[PAPER]: The Danone Activation Studio

1. www.insites-consulting.com

2. INTRODUCTION Demonstrating impact is more than ever the name of the game for insight professionals. Together with Danone Benelux, we took on the challenge to turn insights into action across the organization. We de- veloped a collaboration platform, the Danone Activation Studio, helping 02 03 Danone 1) to identify their consumer insight enthusiasts across the different teams, 2) to share insights with more people in a faster way, 3) to make insights better through interaction and adding own observa- tions, and 4) to ultimately increase the ROI of insights by turning them into action. To engage the Danone employees and unite them in the Danone Activation Studio, we identified eight rules for success. IN S IT E S C ON S U LT IN G

3. Problem: LOW RETURN ON CONSUMER INSIGHTS (ROI) So, the goal is to trigger meaningful actions which turn insights into Driving new and powerful insights from consumers is silver, but doing 04 05 concrete ideas, stronger brands and future-proof business concepts something meaningful with those stories, something in support of cor- in order to deliver better consumer experiences. Danone, a multina- porate goals, is gold. Our recent Market Research (MR) Impact study tional food products corporation, understands this goal very well. They (2014) showed that only 45% of insight professionals and marketers recently launched the Danone 2020 Manifesto, a business transforma- believe research succeeds in changing the attitudes and decision of tion program designed for a sustainable, collaborative and communi- marketers and only one in two projects leads to change (Schillewaert ty-engaging future. Inspired by this Manifesto, the Benelux Consumer et al, 2014). This lack of impact is not a matter of budget. Rather than Insight Team is created an environment where consumer insights come spending more, the critical driver for impact is to maximize the value to life, stimulate collaboration and catalyze bottom-up innovations. of spending (BCG study, 2009). Based on 20+ in-depth interviews with MR professionals at the client side, we identified 11 unmet needs relat- ed to the future of consumer insights. While ten of those frictions relate to creating a positive business impact with consumer stories, only one is about finding better insights (Willems et al, 2015). IN S IT E S C ON S U LT IN G

4. Method: GOING FROM INSIGHTS TO MEMES 06 07 For people to take action on a consumer insight, they first need to When such an insight is replicated by employees by adding own obser- learn what the insight is about. In traditional MR, only a limited group vations and ideas, is shared with various people across the organiza- of people is involved in this knowledge exchange, for example by tion and triggers action, the insight is called a meme (Dawkins, 1989). participating in the debrief workshop or managing the research study An illustration of a potential meme at Danone is the #PERFECTION- themselves. This limited group is then able to shape an insight platform ISM2.0 mission. Women in their 20s and early 30s take pride in perfec- by adding their own thoughts, observations and/or ideas. By involving a tionism. However, many of them also struggle to find the right balance wider group of employees, one better understands the consumer and is and feel that life the way they live it takes too much energy. Activia is able to make better consumer-relevant decisions. Furthermore, the the- on a mission to reinvent the meaning of perfectionism to support these ory of open innovation teaches us that the one golden idea can come women trust their guts to be better versions of themselves. Danone from anywhere within the organization, not only marketing or innova- uncovered insights that provide opportunities for Activia to become the tion (Whelan, 2011). To increase the impact, all employees across the supporter of these agile perfectionist women. The next step is to turn organization need to learn what the friction is, in order to share related these insights into a meme. observations and ideas. For example, by experiencing how consumers are using their product today, employees see what could be improved. IN S IT E S C ON S U LT IN G

