on a quest for solving ever more complex behavior change challenges: emerging new tools and...

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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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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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]