I recognise and experience firsthand the cultural consumer differences captured in Mindi Chahal’s article. But these differences present opportunities: the ecommerce experience, for example, could become as seamless in the UK
as it is in the US, where they’re leading the way in integration. And although aggregators are set to increase in volume and importance in the UK this year, comparative shopping online and social business is still far more prevalent in the US – just look at the rise of Yelp.com. While we should appreciate and reflect cultural difference, there’s also a lot to be gained by keeping abreast of the developments of our American cousins.
Sebastian Dreyfus, managing director, Europe, Rosetta
Research in reality
Market research is not the charts and tables that Peugeot makes it out to be. It is the application of brains to consumer and market information. It depends on people who think, analyse, interpret, reject, rethink and dispute, who disregard stereotypes, tradition and common knowledge, and focus on what is real.
For Peugeot, eye-tracking research might reveal that the slightly raised edge at the front of the hood distracts the eye from the road, neuroscience might reveal that driver reaction times can be increased if the sound speakers are located at eye-level and facial coding might reveal that the artistically designed seam placement on the rear seat rubs angrily on the legs of young children.
Market research doesn’t kill creative, it considers consumers.
Annie Pettit, vice-president of research standards, Research Now
We’re a demanding audience, desperate to be part of our favourite brands’ stories. We’re constantly in search of enhanced, relevant and personal experiences – experiencesthat great design has the power to turn into effective business drivers. So design matters because it makes a tangible difference to who
we are and everything we do, not least the successful fulfilment of our ambitions for our products, services, businesses and lives.
Adrian Burton, executive creative director, Lambie-Nairn
Spread the love
It’s refreshing to see a big brand like Müller acknowledge that marketing is not the reserve of sales and marketing departments. Whether a company has two or 2,000 employees, every member of staff should know what the business stands for. External appreciation of a brand’s philosophy can only happen once employees embrace these beliefs. If employees do not feel invested in the brand’s philosophy and approach to marketing, how are they supposed to sell these values to customers?
Simon Kenwright, director of engagement, Maverick
A level predictive field
Mark Ritson makes a good point, that most UK companies have not yet taken advantage of predictive marketing. Unfortunately, very few companies have the budget and resources of Amazon; however, due to recent advancements in predictive marketing technology, it is now possible for any sized retailer to harness this level of sophistication.
Paul Gibson, regional director, EMEA, AgilOne