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Brand and Customer Experience

As marcas estão sob pressão para desenvolver ligações emocionais e estabelecer relações duradoras com consumidores, mas também com os gestores de decisão das empresas.

O sucesso tem por base proporcionar experiências relevantes e memoráveis aos consumidores, em todos e cada um dos pontos de contacto, seja com a marca, um produto ou um serviço. 

Ajudamos os nossos clientes a melhorarem a relação entre a sua marca e os consumidores, ao analisar e otimizar a relação emocional, isto é, as experiências do cliente que impulsionam as decisões de compra imediatas, assim como as ligações de longo prazo. E proporcionamos este serviço a nível local, regional e global.

As nossas análises, relativas às marcas e às experiências dos clientes, contemplam os diferentes pontos de contacto, ao longo de toda a jornada de compra, que criam ligações emocionais duradouras. 

Últimos Insights

Pode encontrar aqui os últimos insights de Experiência de marca e cliente. Ver todos os insights

    • 03/03/16
    • Press
    • Technology
    • Consumer Goods
    • Brand and Customer Experience
    • Digital Market Intelligence
    • Social Media Intelligence Center
    • Market Opportunities and Innovation
    • Trends and Forecasting
    • Portugal
    • Portuguese

    Novo estudo: Portugueses preferem interações pessoais às virtuais

    Interações virtuais são tão boas como as presenciais?

    • 02/10/16
    • Press
    • Fashion and Lifestyle
    • Retail
    • Consumer Goods
    • FMCG
    • Brand and Customer Experience
    • Market Opportunities and Innovation
    • Trends and Forecasting
    • Portugal
    • Portuguese

    Portugueses gastam mais de 4 horas semanais em cuidados pessoais

    Estudo global da GfK revela os principais motivos para cuidar da aparência

    • 09/03/18
    • Financial Services
    • Brand and Customer Experience
    • Global
    • English

    Will the CMA league table of banks’ quality of service drive people to switch?

    Banks and building societies in the UK now have to display material in their branches and websites that shows a national ‘league table’ of banks’ quality of service. This is part of a Competition & Markets Authority (CMA) and Financial Conduct Authority (FCA) drive to create competition in the banking sector by encouraging switching.

    The question is, what affect will it have?

    We know from change behaviour models, such as Fogg, that, for behavioural change to happen, a person must have sufficient motivation, sufficient ability, and an effective trigger. All three factors must be present at the same instant for the behaviour to occur. Right now, people have the ‘ability’ to switch, provided by the Current Account Switch Service (CASS), which the CMA introduced to make switching much easier and therefore help overcome apathy.  The ‘trigger’ may well be provided by this new CMA ‘quality league table’, as people can easily see whether their account provider is better or worse than others. But that still leaves ‘motivation’. Will consumers be motivated to switch simply by believing that they will get higher quality of service elsewhere? Or will they need something more concrete, to give them sufficient motivation to switch?

    What motivates people to switch current accounts?

    At present, 5%1 of current account holders state that they are considering switching current accounts in the next 12 months, rising to 20%1 amongst those who are actively dissatisfied with their existing provider. Dissatisfaction with one’s existing account provider is clearly a strong negative motivator for switching. However, in the last 12 months, only 3.5%1 of current accounts actually did switch. This imbalance is no doubt partially due to the perceived hassle of switching accounts, despite services such as CASS. However, an additional barrier may be that people did not have a clear view of which bank could give them a better service – so they lacked a positive motivator. The CMA’s new league table of service quality will certainly go some way to bridging that gap – given that all banks and building societies providing personal current accounts now have to display the “top five” brands for four categories: Overall service quality; Online and mobile banking services; Overdraft services; and Services in branch. Other motivators that we know are already driving switching include product incentives. A good example of this is Santander’s 1|2|3 account, which offers cashback on household bills and a good interest rate on the account balance. Since its launch in 2012, Santander’s market share has risen by 2.6 percentage points1. Although very gradual, our FRS data also shows signs of customers moving away from the “Big 5” banking groups to embrace a wider range of challengers – driven by brand innovation, as well as product incentives.

    What does this all mean for banks?

    For the “Big 5” banks, the focus is likely to be on retention – ensuring they innovate to inspire and hold onto their customers. Key areas for retention include winning the mobile banking battle (a major area, as ‘convenience’ continues to grow in importance in people’s daily requirements), making branches relevant, so that they become attractors and combat challenger online and offline offerings, and ensuring their CMA ‘quality league table’ scores are strong, relative to others. For Challengers, such as Metro Bank, looking to acquire customers from the Big 5, the focus is likely to be on driving communications that emphasise “it’s easy to switch to us, we offer stellar customer experience and our proposition delivers the benefits you are seeking”.

