seul.

Source

Cet article Le premier cul connecté de l’histoire est né. Merci Pornhub ! a été posté sur OBJETCONNECTE.NET.

Editor’s Note: Today we have a rare treat for you, dear reader: a first look excerpt from an amazing book that I think you’ll enjoy immensely. The book is “The Science of Why” by my good friend Dr. David Forbes, CEO of Forbes Consulting Group (a Copernicus Company and part of the Dentsu Aegis Network).  I have the privilege of serving in an Advisory role for David and have done so for many years, so this is a pretty cool deal for me too: I’ve been along for the ride as he started writing this book and have had many discussions with him on it’s evolution for the past few years. Helping to share the results with the world is exciting! David has generously given us permission to serialize a few chapters from his forthcoming book here, so we’re starting today with the beginning of Chapter 1!

What’s ‘The Science of Why” about? Here is a description to whet your appetite:

Why do consumers do what they do? What’s really behind the choices they make? What moves them, what delights them, what truly fulfills them? And how can I reach them in their heart of hearts?

Questions like these have probably vexed marketers since the days when shells and spears were the most popular Fast Moving Consumer Goods. The Science of Why will answer those challenges and change your vision of consumer marketing in the process.

In this book Dr. Forbes brings together up-to-the-minute details of the new marketplace, advances in consumer research methods, and new information on uncovering, understanding, and targeting the emotional motivations that drive the actions of every consumer, all of the time. He has created a simple, easy to understand and easy to apply model of human motivation—a kind of ‘periodic table’ of motives that identifies, organizes, and explains the nine core motivations. This matrix contains all we need to know about why consumers do the things they do the way they do them.

Dr. Forbes enhances his material with fascinating examples, anecdotes and illustrations, and supplements his narrative with real world marketing case studies. Sharing the insight, humor, and understanding he’s gained from over 30 years as a psychologist, researcher, and marketing consultant to CEO’s worldwide, he will deliver game-changing insights and tactics to help you connect the dots from consumer motivations to business bottom lines.

David will be speaking next week at IIeX North America as well as doing a book signing on site. Stop by an pick up a free copy!

By Dr. David Forbes

Marketing to Motivation

The drive to persuade and to sell is part of what makes us human. We are, if nothing else, a social and a political species. From early childhood, we seek to persuade and to influence the situations and people around us. If you’ve ever seen a child work though sixteen reasons why it’s not yet time to go home from the playground, you know exactly what I mean. Ever since we’ve had something to sell, trade, or barter, we’ve been trying to persuade someone else to buy it.

From Lascaux to Twitter

We have taken a long strange trip from the caves at Lascaux to the welter of communications in the bold new world around us today. The clutter we navigate every second far exceeds anything we could ever have imagined even just one generation ago. In fact, it’s probably not an exaggeration to characterize the great, sweeping momentum of that change—in media, in communication, in popular culture—as transformational.

A big part of that change manifests in the way we consume media and messages today. When I was a kid,in the late fifties there were three channels of TV available. Everyone watched the same three channels. We all absorbed the same messages, available for the same amount of time, night after night. At 11 p.m., the three channels signed off. It was time for the country to go to bed. And so we did.

We consumed most of our other media in collectively standardized fashion as well. Our favorite musical artists regularly released standard-length albums, complete with catchy liner notes and mesmerizing cover art. We listened to them—in real time—with our friends, from beginning to end, day in and day out, until their grooves literally wore away. Then we taped quarters to the stylus of our record players and kept right on listening.

Like everyone around us, we knew those lyrics by heart and used the most personally meaningful of them to create a soundtrack for our lives. As we faithfully listened to that music and watched those shows, we progressed through a succession of predictable life stages together. We didn’t all like the same things, of course, but we shared a basic understanding of the options available to us. We saw those options as paths to reject or embrace as we made our way in the world. They embodied the zeitgeist of the era, the social bonds that held my generational cohort together.

The world began to change for my generation when Ted Turner created a fourth option to compete with our beloved three networks. CNN and the 24-hour news cycle stormed the scene in 1980, and the world would never be the same again. Suddenly we could consume media around the clock—and suddenly it was less of a “given” that we’d all watch or hear the same things.

