on a quest for solving ever more complex behavior change challenges: emerging new tools and...
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Alex Batchelor | @alexbatchelor Chief Operations Officer BrainJuicer
On a Quest for Solving Ever More Complex Behavior Change Challenges: Emerging New Tools and Frameworks
#SB15London
Joss Tantram | @terrafinity Founding Partner Terrafinity
Sille Krukow Chief Behavioral Designer Krukow
On a quest to solve behaviour change challenges Alex Batchelor – BrainJuicer
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The first framework is to get your priori>es right!
WHERE MARKETING FOCUSES ITS EFFORTS
A$tude Change
WHERE MARKETING SHOULD FOCUS ITS
EFFORTS
Behaviour Change
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Q. How many pa>ents successfully change their diet and lifestyle as a consequence
of heart bypass surgery?
The second one is to understand human behaviour
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Let’s Begin at the Beginning
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AXer some years of evolu>on…
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…and finally…
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The Behavioural Model
DECISIONS
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Environmental | Social | Personal
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S Shell S BT S Tesco S Bri>sh Gas S HSBC S GlaxoSmithKline
S Pruden>al S Centrica S BP S Barclays
S Google S Starbucks S Amazon
S eBay S Vodafone S BAT S Tate & Lyle S Vedanta S Rolls Royce S WPP
Which list is which?
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What are the numbers?
S 29.3 million
S 236,000 S 6,000
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What’s bigger (in terms of CO2 emissions)?
S Data Centres S Global Avia>on
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The Guardian
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We are all liars and hypocrites!
S And we shouldn’t feel too bad about it S Most of us don’t!
S But we could think about how we might change their behaviour!
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Tradi5onal Perspec5ve
S We are socially isolated individuals with rela>vely stable preferences
S All our choices are the result of a delibera>ve, linear and controlled thought processes
S People are benefit-‐maximising and cost-‐minimising
S Behaviour change is brought about through: « Increased awareness of the issue
« Be<er informa5on
« Educa5on
S The right incen>ves will help people change their ac>ons
Behavioural Science Perspec5ve
S We are socially connected with very malleable preferences
S Our choices are oXen impulsive and the result of non-‐linear thought processes
S People are mo>vated by factors beyond benefit-‐maximisa>on and cost-‐minimisa>on
S There are more effec>ve ways to bring about behaviour-‐change than through:
« Raising awareness
« Providing be<er informa5on
« ‘Educa5ng’ people
S Monetary incen>ves are not always necessary to get people to change their ac>ons
How Behavioural Science challenges marke>ng….
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The environment where we choose majers too!
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We copy others much more than we’d like to admit
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How we feel also drives our decisions…..
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How many steps trumps how much…
22 INPUTS 8 INPUTS 4 INPUTS
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Which one’s worth more?
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Consumers don’t do maths!
Source: When More Is Less: The Impact of Base Value Neglect on Consumer Preferences or Bonus Packs over Price Discounts, Haipeng (Allan) Chen, Howard Marmorstein, Michael Tsiros, & Akshay R. Rao, Journal of Marke>ng, 2012
Sales 75% higher than “35% Off“
condi5on
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Work with the grain of human behaviour
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Even as a method of informing people!
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And you can s>ll have fun with it!
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Title and Text
S We don’t have all the answers!
S We do know that our understanding of how people actually behave has changed in the last 20 years
S We want to encourage everyone engaged in sustainability to understand human behaviour bejer using a range of resources beyond just asking direct ques>ons
S We want everyone engaged in sustainability to use their understanding of human behaviour to have greater success in changing behaviour – this will mean that they need to experiment more!
S The paradox of success is that you need some failure to achieve it……
So… what are we saying?
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Title and Text
S We aren’t intelligent or ra>onal decision makers – and simply giving us more informa>on doesn’t seem to change our behaviour
S We are influenced by other people – and they unconsciously change our behaviour
S We are oXen bejer at understanding and predic>ng the behaviour of other people than at predic>ng our own behaviour
S Our memories of our behaviour are oXen weak and unreliable
S Context is everything in behaviour
● “If your house burns down in a freak fire you are devastated – but if your whole city is destroyed in an earthquake and hundreds of your neighbours die then you feel lucky to be alive!” (If I want to make this sound smarter I call it the “theory of rela>ve depriva>on”)
S Emo>on drives our behaviour – so if you want to turn human understanding into business advantage then understand emo>on
…and again – in English, please!
Thank you [email protected]