Jacky Parsons, our Director of Research, spoke on one of our favourite topics at this year’s ESOMAR conference in Nice: extreme consumers. The conference is an annual get-together for members of the market research industry and this year’s theme was ‘inspiration’. At Sense, we find talking to extreme users incredibly inspiring. Nick Graham, our PepsiCo client, joined Jacky on stage to talk about the extremely creative members of the Pepsi Now Network, managed by Sense, who are having such a big influence at corporate HQ.
Going to the edges for inspiration
Together with our friends at PepsiCo Global Beverage Group, we wrote a paper on the value of speaking to extreme consumers. Click here to download the full paper.
In the paper, we show how people with more intense and unusual experiences, attitudes and backgrounds – who we call extreme consumers – can unlock insights that transform the work of marketing and innovation teams, even if your target audience is mainstream.
We describe three types of extreme consumer:
1. The Lover vs the Rejector
This type sits at either extreme of the usage spectrum of your brand or category. Extreme Users have a much higher than average usage profile – in terms of frequency or quantity. Rejectors on the other hand are lapsed users or non-users who have chosen not to engage with your brand.
Don’t think of academics when you read the term ‘expert’. This kind of extreme user has expertise relevant to your brand or category because of the role they play in life, but it’s a lateral connection. So for example, a soldier can be an expert in blisters.
3. Leading-edge Creatives
These people are extreme in terms of their cultural engagement and creativity, and their lifestyles. This is the type of ‘extreme consumer’ we have involved in the Pepsi Now Network during 2014. They’re the opposite of a conventional research panel – they’re muses who guide internal teams and shape the thinking of external creative agencies.
As Anna Peters reported on the Esomar site: ‘For Nick Graham (PepsiCo USA) this has been the first time in his career where “agencies have been begging him” to speak to consumers. In short, this approach has resulted in an organisational shift – where the function of Market Research has been repositioned from reporting findings, to inspiring solutions.’
The Pepsi Now Network demonstrates that the value of any approach involving extreme users goes beyond the commercial benefits to the business – it makes a qualitative difference for everyone involved in the journey. The research process becomes more interesting and rewarding for everyone involved, whether they are participants, recruiters, agency teams or client teams – as a genuine human connection is forged between people and fresh insights are discovered. And that’s what inspires us, as much as the new ideas ignited by the interactions.
The Sense Network is our global community of smart and articulate individuals that share their collective wisdom to help make things better and make better things. The Sensers (as we call them) are our eyes and ears on the ground, always scouting out the latest trends, able to bring fresh views when collaborating on projects. Every couple of weeks we have a new ‘Featured Senser’ which is our way of showcasing some of the high calibre members with unique interests and passions. This week we’ve been catching up with Sina from Berlin.
Hey Sina, please tell us a bit about yourself…
Hi! I’m Sina, a Senser in Berlin, the ever changing capital of Germany. I like to be involved in different projects of all kinds. At the moment there are 4 main things I’m working on:
1. I am introducing the concept of Human Resources to Blinkist, a start-up company based in Berlin. They have successfully emerged from the “Hey I’ve got a cool Idea let’s try it out” – phase and are transforming into a proper business, with a substantial amount of employees. I – as their first employee in this field – am helping them professionalize their structure.
2. I am still involved in psychological research with my former University, working on publishing articles with my colleagues there.
3. I built a personal website where I give online tuition (http://psychologie-aufnahmetest.de) for those preparing for entrance examinations.
4. Even though I tuned it down a bit, I still organise some events and work as a DJ here and there.
What do you find most inspiring about your city? And what would you recommend a visitor should see or do?
I’ll try to bring up a point that you have not heard already, as Berlin is a hot topic in small-talk all around the globe. One thing that separates Berlin from other hip cities like Barcelona / London / New York etc. is it’s unique relation to space. In the beginning of the 20th century, Berlin was meant to hold a maximum of 6 million people. Because of the second world war and it’s isolation during the cold war, Berlin now actually holds less inhabitants than it was built to accommodate! This is absolutely unique. Despite the huge growth in numbers during the large decades, this fact leads to Berlin still holding open spaces, unused territories and (comparatively) low rents. In my opinion, this single fact is responsible for creating the room for opportunity, flexibility, craziness and venture that made Berlin what it is today. In Berlin, you can find an unused room somewhere for a really low rent, set up some tables and call it a Club. It might work, it might fail, but there’s not much to lose, you don’t need to invest much. This drives innovation.
Are there any trends, cultural shifts or movements emerging in Berlin right now that really excite you?
The Berlin start-up scene is very vibrant in Berlin, I am particularly interested in how this sector develops. Will the next European Facebook / Google / Twitter emerge here?
What do you think the major changes in Berlin will be in the next 5 years?
The biggest challenge is coping with all the people moving into the city. Will Berlin become a void, colourless, mainstream and student-oriented place or will it keep it’s quirky and very diverse identity?
Which brand would you most like to have an influence on and how would you like them to change?
Probably the FIFA and UEFA. Ever since I read “how they stole the game” (I have some substantial criticism with the book itself too) I developed a deep disgust with these organisations and if I could choose, I would transform them. They have no interest at all in change though. Speaking of product-based brands: I’d kind of like to change the way almost any given traditional company (as in companies that exist for more than 10 years) speaks to their sub-30 year old customers. They have a horrible, horrible intuition of how to communicate with them.
If you could improve just one thing in the world what would it be?
