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  Taking a Closer Look at Your Customers   Taking a Closer Look at Your Customers  Edwin Colyer  
         
 
Taking a Closer Look at Your Customers If you like to pepper your conversation with branding jargon then "ethnography" should already be part of your vocabulary. It's an increasingly heard buzzword in branding circles. Focus groups and consumer panels are passé. Now it's the turn of this academic research method to reveal its power in the pressured world of commercial marketing.

"Simply, ethnography is the study of behavior in its naturally occurring context," explains Richard Elliott, professor of marketing and consumer research at Exeter University in the UK. "Other research is about asking questions; this is long-term observation -- precisely what brand owners lack and what makes it different to any other form of social science research."

The great move from academia to business came about eight years ago, according to Elliott. "A lot of marketing management felt that the tools they were taught didn't really cut it anymore. Life and choices were more complicated than the models they were taught. They needed deeper information from desperation."

Commercial ethnography is a pared down version of its academic cousin. Stephanie Safari, planning director of brand agency happydog, explains that the commercial world does not have the budget or the time to match academic studies. "It's not true ethnography. Our ethnographers spend 3 to 4 days living with people. They observe, interact and ask questions."

To get the most from those few days, however, the research process must be just as thorough as in any university department. At happydog, for example, once the research brief has been agreed upon with a client, they spend time writing detailed portraits of the people or families they would like to observe, then they recruit subjects to fit the portraits.

The ethnographers (usually anthropology doctoral students) then move in. "We only use trained anthropologists. They are trained to decode things and are more aware of picking up contextual clues," says Safari. "They pick things up that are unarticulated attitudes that you wouldn't get if you sat around in a focus group."

 
But companies want more than mere observations from their ethnographic studies. They want something concrete to work from, something actionable. In other words, observations must be translated into commercial recommendations.

Happydog conducts what it calls "download sessions" with its observers -- several days to compare notes, retell anecdotes and share discoveries. From this kind of exchange they build commercially relevant insights -- identifying the submotivations, triggers and barriers from which clients can develop brands and products. "The really hard part in ethnography is what to do with the information in order to uncover subtle behavior," Safari explains. "It's not straightforward yes and no. We're looking for insights into what brands can build into -- how consumers might interact with brands or on certain occasions."

Darren Kemp, group brand planning director at Diageo, used ethnography in a study focusing on new product development. "We had a business requirement to understand a segment of the market we had traditionally spent less time exploring. We wanted to get closer to the reality of these consumers and their lives and specifically what and where they drink at home. For this particular project, it felt less appropriate to rely solely upon consumer recall in focus group environments and more important to get into consumers' homes to observe more closely the reality of the occasions and the motivations."

The BBC has also commissioned ethnographic studies. "The BBC uses a wide range of research techniques to keep close to audiences. It's always interested in pioneering new ways to get close," says Claire Evans, head of genre management (entertainment commissioning at the Beeb). "We saw it as a useful complement to existing techniques.

"Sometimes research results can be dry. We want new ways to get interesting information and insights into audiences to stimulate new ways of thinking. We felt that it was a technique that big brand companies were getting involved in, and so should we, though we approached it quite experimentally at first I suppose," Evans explains.

In a few cases, companies have actually embraced ethnography in its academic glory. Nokia, for instance, is paying for a doctoral student to "hang out" with young people to see how mobile technology fits into their lives.

Intel and Sapient, meanwhile, fund ongoing projects at the INCITE research centre based in the University of Surrey in the UK. One project tracks individuals and groups as they are mobile around London, trying to discover how and where they get consumer information, including digital content. Both Intel and Sapient send their designers and engineers over for workshops where the data from projects is displayed, often visually, so they can take insights into European culture back to their North American headquarters.

 
"Ethnography is good for innovation and business development," notes happydog's Safari. "It's one of a few tools to open up where a brand can expand into. Focus groups talk about what they know. Ethnography is more about opening up; other methods just test what's there. Clients have completely changed what they thought of consumers interacting with their brand."

"Ultimately, what's interesting about ethnography is that it gets under the skin," echoes the BBC’s Evans. "For us it uncovered clues on people's emotional needs and moods at particular points in the viewing schedule. Those nuggets -- and they are just nuggets -- are the really interesting insights, clues into what might delight audiences next time around."

It is important not to get caught up in the hype, but ethnographers are often the first to highlight the limitations of their studies. "It's not traditional research saying 12 people did this, therefore everyone's like it. All it does is uncover latent insights into behavior. It's a fantastic tool, but not the answer. It's just a step -- an early step -- in the planning process," says Safari.

"It's not a magic bullet," warns Exeter’s Elliott. "If you've got a product failing and don't know why, ethnography may not tell you. It's not good at linking marketplace behavior and strategic management causes. It needs careful interpretation by people educated in human behavior and marketing.

"Most companies in most areas always think that the newest thing is something to solve their problems, and people are likely to be disappointed with over-inflated ideas. But if the big global brand owners are using it, that's probably enough to convince people there's something in it," Elliott says.

"I think it is very easy to get caught up in buzz words and the latest techniques," Kemp at Diageo concludes, "but at the end of the day the approach you select has to be the most appropriate for answering your business objective to drive growth. Oddly, I think it will succeed if the term disappears, is absorbed into good research practice, and ceases to be enveloped in the mystique of the new. Ethnography has been practiced by good planners and researchers for a number of years, let's not over-complicate it. If it is allowed to maintain a semi-academic aloofness wrapped up in long buzz words it won't find a home beyond the niche."    

[21-Jul-2003]

 
  
  

Edwin Colyer is a science and technology writer based in Manchester, UK.

     
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