Intrinsic Drives & Random Buys

"It can attend to more information, react more quickly to emergencies, and keep track of more complicated routes. It never gets angry. It never even blinks. In short, it is better than human in just about every way."  Taken from Wired Magazine; "Let the Robot Drive - The autonomous car of the future is here," February 2012 by Tom Vanderbilt

We make decisions on a 'hunch,' and often buy something that we didn't start out to get. Trying to understand this behaviour in a rational way has been the endeavor of many studies into human decision making behaviour. Understanding why customers make the purchase decisions they do is the 'holy grail' of marketing.

The quote relates to self-driving cars and why they are safer on the road.
It’s a rational reason for embracing this new technology, less human error resulting in safer conditions for driving. The idea played in my mind because it highlights how limited our access to information is when making decisions, and the seemingly random; even careless; behaviours we demonstrate.

In marketing we provide information, brand cues, service and offers to influence purchasing behaviour.  We have a range of mediums and tactics to utilise. Breaking through the clutter in a human mind is a challenge, given the high degree of audio and visual stimulation in the market.

Disregarding irrelevant inputs and distractions is impossible. They influence us in ways we often don't recognise or understand.  Measuring perceptions, subconscious choice drivers, innate preferences and underlying anxieties influencing buying behaviour is difficult.

I was reading on Brandchannel.com an article entitled 'NASCAR Drivers and Fans Juggle Sponsor Logos” posted by Mark J.Miller about the high brand loyalty fans have to team sponsors. Fans indicate that they are 54% more likely to purchase a sponsor product if prices are equal and 11% if the price was higher.  This is not a surprise given the passion these fans have for the sport, resulting in an emotional connection to sponsor products by association.

We process data that has an emotive impact more deeply and faster. It is our way of filtering out some of the clutter. In my experience this includes rational statements, as often this provides an emotional benefit e.g. makes me feel safer, smarter, frugal, responsible, less gullible, less pressured. 

Tapping into these subconscious decision making factors is the biggest challenge for marketers, yet yields the highest returns because it influences behaviour.
After all we are human. Our rational responses often don't calibrate with what we say we will do or even think we will do a lot of the time. When working on the convenience category, stated behaviours did not calibrate to shop item sales data. This was because customers did not remember or did not like to reveal that they had purchased treats such as chocolate bars or a soft drink ‘on a whim.’

Like driving a car, this makes marketing to humans a hazardous and potentially risky endeavour without having some predictive data to assist in strategy development. Always keep in mind that stated behaviours are often different to what people actually do.

Let's face it. This is what also makes marketing interesting the intrinsic drives...the human factor. This is what makes shopping interesting....our random buys.

What are your thoughts?

Managing Marketing Projects to Achieve Big Outcomes

This is not an article about project management. To successfully deliver a big project competence in these skills is essential.

My experience has been in managing marketing and brand projects, including brand identity launches, national fundraising initiatives, global research and branding activations. Therefore the insights I share come from this perspective.

This is an article about what lays behind the process charts. What to expect when managing competing agendas, ambiguity and multiple considerations.

1) Know what the project is: Sounds obvious however most marketing projects start as a concept. Often the project is not defined or even clearly understood. Take the initiative to articulate the scope, set objectives and identify outcomes. It creates alignment upfront and provides an opportunity to communicate in a meaningful way with decision makers.

Remember scope and objectives can be amended along the way. Don't be afraid to take the initiative and suggest what they should be.

2) Control what you can: A day, a week, a month in a project can change everything. Control what you can and do this well. Flexibility is key when managing projects. There are a lot of variables, stakeholders and tasks. Not everything will go to plan and schedule.

When you control what you can, you create momentum. Identify what you can control and keep this moving.

3) Allow time, momentum or a 'drop dead' decision date to overcome the ambiguity: This relates to the points outlined above. There is always more than one direction or action that can be taken when it comes to marketing tactics. It can lead to work teams and stakeholders wanting to brainstorm more rather than agreeing on actions and next steps.

Keep the project moving by being vigilant to flag decision points and putting forward recommendations. Inevitably a stand will be taken or a direction agreed.

Be bold about recommending next steps and brave in pursuing a cause of action.

4) Put a stake in the ground and call timings and budgets: Work ahead. Good project management requires forward thinking. The ideal is to have information ready for feedback.

Timings are a good example of this philosophy. Don't wait for every piece of information available to map out timings. Start with the projected project implementation date and work back. Not only does it clarify a schedule of milestones, it provides insight on resource
requirements. Besides this analysis is totally objective providing instant reassurance that you know where you're going.

5) Be honest about the issues: While you don't want to be viewed as the road blocker I have seen many people position themselves poorly by being associated with a project that had no chance of coming to fruition.

Be honest about the issues. Offer solutions or modify the scope when possible. It can difficult to 'call a project' however as is the case in most business relationships 'early warnings' are better then late notice.

If you are expected to keep going on a project that has high risks and internal cynics, go back to the principal of 'control what you can and do this well'. Just remember the higher the risk, the greater the reward when things go better than expected.


6) Accept that others may not see the project as a priority or even care: Stakeholder analysis is the project management process for this. The reality is that a big project sits outside of usual business and this means that resources being pulled in at various stages will see this as extra work. If there is no recognition for small contributions individuals can derail or block progress.

Making the contribution of others as easy as possible by being clear about requirements and not taking too much of their time is critical. Over managing tasks, creating long meetings and over engaging these individuals is a sure way of getting them offside.

Think about what you are requesting and your interaction style with these individuals. Be specific and don't enter into an over laboured process for a small request. Respect others expertise by not directing and controlling their contribution.

7) Be positive, don't allow a minor set back to railroad the bigger picture: Some people over react to the smallest set back. Some individuals love drama, loudly and boldly sharing any minor issue. Be positive, remain strong and be the voice of reason, keep focussed on the end goal.

Remember there is usually a solution for every problem if you search hard enough. You may need to remind others of this.

8) Call it! Often a project is to identify what's possible. If the resourcing, systems and support aren't forthcoming it may be best to call it off until these areas are addressed. Some talented people have stalled their careers by being associated with projects that had no chance of being delivered and not being brave enough to call it as it is.

9) Get ready to be judged - a project by it's very nature is exclusive. A project is set up to ensure there is a concentrated focus by a select group of people. Therefore it is an exclusive - not inclusive process. This means that the majority of people will not be across the details, challenges and wins. They will judge the project on the outcome only.

All projects offer look back opportunities. There will always be things that can be done better. Be willing to share the positives and negatives. Know that some people will feel alienated from the process and this is OK. After all a good project is designed to exclude others and bring them in when required.

10) Don't get derailed by individuals wanting to contribute ideas: One of the biggest challenges in delivering marketing projects is moving stakeholders from contributing ideas to decision making, and having work teams complete tasks to plan rather then expand the scope.

Be clear about being in execution phase and insist that individuals with expertise in this are available. There comes a time when it just needs to happen. People wanting to contribute ideas rather than a means to implement are a distraction. Beware of this as a project progresses. Ideas without substance do not add value when implementation plans are in progress.

Managing big projects for big outcomes goes beyond process excellence. It requires flexibility, tenacity and positivity to keep moving forward. An ability to shake off small set backs to achieve a bigger goal.

Good luck with implementing your big marketing projects.