Of course, Turner’s revolutionary concept and the offerings of subscription television quickly evolved further still, and now these too are becoming quaint and obsolete. Faced with this tsunami of stimuli, we fall back on the psychological mechanisms that have served us well since the time of the cave drawings. Our ancient brains are filters. They continuously pay attention to some things and shut out others. They tell us when to turn a glance into a gaze; they filter out the important signals from the cacophony of noise going on around us. They tell us when to start paying attention, and they tell us when to stop.

Foremost among these filters are the emotional filters. With every stimulus that comes in as a candidate for our attention, our emotional filters almost instantaneously ask these questions: “How do I feel about this?” “Will this be useful to me?” “Should I run away from this, or should I attack it?” Our emotional brain asks these questions over and over as we move through our day—and it does so faster than the speed of light and almost always below the threshold of our consciousness. This emotional processing lets us take action in situations that matter to us, helps us take advantage of situations that can benefit us, and keeps us safe in city crosswalks just as it once kept us safe from predators on the savanna .

Our brains still start the emotional processing of every new stimulus with the amygdala and its “fight or flight or freeze” judgment. But this is just the beginning of the complex emotional filtering that occurs with every new thing we encounter. Our emotional brain evaluates the emotional significance of what our senses bring to our attention. At this point, our core motivations—the ones we’ll be exploring in this book—come into full play. The question about “Will this be useful; can this help me out?” are answered foremost by reference to the core motivational forces that drive us all. These questions become “Could this represent a chance to fulfill any of my aspirational yearnings?” or “Might it give me a chance to overcome some of the frustrations that nag me as I move through my life?”

If a particular stimulus passes the threshold of emotional relevance, then we move on to the intellectual evaluations that will help us take best advantage of the opportunity—and get the most emotionally fulfilling outcome: “Should I react to this now or later?” “Will this go well with what I’m doing at the moment, or will taking advantage of it require a change of plan?” All these and many more intellectual questions need answers before we fully formulate how we will respond to a new situation that our senses present to us.

As we perform these evaluations, in thousandths of a second, we determine whether what we perceive represents something we feel good—or bad—about and whether it gives us an opportunity to change our lives for the better. And so it is that the very first questions we will ask are linked to the aspirations and frustrations we carry along with us as we move through life. These psychological motivations not only drive what we do but literally form a set of lenses through which we perceive the world around us.

Marketers widely complain about the clutter of messages in the marketplace today, but that’s really just the half of it. The clutter of marketing messages is only a subset of the broader clutter of stimuli that surround us in the world in which we now live. That’s why marketing messages—if they are to stand any chance of gaining access to our brains—must first pass through our emotional filters by communicating immediately and on a visceral level. They must be redolent with the promise of positive emotional experience. And they must arouse one of our core emotional motivations. Otherwise the print ad will lose out to the article on the facing page or to the child in the room asking about breakfast. The television advertisement will lose out to the vase of flowers that needs watering or to the rumbling of our stomachs that signals it’s snack time. The billboard advertisement may lose out to the attractive person passing in front of us or to the cute kid in the stroller just ahead. Likewise, the pop-up ad may lose out to the video link. And so it goes with every stimulus we encounter. The process of making these almost continuous emotional evaluations is largely instinctive – a function that is as old as or older than our first recorded steps toward motivation and persuasion in those “advertorials” on the ancient cave walls.

A Brief History of the Marketplace

Starting with trading beads like those discovered in the earliest human cave dwellings, the market has both created and answered consumers’ needs for products and services. Since those first primitive exchanges, “manufacturers” have scrambled to improve their products and to invent new ones at a dizzying pace, always chasing the signals and signs of what people want. Of course, unlocking the secrets behind what consumers really want is the province of motivational theory and emotional research—a journey we’re just beginning.

We can trace the early beginnings of marketing as we now practice it in the business world back to the beginning of the agricultural revolution. In the eons before we learned sedentary agriculture and animal husbandry, humans were nomadic, living hand to mouth and always engaged in the pursuit of food, safety, shelter, and the primal directive to reproduce.