5. To take this next step, we need to move away from the traditional research model and shift on three levels to establish the Memefication of Market Research: 1. From reporting to involving; #experience: While 92% of insight professionals believe their research generates insight worth sharing with colleagues, only 65% extensively share them with their organiza- tion. Furthermore, only one in five researchers organizes interactive workshops to discuss results (Schillewaert et al, 2014). Only too often does MR take such an individualistic approach where executives need 08 09 to identify their own actions when reading research reports. However, in order to trigger meaningful actions, insight professionals need to bring insights to life through interaction. Therefore, we have identified four building blocks in marketing insights; harvest, seed, activate and collaborate (see figure 1). Through harvesting we collect insights from internal stakeholders which are already known. Secondly, seeding enables insights managers to relevantly spread insights via key ambassadors through the organization. Activating triggers stake- holders to not only discover but also interact with insights. Finally, collaborating connects stakeholders to work together and turn insights into actions and new future projects. Figure 1. Four building blocks of marketing insights within the organization IN S IT E S C ON S U LT IN G

6. 2. From teams to the organization; #reach: In traditional MR, consumer stories and insights are often discovered and owned by the MR depart- ment. However, in order to trigger meaningful actions, the insight needs to be co-owned by all employees (see figure 2). First of all, we extend the MR reach from executives to management so as to enable higher management to take long-term decisions with a consumer context in mind. Secondly, we involve the front-line employees, who are in almost daily contact with consumers, to shape their consumer feeling and ultimately improve their performance. Finally, involving all other employ- ees that have a rather indirect relationship with the consumer creates a better understanding of the consumer context of the business, making them more motivated as an employee in general. The extension of MR reach calls for a layered approach. 10 11 3. From projects to habit creation; #structural: For most employees, High LEVEL IN THE ORGANIZATION EXECUTIVES MANAGEMENT working with consumer insights is not a routine. If you wish to trigger meaningful actions and enable employees to turn the insight into a meme, it is of great importance that consumer-relevant inspirations are integrated in their daily jobs. By identifying the employees’ motivations and behaviors, we can better trigger when and how to use consumer FRONTLINE STAFF insights on a regular basis. If we learn to shift towards habits, we will be more successful in triggering meaningful actions and increase the Low impact of consumer insights on the business. Direct Indirect RELATIONSHIP WITH CONSUMERS Figure 2. Extend the internal reach of MR IN S IT E S C ON S U LT IN G

7. Solution: BUILDING AN INSIGHT ACTIVATION STUDIO Figure 3. The Insight Activation Studio need that is linked to verified insights coming from a variety of sources (e.g. consumer research, trend reports, business reports). Employees We strongly believe that consumer insights have not reached their full are prompted to add their own Inspiration Tiles to these Walls through potential in terms of ROI. Based on interviews with clients, the MR 12 13 observations and ideas, by posting photos, videos and stories. They Impact Study and our experience in collaborating with global brands interact and shape the Inspiration Tiles of their colleagues through over the years, we’ve identified a recipe for success to create a positive comments and likes (see figure 4). business impact with consumer insights. To enable tomorrow’s insight professional to do this efficiently yet effectively, we developed a mobile collaboration platform, called the Insight Activation Studio. This is a scalable solution for insight managers so they can stablish the meme- fication of research in their organizations and create engaging experi- ences across the organization. How does it work? The Studio connects and empowers internal stake- holders to share inspiring observations and take action together. This mobile application (see figure 3), which is fully responsive, con- sists of several Inspiration Walls, each of which starts from a business Figure 4. Impressions of the Insight Activation Studio: The inspiration wall, an inspiration tile & add tile option IN S IT E S C ON S U LT IN G

