About my company and what we do

1. an introduction

2. table of contents
about protean strategies 3
we help the solution to find you 5
we are obsessed with difference 7
our approach is collaborative and interactive 8
approach to branding 9
philosophy: what we believe about: 13
differentiation 14
experiential brands 15
market research 16
experiential branding 17
protean CUSTOMER ODYSSEY MODEL© 20
protean research 21
p
protean pprediction collective wisdom engine
g 24
inner directives psychoanalytics 38
recent clients we have helped 41
Contact us 43
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3. about protean strategies

4. protean strategies
• founded in 1998 as the bay charles consulting company/bc3
• morphed into protean in 2009
• headquartered in toronto
• largest client – general motors (research management and brand
positioning)
• smallest client – the yorkville club (health club)
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5. we help the solution to find you
Rain-ma-ker (rAn'mA"kur)
A person, who causes it to rain, not by making it rain, but by bringing
together the environmental, human and spiritual components that together
g p p g
make the perfect conditions for the rain to fall.
Strategic Rainmaking™
Creating an environment of knowledge, enthusiasm and commitment that
crystallizes strategic solutions and brings them to the forefront.
y g g
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6. how we guide the solution to you
Page 6

7. we are obsessed with difference
different ways of looking at
challenges
different questions to ask
different people
diff t l
different interpretations and
different interpretations and
different insights
differentiated brands,
communication, companies
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8. our approach is collaborative and interactive
we make the conditions right so it
wants to rain.
and we rely on the wisdom of the
crowd*
nobody the
frequent fluid and everybody
close knows what marketplace
workshops organic contributes
partnership they don’t reigns
and updates approach equally
know supreme
*Reference to “The Wisdom of Crowds” by James Surowiecki, Anchor Books, 2004
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9. protean approach
research | brand | operationalize

10. research | brand | operationalize
research
understand the
business, category
and consumer
accelerate
return on
brand
investments
operationalize brand
align business describe relevant,
process to value differentiated,
proposition experiential brand
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11. protean approach
| research |
esea c | brand |
ba d
brand audits Understand the
experience
psychological
Customer archetype
experience audit studies brand and
new product
describe product
understand the development
relevant, positioning
company,
differentiated,
category and
experiential
consumer
brand
qualitative and anthropological
quantitative ethnographic
research observations portfolio experiential
management branding
semiotics strategies architecture
analysis
customer
odyssey
od sse model
| operationalize |
align business
brand impact Brand spikes
process to
evaluation and impact
value
systems points
proposition
human capital
h it l
development
programs
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12. success measurement
qualitative
on-site
evaluation
stakeholder tracking
response studies
track and
measure the
outcome
t
brand touch point
valuation audits
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13. philosophy
we believe that what we believe,
makes us different

14. what we believe: about differentiation
1. there are two predictors of brand success: relevance and differentiation
2. features, attributes and benefits can no longer sustain brands
3. there are very few products that somebody cannot copy exactly and sell for a
little less or improve on and sell for the same price
4. creating a relevant differentiating experience (RDE©) is a means of creating
sustainable differentiation
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15. what we believe: about experiential brands
1.
1 the experience is the brand and the brand is the business
2. experiences are co-created. marketers define the inputs, provide clues and
deliver triggers; but the consumer engages in the experience and forms
j g
judgments based on who he or she is at the time of contact
3. experiential branding is not experiential marketing. experiential marketing is a
communications channel that allows marketers to trigger the RDE© outside
the immediacy of the brand. experiential branding is the discipline of
translating features and benefits into meaningful experiences, and building
t l ti f t db fit i t i f l i d b ildi
businesses and brands around these relevant differentiated experiences
(RDE©)
4.
4 experiential branding is different from branding experiences
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16. what we believe: about market research
1. we don’t know what we don’t know
really successful projects are designed to allow completely unthought-of ideas,
opinions and attitudes t emerge; not li it d t what we all were thi ki b f
i i d ttit d to t limited to h t ll thinking before
we started
2. if we ask the same questions of the same people in the same way, we’ll get
the same answers
methodologies must be innovative and different, the people who we talk to must
be able to add new dimensions
3. what we get out of it depends on what we put into it
the degree to which research findings will be head smacking and mind bending
depends entirely on the openness of our own minds as we embark on the project
and our willingness to take risks in the process
4.
4 research doesn’t make decisions, it provides learning to stimulate thinking
doesn t decisions
out of the box thinking comes from out of the box learning which comes from out
of the box research
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17. experiential branding
protean customer odyssey model©

