广告圈头条(ID:topadquan)
素材来自于网络
在开始今天的内容之前,头条哥想问在看的你几个问题:最近两年,你的消费喜好有没有发生什么变化,是喜欢网购多一点,还是去线下逛街?同样,最近两年你有没有保持什么和几年前一样的消费习惯?你是否觉得疫情之下有一些你原本喜欢的品牌不再能够满足你的需求了?如果你是这个品牌的老板,你怎么办?之前头条哥收藏了一篇来自Brandingmag的文章《Why Yesterday’s Consumer Insights Are No Longer Enough》(为什么昨天的消费者洞察已经不够了)
这篇文章从品牌洞察的角度,针对上面的问题提出了一些前瞻性的观点。本着独乐乐不如众乐乐,我学习不如你学习的心态,头条哥想和大家分享一下这篇文章的部分内容,并谈谈自己的一些看法。
Due to consumer needs that have emerged throughout the pandemic, we’re experiencing an accelerated evolution of consumer preferences and brand experiences. We saw how, with incredible speed, business transitioned from in-office to remote collaboration. We saw restaurants adopt technology to support curbside pickup. We saw live experiences of all kinds suddenly become more available and in demand online – movies, concerts, physical fitness, classes, conferences, healthcare, and so much more.由于在疫情中出现的消费者需求,我们正经历着消费者偏好和品牌体验的加速演变。我们看到,商业工作以难以置信的速度从办公室内过渡到远程协作。我们看到餐馆采用技术来支持外卖。我们发现各种线下活动变得更加容易得到,(在国内可能不是这样)而且在网上也有需求——电影、音乐会、体育健身、课程、会议、医疗保健等等。Now, there’s no going backward. People have been introduced to new ways of doing things that are easier, more convenient, more enjoyable, and better suited to their evolved lifestyles. Research shows that there’s a high likelihood that many consumer preferences are not reverting. It’s clear that consumers expect these new and improved brand experiences to be available options going forward.现在,已经没有退路了。人们已经被引入了新的行为方式——这些方式更容易、更方便、更愉快,而且更适合他们进化的生活方式。研究表明,许多消费者的偏好很有可能不会变回去。很明显,消费者希望这些新的和改进的品牌体验能够成为未来的可用选项。A study by Qualtrics XM reported that “Consumers want better experiences in 2022, and businesses are failing to respond – risking on average 9.5% of their revenue. It’s time to throw out the old business plans and try a different way of thinking.”Qualtrics XM的一项研究报告指出:"消费者希望在2022年获得更好的体验,而企业却没有做出回应——因为平均要冒9.5%的收入风险。现在是时候扔掉旧的商业计划,尝试不同的思维方式了"。
Here are a few examples of consumer preferences that are most likely here to stay:
Where people shop, online or offline, is now linked to urgency and convenience, and retailers must have both options not only available but coordinated.人们线上与线下的购物现在与紧迫性和便利性相关联,零售商必须同时拥有这两种选择,在可用的同时还要可协同运作。A study published by PYMNTS.com in September 2021 reported that 50% of all consumers say they are making more ‘buy now, get later’ purchases than they did prior to March 2020, and 42% also say that they would be more inclined to buy from brick-and-mortar stores if they could pay for their purchases online and pick them up via curbside the same day. The study reports that shopping preferences have fundamentally changed over the last 2 years, and it is now “less about choosing whether to buy products online or in stores and more about how shopping fits into consumers’ schedules.”PYMNTS.com 于 2021 年 9 月发布的一项研究报告称,与 2020 年 3 月之前相比,50% 的消费者表示他们“先买后用”的购买量更多,42% 的消费者还表示如果可以在线支付购买并在同一天通过路边(驿站)取货,他们会更倾向于在实体店购买。该研究报告称,购物偏好在过去 2 年发生了根本性变化,现在“不再是消费者选择在网上还是在商店购买产品,而更多的是关于购物如何适应消费者的日程安排”。
Restaurants – Outdoor dining & takeout
