According to a University of Scranton study, 45% of Americans usually make New Year’s resolutions.
ColemanWick is still busy with our resolution from last year: “We shall endeavor to create moderately entertaining content”. This isn’t super easy, since customer data isn’t exactly the sexiest of topics. In the checkout line you never see research studies selling next to the tabloids (even though “Inquiring minds want to know” pretty much sums up the psyche of a researcher).
It’s not what you say but how you say it.
You’ve decided to launch a customer satisfaction survey to get some feedback from your clientele. You’re off to a great start. After all, surveys are a great way to assess and quantify your audience’s perceptions and behaviors of your product, services, or organization. But are you asking the wrong questions?
Want the 411 on your industry? Don’t ask.
I recently attended a conference where coffee, danish and slightly faulty advice were served. The speaker claimed that the marketplace will be going through many changes in the next couple years, and so companies need to gather as much intelligence as they can to stay up on things within their industry.
To gather such information, his suggestion was to have salespeople ask questions of their clients — nose around a bit, get the lay of the land.
Your sales folks might indeed be able to glean some useful tidbits that way. But I’ve observed that the best companies don’t put too much stock in such an approach.
Years ago I met a guy who worked for the California Prune Board — he was there in 2001 when the FDA gave them permission to use “dried plums” as an alternative to “prunes”. (Since then they’ve been called the California Dried Plum Board.)
Dried plums/prunes have long suffered from a stigma as an old person’s laxative-aiding fruit — an image which didn’t exactly endear itself with the under-70 crowd.
I remember him telling me how frustrating it was to work for the Prune Board, because they knew that if you gave prunes to 100 people who had never heard of their, um, intestinal powers, you’d get close to 100 people who would buy them — and promote them to others.
Last year, 40 film trailers were shown to more than 1,000 people, measuring their heart rate, breathing, how much they sweated, their motion responses, and what their eyes focused on. Using the results, they found they could predict box office hits.
According to Fast Company magazine, “If a film’s trailer fails to reach a specific emotional engagement threshold, it will very likely generate less than $10 million in revenue on opening weekend.” But a film whose trailer exceeds a certain engagement threshold “will very likely earn more than $20 million the first weekend”. This got executives at Fox and Paramount to take their feet off their desks.
Neuromarketing is here, big time. It uses tools such as magnetic resonance imaging to map the brain as it reacts to TV and print ads, websites, logos, new products and packaging, etc. By observing which areas in the brain react, neuroscientists can, to varying degrees, predict consumer preference.