In those early days, staying alive took up all of our time and all of our energy—calorically, physically, mentally, emotionally, and even culturally. In fact, before we invented cooking food over a fire, we literally spent more than half of our day just chewing our food.

We didn’t have the luxury of downtime to drive production, consumption, and ownership, and we didn’t yet have permanent homes to fill with the things we cherished. Only after our basic physiological needs were met did we begin to have the freedom to consider less urgent concerns. Only then did we become able to dream of and build a better life.

Through a series of pivotal developments, the agricultural revolution took hold, allowing members of those nomadic groups to put down literal and metaphorical roots. Over the course of many generations—again, in terms of evolution, just the blink of an eye—we became experts in planting and harvesting food and inventing and using tools. Cereals and grains were among our first domesticated crops. Gourds were reimagined as bowls. We kept our own animals as helpers and tamed them for use as food (like cattle and pigs and other livestock), as providers of commodities like wool (provided by sheep and llamas), transportation (horses, mules, camels, and elephants), protection (dogs), and eventually as companions.. We made pottery and learned food preservation techniques. At last, we became comfortable enough to feed our minds as well as our bellies. And all of this steadily increased our capacity to look beyond our physical selves and our immediate needs to imagine and yearn for a veritable host of ways we could improve our lives and make ourselves happier.

As we developed permanent homes, they became spaces we could improve over time, places our children could live and play in , and places to protect us, to house our possessions, and to preserve our legacies. We filled them with items of necessity, to be sure, but also with things that meant something to us on emotional and spiritual levels. As the significance of these items grew, we began to treasure them and to struggle to preserve them.

Not too far into this process, the day came when we found ourselves with significant excess time and excess provisions. This left us with the building blocks of the first “products” we could now trade with our neighbors, who were also newly able to produce more than they needed to survive. As time passed we devised methods to produce more and better products—sturdier shoes, clothes that fit and felt better, and soap that really got things clean. Meanwhile, our neighbors were also hard at work and devised systems and innovations that let them produce their products at a higher quality as well. And in this freest of free markets there were naturally redundancies in what everyone was making, and that’s what gave rise to competition.

This also led to the beginning of marketing (“Hey, look,” said John, “my soap is better than the other guys’!”). As insights, inventions, and new products sprang up to populate the marketplace, new options only succeeded over competing ones if they delivered a better way (or the perception of a better way) to improve the lives of the people who bought them. That is, to prevail in the market, products and services had to possess a compelling ability either to bring consumers closer to their aspirations and hopes or to help them move farther from their frustrations and fears.

The idea of “branding” began to emerge, as specialization, innovation, and word-of-mouth endorsements propelled generations of fortunate craftsmen to develop the reputation for making the best shoes (or clothes or soap) possible. Whole neighborhoods and whole villages became expert in making a small number of products.

For many generations at the beginning of our marketplace culture, we did business with our neighbors and friends in our own general neighborhood of small villages where people were well acquainted with each other. Most of those exchanges occurred in homes or commons. We knew the quality of products because we intimately knew the producers and the users of them, and we had known their parents and clan for all our lives. In this society of consumers and producers, reputations were made and lost on the basis of how well our products performed; everyone knew firsthand or heard from trusted friends and neighbors that John’s (and John’s son’s) soaps, for example, really worked.

As increasingly efficient methods of manufacturing evolved, a growing surplus of goods outstripped the needs of people living within the boundaries of the known neighborhood area. Marketers needed ways to increase their reach. This gave rise to another game-changing shift.

Growing the marketplace beyond the local neighborhood of villages and engaging in trade with more distant and larger audiences ushered in a new era of sales-driven business practices as we looked for new ways to compete. To succeed we had to motivate new consumers to buy our products—customers that we’d never seen or met and who did not know us and our goods at all. To reach consumers at a distance beyond word-of-mouth reputation it became necessary to broadcast, and that’s how product advertising was born – and the business of consumer persuasion began..

The Evolution of Motivational Marketing

These early forays into the art of persuasion still focused on the reputation of the individual or the craftsmen. And presentation of the products from these master craftsmen focused on the functional benefits, and a reputation for quality and value was everything.