Restaurants have seen a significant shift in consumer preferences. There is now an increased desire to eat outdoors and an increased desire to take the food home – both putting pressure on how restaurants are expected to serve customers to remain competitive.餐厅的消费者偏好发生了重大转变。现在人们越来越渴望在户外用餐,也越来越渴望将食物带回家——这两者都对餐厅如何为顾客提供服务以保持竞争力造成了压力。According to Euromonitor, “Businesses (restaurants) need to create their own outdoor oasis… Open-air structures and heating and illumination systems will pay off due to heightened demand for safe venues and the aesthetic that could continue attracting consumers.”根据 Euromonitor的说法,“企业(餐厅)需要创建自己的户外绿洲……露天结构以及供暖和照明系统将在安全场所需求以及吸引消费者方面取得回报。”Simultaneously, restaurants owners are evolving their operations to serve a dramatic increase in drive-thru, pickup, and delivery orders. Some have been so caught off guard by this change in consumer preference, coupled with a labor shortage, that they’ve been forced to randomly close indoor dining rooms to prioritize serving non-dining room orders. Looking forward, they must monitor shifts in consumer preferences to stay ahead of these behaviors, which may or may not be here to stay.同时,餐馆老板正在发展他们的业务,以服务于急剧增加的外卖取餐、送餐和送货订单。有些餐厅对这种消费者偏好的变化措手不及,再加上劳动力短缺,他们被迫随机关闭室内餐厅,以优先提供非餐厅订单。展望未来,他们必须监控消费者偏好的变化,以领先于这些行为,虽然这种行为的持续性还不能确定。
Telehealth is another example where the adoption of new consumer behaviors is setting a new standard for care in the industry.远程医疗是另一个例子,新的消费者行为的采用正在为该行业设定一个新的护理标准。According to McKinsey & Company, telehealth utilization has stabilized at levels 38x higher than before the pandemic. About 40% of consumers said they plan to continue using telehealth, up from 11% before the pandemic. This means that healthcare providers will not only need to adapt their operations to support this growing way of serving patients, but they’ll also need to identify how to improve the experience so that patients keep coming back to their practice.根据麦肯锡公司的数据,远程医疗的使用率已经稳定在比疫情前高38倍的水平。大约40%的消费者说他们计划继续使用远程医疗,比疫情前的11%有所提高。这意味着医疗服务提供者不仅需要调整他们的业务,来支持这种不断增长的服务病人的方式,而且他们还需要确定如何改善体验,以便病人不断回到他们的诊所。(头条观察:也许是国情不同的原因,头条哥认为这三条里面的前两条——混合购物和餐厅外卖在我国的运作模式已经很成熟。第三条提到的远程医疗在我国目前还是方兴未艾,但是头条哥这几次去医院也观察到了有些医院正在建设远程诊疗的项目。或许在未来,元宇宙市民可以足不出户看虚拟医生?)
A path forward for any brand
Any consumer insights or brand development and growth plans from before, now need to be revisited given the scale of consumer preference changes that are occurring. This points to a heightened imperative for all brand leaders going forward: To seek deeper understanding of their consumers and adapt accordingly. Regardless of your resources or approach, now is the time to make curiosity about your customers and prospects – understanding of what makes them tick – an ongoing top priority.鉴于消费者偏好变化的规模,以前的任何消费者洞察或品牌发展和增长计划,现在都需要重新审视。这表明,所有品牌领导者在未来都有更高的要求:寻求对他们的消费者有更深的了解,并作出相应的调整。无论你的资源或方法如何,现在是时候把对你的客户和潜在客户的好奇心(也就是了解是什么让他们心动)作为持续的首要任务。Here are five consumer insights questions to guide your ongoing efforts:
- What underlying goals truly motivate your consumer?
- What is the evolved lifestyle context that your brand now exists in?
- What new experiences have people had that will pull them away from your brand?
- What unmet needs and desires can your brand uniquely serve?你的品牌可以为哪些未被满足的需求和欲望提供特别的服务?
- What should your Brand say or do to increase engagement, desire, and loyalty?你的品牌应该说什么、做什么来提高消费者的参与度、欲望和忠诚度?
(头条观察:头条哥认为,在当下这个时代,不仅是品牌领导人,任何想寻求独特性竞争力的组织、媒体、自媒体甚至个人都应该辨证思考这几个问题……不说了,头条哥想答案去了)写到最后,头条哥想引用3M品牌设计负责人 Gregg Heard 的话来做结尾:“那些伟大的品牌体验不是偶然发生的——它们是被积极设计出来的。”