Transparency where it is appropriate. In private, in public, in economics. In the right places, it’s the antidote to a lot of problems.
We were lucky enough to be featured in the Financial Times in a piece about extreme consumers. Here’s the full article by Alicia Clegg.
Micah Melton has strong opinions about ice. The water to make it must be double boiled; small dense cubes are best for shaking cocktails; a 9-inch shard of ice chills a gin and tonic to perfection and imparts just the right dilution.
As chef de cuisine at The Aviary, a Chicago cocktails bar, Mr Melton recently allowed a team of innovation consultants to a US home appliances maker to peek inside the drink kitchen over which he presides. They watch ed him prepare drinks as he would for friends and listened as he railed against domestic freezers that churn out “terrible” uniform little cubes.
Welcome to the world of extreme consumers – the mavericks, outliers and downright obsessives that may shine a new light on how a product should be developed.
Sense Worldwide, the London-based innovation consultancy that interviewed Mr Melton for the domestic appliances maker, is among a growing number of consultancies and design teams that draft in “extreme consumers”. While common sense suggests mainstream brands should talk to ordinary people, some product researchers argue that consumers whose expectations go far beyond those of average users can offer richer in sights because they are the ones for whom the performance matters most. “If you ask people what they want, often they will look at you a bit blankly, because most of us are instinctively quite conservative [and inclined to like what we know],” says Brian Millar, director of strategy at Sense Worldwide.
Eric von Hippel, a professor of technological innovation at the MIT Sloan School of Management, recommends seeking out those whose enthusiasm for, or frustration with, existing products is greatest. Not only might their take on improvements be better articulated, but they may have improvised a solution. “You are going out and finding people who have developed a product for their own use and shown that it works,” Prof von Hippel says.
When helping a client develop a toilet brush, Sense Worldwide observed consumers with an obsessive compulsion for cleaning their lavatories hygienically. Many wrapped the bristles in toilet paper to minimise contamination, giving Sense Worldwide the idea of flush-away biodegradable covers for the brush-heads. “Because [the participants] were so interested in the minutiae of cleaning, they were willing to go into details that most people would rather not think about,” Mr Millar says.
Other mavericks Sense Worldwide has pressed into the service of innovation include ex-convicts for an information technology usability project − while behind bars they had missed out on the smartphone and so viewed it with fresh eyes − and dominatrices who shared tips with a foot care brand on how to avoid blisters: “We needed people who wear uncomfortable shoes,” Mr Millar explains.
The range of businesses hoping to learn from users that go to extremes is widening. Sports and fashion brands led the way, but more recent converts include insurers and banks. For a project on service checkouts, Commonwealth Bank of Australia and Ideo, an innovation and design consultancy, went to the fringes of retailing to talk to a pop-up strawberry-picking farmshop as well as high street stores.
Observing retailers in various sectors struggling to accommodate the many ways that consumers want to pay led the bank to develop what it hopes will be a more flexible payment method. By downloading apps to handheld devices, now in the final stages of testing, staff will be able to split bills for groups, record cash transactions and open tabs for regulars. “Talking to extremes helped us understand the full gamut of needs . . . we realised our mindset would not necessarily lead us to the right answer,” says Andrew Cheesman, who heads the Commonwealth Bank division that provides payment technologies for business customers.
Not everyone is an enthusiast for extreme research. John Curran, founder of JC Innovation & Strategy, argues that most innovations, whether hatch ed in laboratories or gar ages, emerge through tinkering. “Eureka” discoveries are possible – businesses developed skateboards after spotting teenagers who improvised their own – but un likely: “Most innovation is incremental and the research that feeds it is wide-ranging.”
Certainly, extreme uses may turn out to be mere foibles. To improve the odds of spotting trends with broad appeal, Sue Siddall, a partner at IDEO, likes to work simultaneously with opposite extremes. IDEO took this approach with Galenicum, a Spanish pharmaceutical business that hopes to use “human centric” design to give excess-cholesterol sufferers a reason to prefer its drugs over rivals. Joaquim Domingo, a partner at Galenicum, learnt from views contributed by an illiterate farmworker, a college educated 25-year-old and a pensioner with multiple diseases (who invented his own method for avoiding medication mix-ups). “With normal consumers you get [ideas] that everyone gets; with extremes you get many crazy ideas, a few of which might [lead somewhere].”
With the coming together of trends such as tech enthusiasts rediscovering DIY through the “maker movement” and open-source technologies, extreme research is entering a new phase. At Ford, K Venkatesh Prasad, who oversees its open innovation strategy, is running an initiative, OpenXC, that encourages car enthusiasts to build motoring apps by giving them access to data from car sensors. The inventors are not obliged to consult Ford about their ideas − which range from a collaborative weather-warning scheme to apps that help use less fuel − but some choose to. Until now, Mr Prasad says, car hobbyists met at weekends. Thanks to virtual communities, “the weekend can now be every day”.
But will commercial-scale innovations result? Prof von Hippel argues that extreme consumers – from creators of white-knuckle sports to surgeons who invent better instruments − are al ready significant innovators. But businesses “need to learn better behaviour”. Extreme users invent mainly to satisfy their own needs, with commercialisation as an afterthought, he says. Yet would-be collaborators with citizen innovators often “don’t ac knowledge their contribution, which makes [them] justifiably annoyed”.
Mr Melton, for his part, merely hopes the ideas he donated will give rise to better ice-making gadgetry for the home. “The sooner it happens the better,” he says.