18. the discipline behind experiences
differentiated
experiences
• consistent
• intentional
• strategic
• valuable
• relevant
• unique
predictable experiences
• consistent
• intentional
random experiences
p
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19. The approach
experiential branding approach
•looking at the marketplace in terms
of the customer odyssey
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20. protean customer odyssey model©
revelation inspiration consideration motivation activation confirmation
i have an itch i have a need i need what you promise i want to buy i am in the the experience was
your brand of process of delightful and ill tell
p
product or p g
experiencing y y
everybody i know
service the brand about it
Impact point Impact point Impact point Impact point Impact point Impact point
spike spike spike spike spike spike
experience experience experience experience experience experience
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21. protean research

22. what we believe: about market research (2)
“Tip of the Iceberg”
5% of human cognition
Describes behaviour,
motivation and responses
Informed by
conscious Attitude
Behaviour
Demographics/
psychographics
h hi
unconscious
“Under the surface”
95% of human cognition
Explains behaviour,
E l i b h i
motivation and responses
Informed by
Psychology
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23. what we believe: about market research (3)
conscious
awareness
unconscious
i
processes
Page 23

24. proteanprediction
collective wisdom engine
a marketing tool for today’s changed world

25. briefly
leverage the wisdom
of crowds to evaluate innovations, concepts,
messaging, strategies, advertising copy and ideas
Prediction Markets are a means of aggregating the inherent
wisdom of the crowd in order to predict an outcome
Prediction Market theory applied to consumer research is a powerful, technique that
enables marketers to evaluate multiple ideas quickly, effectively
and reliably
proteanprediction Collective Wisdom Engine is a simplified
simplified,
streamlined tool based on prediction market theory
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26. a marketing tool for today’s changed world
allows people to participate in marketing decisions
talks to them at the speed they are used to
allows people to apply their marketing savvy
gives them a respite from complexity by offering them simple ways to
make their opinions known
credits them being consumer-kings
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27. the underlying premise
two simple yet profound tenets
ask what they think other people would do, not what they would do
reward them for getting it right
o e co p e and profound tenet
one complex a d p o ou d te et
apply prediction market algorithm to weight the responses
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28. simply what you need to know
will it work?
why?
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29. prediction market core
If we asked 100 people like yourself
which of the two advertising
campaigns you have just seen will
be most likely to make them want to
buy BRANDX how many would say
Campaign A and how many would
say Campaign B and how many
would say Campaign C
You said that more people
id h l
would say that [Insert:
Campaign Favourite] would
make them want to buy
BRANDX. Why do you say
y y y
that?
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30. plus: tailored to the needs of every project
questions
demographic and behavioural screening questions
pre-exposure brand and competitive awareness and preference
post exposure preference
full range of diagnostic testing
sample
l
customer lists, hand raisers, brand enthusiasts
on-line panel
any other source
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31. prediction market difference
Traditional Quant Study proteanprediction
people
focused on what
think other people
Remove Bias Subjective personal opinions would say, not their
ld
narrow personal biases
People are better at predicting
the behaviour of others than
their own behaviour
respondents are rewarded for
Engage
Respondents rewarded for thinking about the
completing the survey, not
respondents
honesty or accuracy question and being
right!
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32. prediction market difference
a more nuanced outcome
Looking t the
L ki at th results of thi
lt f this
actual study, the deeper
Comparison ProteanPrediction nuance of ProteanPrediction
vs. Average Responses can be clearly seen.
29.2%
Statement D: 33.4%
Using the average value for
29% each statement (Red) would
have lead to a conclusion
26.8% that Statement D was far and
Market Result
Statement C:
Statement C 24.0%
24 0% away the best idea.
idea
20%
Using the percentage of the
16.7% sample that selected each
Statement B: Average
13%
14.5%
statement as their “favorite,”
(Green) dampens “D” ‘s lead,
14.8%
but changes the picture for
Statement E: 16.9% Average of
the number two position – “A”
13% "favourite " is now equal to “C”
concepts
12.5% In the ProteanPrediction
Statement A: 13.9% (Blue) result, the difference
21%
between the lead and second
closes significantly, indicating
that th
th t the market place has
k t l h
‐10.0%
‐10 0% 5.0%
5 0% 20.0%
20 0% 35.0%
35 0%
very nearly as much “heart”
for “C” as they do for “D”
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33. simple straightforward reporting
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34. simple straightforward reporting
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35. visual analysis of open ended question
Comments about Statement A
Total sample
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36. widely used
• Iowa Electronic Markets: political predictions more accurate than the
most accurate polls at least 75% of the time
• Hollywood Markets: Predict box office receipts
• Used by: Google, Hewlett Packard, Wrigley (Global); Kraft; GE;
Microsoft; Intercontinental Hotels Group; GM’ etc.
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37. scientifically validated
These two academic papers give an interesting overview into
some of the academic thinking behind the theory of prediction
markets.
Additional Links
http://www.youtube.com/watch?v=keVL0PkCpaQ&eurl=http%3A%2F%2Fwww%2Econsensuspoint%2Ecom%2Fpredicti
on%2Dmarkets%2Dblog%2F&feature=player_embedded
This link connects you to a video of the CEO of Best Buy talking about their use of Prediction Markets. Given their recent
business collapse, I am not sure they are necessarily the best example
http://www.hsx.com/
This is the link to the Hollywood Stock Exchange, which is probably the most famous prediction market site – it has
become an extremely important tool for movie producers to judge the potential of their future movies before they
make them.
http://www.pbs.org/wgbh/nova/sciencenow/0301/04.html
This is the most fun of all of them – PBS video that makes it all clear
clear.
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38. Inner Directives®
Understanding the subconscious relationship between
consumers and brands