8. 3. Transformational - Consumer-activated culture. By connecting The Studio helps the insight professional to combine the four building blocks of marketing insights efficiently (figure 1). By challenging em- the whole organization with the consumer, the Studio influences the ployees to share their inspirations, we harvest their consumer knowl- employees’ day-to-day behavior, helps collect ideas from the whole edge. By opening an Inspiration Wall, we seed new consumer insights organization and transforms the organization into an innovation- and with the relevant team(s). By activating employees to share observa- consumer-centric culture. tions and ideas on the go, we prompt them to interact with insights. Finally, by sharing enabling commenting and feedback, we enable them to collaborate and work together to shape outcomes. What does it bring? Just like any technology, the Insight Activation Studio brings automational, informational and transformational value for the insight professional (Day, 1994). 1. Automational - Faster sharing of insights. There is a reduction of 14 15 manual efforts in spreading and seeding insights with more and rele- vant stakeholders, leading to more and faster decision-making at the same or lower costs level. 2. Informational - Higher ROI of consumer insights. The Studio en- ables internal stakeholders to spot, share and shape inspirations on the go. The higher the number of inspirations posted on an Inspiration Wall and the more feedback an inspiration will receive, the richer the insight will get. Furthermore, all these interactions also create a deeper under- standing of the insight. In turn, the company has access to richer, more relevant, authentic ideas which are closer to the reality of the business world, encouraging employees to take action to make better decisions. IN S IT E S C ON S U LT IN G

9. They have created an insight ecosystem, consisting of 4 pillars (see Case study: THE DANONE ACTIVATION STUDIO figure 5). Through their Consumer Consulting Boards, an ongoing market research community, their Living Room and elistening activi- ties, they collect lots of valuable insights but still lack a way to amplify and share these insights with their colleagues (De Wulf & De Ruyck, 2013). Through the Studio, they can share these insights and activate colleagues to experience it themselves. 2. Assemble the right team. Don’t confuse collaboration with a piece of After building the technology, the real challenge is to integrate this new technology or software: these do not solve problems, people do. Col- way of working at the heart of the organization. We identified eight laboration doesn’t just happen, it needs to be nurtured through a group rules for success which are key to engage employees and unite them of people, tapping into human needs and solving human problems. In in the Studio platform. We will illustrate these insights by means of the order to nurture our collaboration, we created a team of people at Danone Activation Studio that InSites Consulting launched for Danone Danone who identified with the purpose of the Studio. This team is 16 17 Benelux. 1. Set the purpose. Too many collaboration initiatives are set up for the spread over different offices, departments, located in different countries and will help accelerate the cross-country collaboration. This team consists of three functions: wrong reasons, for unclear reasons or for no reason at all. When the 1. The Studio owner(s), in charge of the collaboration initiative. This underlying motivation is merely to look good or is simply not aligned person motivates other people of the team to do their jobs well and with the goals of the company, you are bound to fail because the rea- collects business objectives for future Inspiration Walls. The Studio son to collaborate is not shared mutually between all participants. It owner is in this initiative’s driver’s seat. At Danone, this is Annemiek takes time to articulate the why behind the Studio. At Danone, we Temming and a team member from the Consumer Insight Team. linked the purpose of the Studio to the Danone2020 program. This 2. The Studio ambassador, connects the Studio to the strategy on Manifesto for change is a business transformation program designed C-level. This senior person is typically the one to generate buzz for a sustainable, collaborative and community-engaging future. In- around it, is an active contributor of inspiration and connects ideas spired by this Manifesto, the insight professionals at Danone Benelux from the Studio with the right people in the organization. At felt the need to create an environment where consumer insights come Danone, this is the country manager of the Dutch Danone Team. to life, stimulate collaboration and catalyze bottom-up innovations. IN S IT E S C ON S U LT IN G