But with a steadily increasing barrage of products, manufacturers, and advertisers working for them, it quickly became apparent that many excellent brands of almost any product type were available. Faced with the inability to compete simply on quality and value, manufacturers needed a way to persuade their customers to buy their brand even without an obvious or provable advantage.

Meanwhile, inventors and entrepreneurs used their brainpower to create new products that had never existed before, and they needed to create a need in consumers’ minds where there previously had been none. In these new marketplace contexts, the idea of “higher-order benefits” and the activity of “brand positioning” became an inexorable part of global commerce. Thus, a manufacturer of products competing with other brands of equal quality and value could appeal to his long and caring relationship with customers (“Johnson’s Soap—helping you stay fresh since 1892”), an example of the nurturance motivation in action (see chapter 13), or he could talk about his brand as “the one to trust” if a security motivation (see chapter 4) was more appropriate. And for the entrepreneur with the previously unknown product, new rhetoric aimed at the marketplace identified the “unmet need” as a topic of advertising: “Wouldn’t you love to stop struggling with the buttons on your pants? Now there’s the zipper!” In all of these cases, consumers first needed to be sold on what was lacking in their lives and then had to be convinced that their life would be much better if they had the missing “it.” All of these changes in how brands were presented to consumers and especially the rise of references to “higher order benefits” in positioning and new product advertising created a new need for businesspeople to think about their consumers’ lives by looking at the big picture. They had to focus on what people “really” needed or wanted and identify the kinds of product promises that might truly motivate them at their emotional core. Brand marketers who had until then just talked about products needed to start talking about how consumers might feel if they used a particular brand or tried a particular new product and how the item might change their lives for the better. The need then arose for marketers to get to know consumers and their motivations in a whole new way.

The Medium and the Message

At the same time these changes in the landscape of production and promotion were happening, the ways to get the message out to the masses changed as well. Word of mouth was the dominant form of advertising in the earliest marketplaces, even after Gutenberg rolled out his printing machine and produced the first printed Bible in 1455.

And word of mouth worked. As we travelled, we spread the word to the people we encountered that Johnson’s soap was indeed the best in the world. Later, merchants hired dedicated salespeople who travelled to consumers and attempted to sell them their products. The job of the traveling salesman, the Fuller Brush man, and the Avon lady started there.

Over time, as people continued to migrate to cities, everyone began to have access to public notices and newspapers. These papers in turn became cheaper, appeared more frequently, and became accessible to all. Very slowly, literacy rates improved, and the public no longer had to wait for information to come from an educated minority who consumed it first. As literacy and readership of media grew, the media itself transformed, and illustrations and the first grainy photographs appeared to communicate more vividly (and one hoped persuasively) the indescribable qualities of products – and the feelings consumers could get from using them — that words alone could not do justice to.

Remarkably quickly then, innovations in printing and transportation meant that newspapers could be delivered almost anywhere quickly and reliably. And inside each of those issues, tucked between the news and the opinions, were messages about products. The era of print advertising had arrived.

Thus, changes in methods and capabilities of production, development of new modes of distribution, and transformation in the technologies of communication all came together to radically transform the little village marketplace where John’s son had built his shop (and where the demand for his soap had grown to a point where his wife kicked the business out of the house). National product brands became the new marketplace norm, and products were advertised to national audiences by way of sophisticated print media with national reach. The need to talk about products evolved into its own special discipline as people who were exceptionally clever at devising persuasive ideas joined with people equally clever with words and other people equally creative at design. Together, they put themselves to work creating messages for multiple companies and product brands. Advertising agencies emerged as businesses in their own right, and brought with them their own culture, jargon, and values. And eventually, consumer research came into being, and experts in this new science developed ways of learning more about consumers and the effectiveness of messages designed to reach and persuade them. Not coincidentally, these first forays into the science of consumer behavior were called motivational research. From the very beginning, there has been an (unfocused) awareness that consumer activity began with the motivation to imagine, try, and buy.

