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Alex Batchelor | @alexbatchelor
Chief Operations Officer
BrainJuicer
On	
  a	
  Quest	
  for	
  Solving	
  Ever	
  More	
 ...
On	
  a	
  quest	
  to	
  solve	
  behaviour	
  change	
  challenges	
  
Alex	
  Batchelor	
  –	
  BrainJuicer	
  	
  
©BrainJuicer®	
   2	
  
The	
  first	
  framework	
  is	
  to	
  get	
  your	
  priori>es	
  right!	
  
WHERE	
  MARKETING	...
©BrainJuicer®	
   3	
  
Q.	
  How	
  many	
  pa>ents	
  
successfully	
  change	
  their	
  diet	
  
and	
  lifestyle	
  a...
©BrainJuicer®	
   4	
  
Let’s	
  Begin	
  at	
  the	
  Beginning	
  
©BrainJuicer®	
   5	
  
AXer	
  some	
  years	
  of	
  evolu>on…	
  
©BrainJuicer®	
   6	
  
…and	
  finally…	
  
©BrainJuicer®	
   7	
  
The	
  Behavioural	
  Model	
  
DECISIONS
©BrainJuicer®	
   8	
  
Environmental	
  |	
  Social	
  |	
  Personal	
  
©BrainJuicer®	
   9	
  
S  Shell	
  
S  BT	
  
S  Tesco	
  
S  Bri>sh	
  Gas	
  
S  HSBC	
  
S  GlaxoSmithKline	
  
...
©BrainJuicer®	
   10	
  
What	
  are	
  the	
  numbers?	
  
S  29.3	
  million	
  
S  236,000	
  
S  6,000	
  
©BrainJuicer®	
   11	
  
What’s	
  bigger	
  (in	
  terms	
  of	
  CO2	
  emissions)?	
  
S  Data	
  Centres	
  
S  Glob...
©BrainJuicer®	
   12	
  
The	
  Guardian	
  
©BrainJuicer®	
   13	
  
We	
  are	
  all	
  liars	
  and	
  hypocrites!	
  
S  And	
  we	
  shouldn’t	
  feel	
  too	
  ...
©BrainJuicer®	
   14	
  
Tradi5onal	
  Perspec5ve	
  
S  We	
  are	
  socially	
  isolated	
  individuals	
  with	
  rela...
©BrainJuicer®	
   15	
  
The	
  environment	
  where	
  we	
  choose	
  majers	
  too!	
  
©BrainJuicer®	
   16	
  
We	
  copy	
  others	
  much	
  more	
  than	
  we’d	
  like	
  to	
  admit	
  
©BrainJuicer®	
   17	
  
How	
  we	
  feel	
  also	
  drives	
  our	
  decisions…..	
  
©BrainJuicer®	
   18	
  
How	
  many	
  steps	
  trumps	
  how	
  much…	
  
22	
  INPUTS	
   8	
  INPUTS	
   4	
  INPUTS	
...
©BrainJuicer®	
   19	
  
Which	
  one’s	
  worth	
  more?	
  
©BrainJuicer®	
   20	
  
Consumers	
  don’t	
  do	
  maths!	
  
Source:	
  When	
  More	
  Is	
  Less:	
  The	
  Impact	
 ...
©BrainJuicer®	
   21	
  
Work	
  with	
  the	
  grain	
  of	
  human	
  behaviour	
  
©BrainJuicer®	
   22	
  
Even	
  as	
  a	
  method	
  of	
  informing	
  people!	
  
©BrainJuicer®	
   23	
  
And	
  you	
  can	
  s>ll	
  have	
  fun	
  with	
  it!	
  
©BrainJuicer®	
   24	
  
S  We	
  don’t	
  have	
  all	
  the	
  answers!	
  
S  We	
  do	
  know	
  that	
  our	
  unde...
©BrainJuicer®	
   25	
  
S  We	
  aren’t	
  intelligent	
  or	
  ra>onal	
  decision	
  makers	
  –	
  and	
  simply	
  g...
Thank	
  you	
  
alex.batchelor@brainjuicer.com	
  	
  
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On a Quest for Solving Ever More Complex Behavior Change Challenges: Emerging New Tools and Frameworks

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On a Quest for Solving Ever More Complex Behavior Change Challenges: Emerging New Tools and Frameworks

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On a Quest for Solving Ever More Complex Behavior Change Challenges: Emerging New Tools and Frameworks

  1. 1. Alex Batchelor | @alexbatchelor Chief Operations Officer BrainJuicer On  a  Quest  for  Solving  Ever  More  Complex  Behavior   Change  Challenges:  Emerging  New  Tools  and  Frameworks Joss Tantram | @terrafinity Founding Partner Terrafinity Sille Krukow Chief Behavioral Designer Krukow
  2. 2. On  a  quest  to  solve  behaviour  change  challenges   Alex  Batchelor  –  BrainJuicer    
  3. 3. ©BrainJuicer®   2   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  
  4. 4. ©BrainJuicer®   3   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  
  5. 5. ©BrainJuicer®   4   Let’s  Begin  at  the  Beginning  
  6. 6. ©BrainJuicer®   5   AXer  some  years  of  evolu>on…  
  7. 7. ©BrainJuicer®   6   …and  finally…  
  8. 8. ©BrainJuicer®   7   The  Behavioural  Model   DECISIONS
  9. 9. ©BrainJuicer®   8   Environmental  |  Social  |  Personal  
  10. 10. ©BrainJuicer®   9   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?  
  11. 11. ©BrainJuicer®   10   What  are  the  numbers?   S  29.3  million   S  236,000   S  6,000  
  12. 12. ©BrainJuicer®   11   What’s  bigger  (in  terms  of  CO2  emissions)?   S  Data  Centres   S  Global  Avia>on  
  13. 13. ©BrainJuicer®   12   The  Guardian  
  14. 14. ©BrainJuicer®   13   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!  
  15. 15. ©BrainJuicer®   14   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….  
  16. 16. ©BrainJuicer®   15   The  environment  where  we  choose  majers  too!  
  17. 17. ©BrainJuicer®   16   We  copy  others  much  more  than  we’d  like  to  admit  
  18. 18. ©BrainJuicer®   17   How  we  feel  also  drives  our  decisions…..  
  19. 19. ©BrainJuicer®   18   How  many  steps  trumps  how  much…   22  INPUTS   8  INPUTS   4  INPUTS  
  20. 20. ©BrainJuicer®   19   Which  one’s  worth  more?  
  21. 21. ©BrainJuicer®   20   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  
  22. 22. ©BrainJuicer®   21   Work  with  the  grain  of  human  behaviour  
  23. 23. ©BrainJuicer®   22   Even  as  a  method  of  informing  people!  
  24. 24. ©BrainJuicer®   23   And  you  can  s>ll  have  fun  with  it!  
  25. 25. ©BrainJuicer®   24   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?  
  26. 26. ©BrainJuicer®   25   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!  
  27. 27. Thank  you   alex.batchelor@brainjuicer.com    

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