10. 18 19 Figure 5. Insight Ecosystem Danone IN S IT E S C ON S U LT IN G

11. At Danone, one example of a business need that was used in the Da- none Studio was to co-create local executions for their new proposition 3. The Wall owner, manager of a specific Inspiration Wall. This person for their Activia brand. Starting from consumer insights, the Benelux invites their network of people to help build their Wall of team needed to empathize with this new proposition first, followed by a Inspiration. This is someone who is owner of the business problem brainstorm to share ideas for local marketing activations. 4. Create a visual, short and snappy experience. In traditional market re- who can therefore use the input and take action upon it. At Danone, 3. Start building the Wall from a business need. At the end of the these are the brand managers. search, consumer insights are often hidden in text-heavy, long reports. Given the fact that people’s attention span today averages only eight day, consumer insights need to deliver against business KPIs such as seconds, we need to make this format shorter, more visual and more increased sales or a stronger brand image. Make sure that the inspi- engaging (Microsoft study, 2015). While we are used to sharing com- ration in the Studio is in sync with real and important business needs. plete reports with internal stakeholders, the real challenge for the Wall Therefore, we always start an Inspiration Wall from a business problem owner will be to only take those insights that are most relevant to the or defined project, to inspire tomorrow’s business decisions. We have problem and make a short and catchy presentation for them. In order to 20 21 identified five types of business needs where the Studio serves as a stimulate the collaboration on each Wall of the Danone Studio, we post valuable source of inspiration: Tiles which are short visualized posts (see figure 6). A Tile contains a catchy title, a short story and an emotional photo or video. We distin- 1. Consumer connection: Bring the consumer, or a segment, to life to guish four different tiles: increase the level of consumer feeling; 2. Co-creative execution: Co-create marketing actions, starting from a 1. Insight: a verified insight from previous research, coming from consumer insights; different sources such as consumer studies, trend reports or market 3. Employee engagement: Connect with colleagues to exchange analyses. These insights are posted by the Wall owner. inspiration across different teams, offices and/or markets; 2. Observation: an interesting photo, video and/or story that is picked 4. Business (model) transformation: Co-create a strategy for a new up by a user to illustrate an insight or fills a blind spot. business model or corporate strategy; 3. Idea: an idea from a user that could benefit the organization. 5. (Disruptive) Innovation: Collaborate across teams, from an initial 4. Challenge: a challenge to activate the user, for example to spot idea to go-to-market. inspiration in a specific context or to think of alternative solutions for a specific problem. IN S IT E S C ON S U LT IN G

12. group of people already is closely involved in the new proposition of Activia and can help get the inspiration started. In the second wave, we invite all people who are interested in the topic or who are chosen based on passion. They will have a fresh look on the business question and will help prevent managerial wishful thinking. At Danone, this sec- ond group consists of a mix of people, working on other brands and in other teams. This second wave helps break the silo-thinking within an organization and opens up the innovation and decision-making process in the rest of the organization. 6. Stimulate convergence x divergence thinking. We support both 22 23 convergent and divergent thinking through the Insight Activation Studio. Figure 6. The #perfectionism2.0 wall from Activia, and an example observation tile Starting from pre-defined and curated inspiration tiles capturing the core consumer insights connected to a specific marketing challenge, 5. Create networks of people who are both interested and interest- we facilitate convergent thinking by bringing people together around the same set of consumer insights. Divergent thinking is stimulated by empathizing with the consumer through experiencing their frictions and ing. You cannot force collaboration upon people. Employees need to emotions. By posting a Challenge Tile of immersion, we activate users be motivated intrinsically to be a part of it. For the Studio collabora- to interpret the Insights and add their own observations to it. After this tion to succeed, we invite people in two waves. First we invite people empathy phase, we converge again and use the Wall as a brainstorm who are interesting for the project based on their experience and past on steroids, inviting more people, giving them more time to participate practical insights about the topic. At Danone, we first launch the #AC- compared to a traditional workshop. We post an Ideation Challenge to TIVIAPERFECTIONISM2.0 Wall among the Brand Activia Team (BAT), activate users to share their ideas or take specific actions related to consisting of people from marketing, research, trade, supply chain and these specific consumer insights. category management sales. Even third-party experts are invited. This IN S IT E S C ON S U LT IN G