Consumer Motivation and the American Dream

As people returned from the Second World War, changes in the worldview of the average household began to take place that would revolutionize consumer culture. Class barriers were breaking down among soldiers who had been united in the fight for freedom, and economic status became defined by what one could afford to buy instead of by inherited social class. And we rapidly began to develop a fantastic material culture for consumers: marvels of engineering (television, the automatic transmission!) and miracles of “Better Living Through Chemistry” (plastics!) that promised continuous changes for the better in our lives. The ideal of the American Dream became a dominant life aspirations not just in the United States but around the Western world, based on the conviction that we were entitled to a better life than our parents had, namely, a life filled with opportunity and options. Soldiers returning from war were often given loans that put more families into homes of their own. College tuition was provided for every veteran who could gain admittance, and levels of education and upward mobility led to the creation of a new culture focused on getting ahead in life.

This vision of ever expanding possibilities for progress took hold of our imagination, and the ideal of living up to our dreams and outstripping the successes of our parents took hold. The ambition to “keep up with the Joneses” became widespread, and a culture of material success blossomed. Almost all of us came to feel sure that with the requisite Buick in the driveway, the washing machine, and the new television set we could be really happy.

By this point, almost all of us could read and newspapers arrived daily at our doors. Radios sat in the living rooms of every home, and televisions were rapidly entering most homes. Electricity was no longer just about light. We wanted electric appliances to improve the quality of our lives, to amuse, distract, and enlighten us.

At the same time as this “perfect storm” of events that brought us into the modern age of consumer culture and that transformed the marketing world, the largest and most sweeping population surge in history took place. A single age group that was to dominate the landscape for decades was born in the demographic earthquake we now know as the baby boom.

This generation became the first to grow up completely under the sway of omnipresent communication, continuous innovation, and relentless consumerism. When the baby boomers were children, TV dinners, fast-food restaurants, and the commuter lifestyle of suburbia shaped a new perspective on domestic life. As adolescents, baby boomers embraced snack foods and soft drinks and changed the way we fed ourselves. College years of war protests and rock and roll changed the mores of our social lives. Young, upwardly mobile boomer yuppies took on Wall Street, acquired luxury cars and created the condo. Today, as retirees, they’re driving a revolution in leisure activities and retirement planning. The boomer generation was the first generation that was thoroughly marketed to, and the ways they behaved in this ever attentive marketplace reshaped the world as we know it today.

The process will continue with coming generations. While none of them may have quite the impact of the first real market-driving generation, each forthcoming generation — their values and attitudes, their behaviors and styles, and the needs and motivations linked to these will continue to reshape the culture as marketers continuously scurry to adapt to and adopt the perspective of emerging consumers.

And through all of this, success in the world of business will continue to depend on the ability to understand the psychological big picture of consumers’ wants and needs, their deep emotional motivations—and the capacity to translate these insights into messages about how products can change the experience of living for the better.

Takeaways

1. One impact of our “connected” revolution is that we are engulfed in media stimuli whose complexity outstrips the processing capacity of our brains.

2. This complexity makes it necessary for us to filter incoming stimuli to pay attention to those that promise to be most important or meaningful to us. The most powerful of these filters focus on emotional relevance.

3. The realities of consumer filtering and the complex and crowded information marketplace set a high standard for effective consumer communication—and much of what is out there will simply not get through to consumers.

4. For marketing messages to penetrate the media cacophony, they must make it past consumers’ perceptual filters.

5. The surest way to do this is to appeal to the consumers’strongest emotions –i.e., their dominant psychological motivations.

En exclusité pour LSA, OC&C Strategy Consultants livre son classement des multinationales les plus performantes dans l'univers des produits de consommation (PGC). Retrouvez le top 50 et l'analyse complète de la rédaction. Dossier.

Hello et bon début de semaine

Ce matin, voici un projet artistique qui mélange caméras de surveillance, humour et imagination. Il s’agit de « Exhausting a crowd », une réalisation de Kyle McDonald qui consiste à utiliser la vidéo de surveillance de Piccadilly Circus au travers d’une boucle de 12 heures et de jouer avec les personnes anonymes afin de leur faire dire des choses.