    Conclusion on switching

    While the CMA service quality league table is unlikely to prompt a flood of switching on its own, it certainly adds an extra stepping-stone for those people considering switching. Brands who are in the top five on the CMA league table will be making the most of this independent ranking, to advertise their performance to both existing and potential customers – and working hard to ensure they retain their place. This means that brands not in the ‘top five’ on the CMA league table may be more vulnerable to customers considering switching to other brands who are flagged for their service excellence. The way to combat this is to ensure they have timely and accurate information on their full customer harmonics and experiences and understand where to innovate to improve this, to ensure their customers are not motivated to switch. Contact us: We can help you understand your customers’ current experiences, and identify areas of innovation to both retain and acquire customers <h5>Footnote:</h5> 1GfK Financial Research Survey (FRS) data to March 2018. GfK’s industry-leading Financial Research Survey (FRS) is the definitive study for UK retail financial services. Established in 1977, our research builds a complete picture of the UK financial consumer. Annually we interview 60,000 respondents, understanding consumer’s financial holdings, acquisitions, usage, and behaviour. It is a key single source of data, providing insight into consumer financial behaviour.
    • 07/27/18
    • Brand and Customer Experience
    • Global
    • English

    The winning formula for advertising around big sports events

    We ran different ad tests during the World Cup, including using biometric testing on 21 ads. The ad that ‘won’, in terms of greatest subconscious and conscious audience response, was the Ladbrokes’s advertisement, which is driven by verbal and visual humour. But what was it that resonated so well with the audience?

    Engage both sides of the brain with humour

    According to a recent study published in the journal ‘Cerebral Cortex’, visual humour engages parts of the brain responsible for vision, and verbal humour activates the language-processing areas. These big brain areas tend to be in different hemispheres of the brain (with some exceptions) – so an ad that is working both on a visual and linguistic level is engaging both hemispheres. Engaging both sides to the brain in a positive way (we confirmed positivity via the subjective accounts viewer gave to the Ladbrokes ad) improves the ad’s efficiency in grabbing and holding viewers’ attention, and creating a lasting impression of the brand.

    Match the audience’s mood

    Advertising needs to resonate with the audience’s current mood. While it is very hard to predict this in general, it is much easier with audiences focused on a major event. For ads aired before and during a major sporting event, for example, the audience’s mood is likely to be social, enthusiastic, emotional, and so forth. In our test, the ads that were projecting a relaxed state of mind with representations of peaceful lifestyle elements performed very poorly. They were not in line with the audience’s prevailing mood at that particular time and therefore triggered very little subconscious engagement and subjective liking. Similarly, such events are not the right context for ads that need the viewer to try hard in order to ‘get’ the joke or decipher the puzzle. People geed up for a big social event, and very focused on that, don’t want to be distracted by complex advertising. They respond better to the more obvious, or ‘slapstick’ type humour that doesn’t take their attention off their main purpose for watching.

    Beware of humour that pokes fun at the audience’s self-esteem

    Any threat to our self-esteem triggers withdrawal or prompts us to push back in defense of who we are. Therefore, advertising needs to be careful with any type of humour that is directed at people’s daily habits. This is especially so for audiences who are in a social, festive mood in anticipation of a big sports event; they are not in the mood to see humour in the mundane, awkward moments in their lives. In our test, the ad that portrayed that type of humour triggered relatively high emotional engagement, but the conscious responses showed it to be mainly negative. In fact, it scored 15.77 points below the average ‘performance score’ of all the ads tested before and at half time – which is a significant underperformance. In addition, it had only around half the amount of peak moments of strong emotional reaction compared to the average seen during this test. The ad was out of kilter with that audience’s present mindset and mood.

    Use ‘lack of connectedness’ sparingly

    Humans love to join the dots. We are intrigued by the lack of connectedness, because we are driven to make the connection – and this holds true in advertising. While we are intrigued by disjointed scenes, or unexpected pauses in the music or visual frames, we have a certain threshold of tolerating this. This threshold is even lower during times of emotional turbulence when the audience’s minds are focused almost wholly on anticipating a major event, such as a big sports game. Again, our test showed that ads that include high levels of these elements (70% of the total copy) can prompt frustration and disengagement in viewers. In particular, the ads that showed partial body parts – i.e. legs or arms shown only partially – or where the music or visual element was interrupted for more than a second during the ad, scored up to 20 points less than the average performance score for all the ads tested. In addition, these ads triggered hardly any peak moments of strong emotional reaction, performing up to 40 points below the average for this metric, in this test.

    What would we have missed had we not used a combination stated response and biometric response?

    By layering stated responses with biometric testing, we can deliver strategic and tactical recommendations that are much more future-proofed. We find out not just what people say, but how they instinctively react – giving us the ‘what’ and also the ‘why’ on both conscious and subconscious levels. By analysing these layered findings, we get a holistic, as opposed to a one-angled, understanding of human behavior and human receptiveness in different situations. And that means you can do more successful planning, based on this better understanding.

    Conclusion

    For advertisers, the key message is that an ad that performs well during a ‘normal viewing’ situation could fail to resonate if screened around a specific type of event, where the audience is in an elevated frame of mind. To make the most of prime-time advertising, such as around a major event, we need to project the audience’s most likely mood and ensure the proposed ad dovetails with all the connotations of that mood.

    For more about ad and concept testing using biometrics, please contact Eszter.Boczan@gfk.com

    About the study

    GfK and Shimmer, a leading provider of wearable wireless sensor products, monitored the physiological responses of around 50 participants as they watched the live France-Peru World Cup game – including watching 21 advertisements from a variety of product categories that were shown before the game or at half time. The physiological response was recorded via a biometric device, which sits on a participant’s wrist and picks up the signals via two non-intrusive electrodes. As well as tracking the audience’s second-by-second skin response and heart rate as each advertisement played, GfK also recorded their stated response to each advertisement at the end of the session.
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