13. 7. Launch the Studio, both online and offline. In order make our collab- 8. Measure and celebrate success. After collecting inspiration on a Wall oration sustainable, we need to turn Studio participation into a habit to answer the initial business question, users need to know that their in employees’ idle time. This habit should be a reflex: whenever or input is valued. Therefore, the Wall owner needs to give feedback to wherever an employee spots something interesting, they share it on their network of cocreators on the Wall how the contributed inspiration the Studio. Literature teaches us that it takes about 66 days to create was used and how the Studio helped to do a better job (e.g. kickstart a new habit (Lally et al, 2010). Therefore, we need to stimulate users a brainstorm). At the same time, they need to give feedback to upper to think of the Studio in relevant contexts, online and offline, within management to prove the return on investment. At Danone, one of the this timeframe. At Danone, we first launched the Danone Studio by key measures of success is to prove the value of employees taking the 24 25 organizing online Kickoff Meetings to welcome new users of a new net- outside-in perspective, resulting in relevant and new ideas. To cele- work and kick-start a new wall. After the launch, reminders about the brate success at Danone, we include the following KPIs: Danone Studio should be integrated within their existing process flows and routines as much as possible to make it sustainable. We did this  Reach: How many employees participated in the initiative? by recreating the concept of the Studio in their physical offices through  Engagement: What was the average time spent on the Studio? banners, posters and postcards. Next to that, we integrated touchpoints How many likes, comments and new tiles were posted? from the Danone Studio in key moments, for example by discussing the  Understanding: Do the employees have a better understanding of Studio updates in their reoccurring monthly business team meetings. their business challenges?  Empathy: Is there an increase in consumer feeling, the extent to which employees feel they can empathize with their consumer? IN S IT E S C ON S U LT IN G

14. REFERENCES Boston Consulting Group Study, 2009, The consumer’s voice - can your company hear it? Retrieved from www on Feb. 10, 2015, http://www.bcg.com/documents/file35167.pdf Dawkins, R., 1989, The Selfish Gene (2 ed.), Oxford University Press, p. 192, ISBN 0-19-286092-5, Day, G., 1994, The capabilities of market driven organizations. Journal of Marketing, 58, 4 (October), pp. 37-52. De Ruyck, T., Schillewaert, N., and Knoops, S., 2012, Engage, Inspire Act! Esomar Congress paper De Wulf, K. & De Ruyck, T., 2013, The Consumer Consulting Board: Consumers shaping your business. Belgium. InSites Consulting. Lally, P., Jaarsveld, van C., Potts, H. and Wardle J, How are habits formed: Modelling habit formation in the real world, European Journal of 26 27 Social Psychology, Volume 40, Issue 6, pages 998-1009, October 2010. Future outlook: THE INSIGHT UNIVERSE Microsoft study, 2015, Attention spans. Retrieved from www on Sept. 7th, 2015, http://advertising.microsoft.com/en/cl/31966/howdoes-digi- tal-affect-canadian-attention-spans Schillewaert, N., Pallini, K. 2014, What do clients think about MR impact. Retrieved from www on Feb. 10 2015, http://www.greenbookblog. org/2014/11/20/what-do-clients-think-about-mr-impact/ Whelan, E., Parise, S., Valk, de J. and Aalbers, R., 2011, Creating The success of consumer insights is rated by the interactions, feed- Employee Networks That Deliver Open Innovation. Harvard Business back and actions it triggers. By mapping all these insights and related Review Retrieved from www on Feb. 10 2015, https://hbr.org/product/ actions, an insight universe is created and measures which insight was creating-employee-networks-that-deliver-openinnovation/ leveraged successfully and became a meme. For the future, this insight SMR399-PDF-ENG universe will be the reference for the insight professional and will finally Willems, A. and De Ruyck T., 2015, How To Market, Research? MIE make our market research impact tangible. conference presentation, Feb. 5th 2015. IN S IT E S C ON S U LT IN G

15. THE AUTHORS Anouk Willems Head of Insight Activation Studios InSites Consulting anouk@insites-consulting.com 28 29 Tom De Ruyck Managing Partner InSites Consulting tom@insites-consulting.com Annemiek Temming Head of Strategy & Insights Danone Benelux & Corporate Communications IN S IT E S C ON S U LT IN G