Si vous vous prêtez au jeu, vous verrez, cela est assez effrayant puisque l’on se met à observer les gens, ce qu’ils font, leurs interactions, leurs attitudes et imaginer leur comportement. Un peu comme si nous étions nous-même des surveillants.

Entrez dans la peau d’une caméra de surveillance avec Exhausting a Crowd

Cliquer ici pour voir la vidéo.

En quelques minutes, cette création numérique nous positionne dans un rôle de voyeur et de surveillant. Les annotations des autres utilisateurs restent cependant plutôt drôles ou très factuelles… Cela est bien évidemment sans hésiter, un hommage à l’ouvrage de littérature expérimentale de Georges Perec : « Tentative d’épuisement d’un lieu parisien », écrit à partir d’un banc sur trois jours en 1974.

> À essayer directement sur Exhausting a CrowdCes articles peuvent aussi vous intéresser:

• L’électronique posée sur votre peau : « You are your own device » !
• L’armée des 12 planètes en animation !
• Le design des banques de demain !
• Keezy, une interface musicale qui se partage!
• Une épaulière anti-surveillance.
• Les matinées créatives !
• 4 minutes de sport par jour grâce à « Quick 4″ !

Entrez dans la peau d’une caméra de surveillance ! est publié originellement sur le blog de graphisme & design : Graphisme et interactivité blog par Geoffrey Dorne

BpiFrance et Business France proposent une mission dont le but est de permettre à 12 entreprises innovantes de bénéficier de 10 jours d’immersion en Chine. Parmi elles, 4 entreprises pourront profiter en plus de 4 semaines d’accélération. Les entreprises ont jusqu’au 10 juillet pour manifester leur intérêt.

Un jury Franco-chinois sélectionnera les entreprises. Les critères d’évaluation sont : le projet de votre équipe dirigeante sur le marché chinois, sa motivation, votre produit-solution, vos références et ressources humaines et financières.

Parmi les secteurs d’activité concernés : outils télécom, objets connectés, marketing digital, jeux marketing, e-commerce, sécurité, big and small data, administration de la gestion des contenus et réseaux sociaux.

Pourquoi choisir la Chine ?

La Chine est le 1^er exportateur et la 2^ème puissance économique au monde. Elle représente 1,3 Mds d’abonnés mobiles. L’e-commerce chinois atteint déjà celui du marché américain (autour de 300 Mds de dollars). Selon Twitter 37% des utilisateurs de réseaux sociaux sont chinois. Les champions chinois devenus des références mondiales forment le club des BAT : Baïdu, Alibaba, Tencent et concurrencent fortement les américains GAFA (Google, Appel, Facebook et Amazon).

Comment participer :

Avant le 10 juillet, retournez le formulaire de candidature complété (rempli en ligne + vidéo de 2 minutes en anglais), une présentation de votre projet en une page (à uploader via le site internet). En option : un powerpoint type marketing en anglais/chinois de votre choix. Et le bon de commande associé, complété et signé. L’ensemble des pièces du dossier d’inscription est mis à disposition pour téléchargement sur le site www.acceleratech-china.com ou à la demande par e-mail à Acceleratech-china@businessfrance.fr

Coûts :

Programme Immersion de 10 jours (préparation, rencontres BtoB, networking et visibilité avec coaching collectif) à Pékin, Shanghai, Shenzhen et Hong-Kong + un dossier thématique sur l’écosystème numérique en Chine en 2015 : 3 580€ HT (4 296€ TTC) + 300€ HT de frais de dossier.

Programme Accélération de 4 semaines d’une valeur de 15 000€ Offert par Bpifrance pour les 4 entreprises. Au programme : coaching et mentoring individuels de professionnels expérimentés, hébergement sur 4 semaines en incubateurs, rencontres BtoB/Business Developement à Pékin, Shanghai, Shenzhen et Hong Kong.

Hors frais de transport aérien et terrestre, d’hébergement personnel et de restauration.

Les représentants des entreprises s’engagent à avoir un ou plusieurs membres de leur équipe dirigeante sur place sur toute la durée ou presque du programme.

Détails du programme