39. Inner Directives®
• Proprietary research approach
• Proven psychoanalytic technique in combination with traditional consumer
research
• Explores and interprets subconscious level of consumer and brand
perceptions and behaviour
• One
O on one interviews conducted under clinical conditions by a clinical
psychoanalyst Meyers Briggs self complete test as a window into
understanding typology, archetypes and mythological
narrative
i
• Combined with one or more qualitative techniques
• Focus groups in-home interviews, ethnographic observations, in-store interviews
groups, in home interviews observations in store
and shop-alongs
• Helps explain attitudes and beliefs that underlie behaviour
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40. Inner Directives: Delivering deeper insights
What you gain
Deeper insights into attitudes and behaviours that consumers are unwilling or
unable to express
What you learn
How and why consumers buy
How consumers experience “experiences”
How consumers focus attention, acquire information, make
decisions and orient to outside world
What you get
Completely new understandings of consumer relationships with
categories and brands
More connected and relevant approaches to delivering brand
experience
Entirely new ways of thinking about positioning and
communication platforms
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41. clients we have helped

42. Foodservice, Hospitality and
Automotive Financial Services
Travel (continued)
T l ( ti d)
General Motors (all divisions) TD Canada Trust
Lexus H&R Block Metropolitan Hotels
Mitsubishi ING Canada Ontario Lottery and Gaming (OLG)
Nissan Canada Presidents Choice Financial Prime Restaurants
RBC Travel Gay Canada
Business to Business Scotiabank
Wells Fargo Bank Government and Not for
Government and Not for
Dell Canada VISA Profit
Deloitte Consulting Allstate Insurance
Fairmont Hotels and Resorts American Express Canadian Liver Association
Fleetcorp Amicus Canadian Marketing Association
IBM CIBC Elections Ontario
ING Food Banks Canada
Objectivity Systems Communication Agencies George Brown College
OIC Publications Ontario Government
Pattison Outdoor BBDO Ministry of Economics and
Rogers Communications Inc. Clean Sheet Development
Scotia McLeod DDB Canada Ministry of Research and
Draftfcb Innovation
Consumer Package Goods
Consumer Package Goods LA Ads
LA Ads Toronto Region Research Alliance (TRRA)
Toronto Region Research Alliance (TRRA)
Leo Burnett Wellesley Institute
Brita MacLaren McCann SOCAN
Corby’s Perennial
Energizer Batteries Ogilvy Retail
Knorr (Unilever) Wonderman
Linsey Foods Y&R Bell Mobility
Mark Anthony Group (Wines and spirits)
Mark Anthony Group (Wines and spirits) Dell Canada
Dell Canada
Mars Foodservice and Hospitality GM Dealer Associations
Motts (Clamato Juice) GM Goodwrench
Pepsi Frito‐Lay and Travel Grand and Toy
Procter and Gamble Canadian Tourism Commission Yorkville Clubs
Splenda Delta Hotels Holt Renfrew
Fairmont Hotels and Resorts Liquor Control Board of Ontario Mac’s
Fallsview Casino Convenience Stores
Convenience Stores
KFC (US) Rogers Communications Inc.
Sears Canada
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43. Contact us
416 967 3337
bernstein@proteanstrategies.com
www.bc3strategies.com
www.proteanstrategies.com
80 Cumberland Street
Toronto ON M5R 3V1