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Valentine’s Day 2021: A holiday that’s flirting with change

COVID might be in the air, but that doesn’t mean love isn’t. 59% of UK and U.S. internet users plan on buying a Valentine’s Day gift this year, with U.S. consumer spending predicted to reach over $21 billion.

Using data from our Core dataset, and a Zeitgeist survey fielded in January, we look to find out:

  • How is Valentine’s Day becoming more inclusive, and what does this mean for brands?
  • What can pre-pandemic behaviors tell us about celebrations this year, and the future of the holiday?
  • Is Valentine’s Day spending set to shift in 2021?

Valentine’s is for everyone.

Valentine’s Day has been changing for some time. It’s not just a holiday for couples anymore; it’s an opportunity to celebrate relationships of all kinds.

Couples and spouses are still central to the holiday – 89% say they celebrate Valentine’s – but in our most recent wave of Zeitgeist research, we found 44% of single, widowed or divorced internet users intend to purchase a gift this Valentine’s Day. 

This should serve as a reminder for brands to encourage singletons to look after themselves too. Wellness brands can score a win here by aligning with alternative Valentine’s holidays, ensuring  no-one gets left behind.

Brands are growing more aware of this, and haven’t shied away from subverting traditional Valentine’s Day messaging. Nina Ricci, for example, is spotlighting the importance of friendships via the hashtag #MyBestValentine, while “Galentine’s Day” – held on February 13th – celebrates female accomplishments as well as romantic relationships.

Normal Valentine’s celebrations are expected to endure.

For many, a stay-at-home Valentine’s may be the only option, but our data suggests couples are already comfortable with this eventuality.

Assuming the COVID-19 pandemic wasn’t an issue, UK and U.S. couples generally consider going to a restaurant their ideal way to celebrate Valentine’s day, with 46% of couples saying this. 

While a national lockdown means UK couples will likely be confined to their homes, the prominence of at-home activities, such as cooking a meal or ordering a takeaway, suggests the pandemic is likely to have little impact on their Valentine’s Day plans.

The situation is similar in the U.S. where, despite a lack of widespread lockdowns, cooking at home leads against all other potential activities we track – with the exception of going to a restaurant, something that’s likely to remain an option for couples in this market.

COVID-19 is still likely to impact U.S. Valentine’s plans. Indoor dining was paused in NYC throughout January, for example, but a February 14th re-opening offers hope for restaurants – even if this means operating at 25% capacity.

Over 1 in 3 couples would normally eat at a restaurant on Valentine’s, but over half of all internet users are still uncomfortable about indoor dining. 

If businesses are to ease these concerns, they must remember to prioritize typical safety precautions – mask-wearing, social distancing and outdoor dining (where possible).

For many, matters will need to be taken into their own hands.

Google searches are congested with “ideas for Valentine’s at home”; and while not a complete remedy, brands, retailers and businesses will need to consider how they can help in doing this.

The only real exception here, of course, is travel. UK and U.S. respondents will be hard-pressed to get away this year, but the ones really missing out are 16-24s, who are 48% more likely to say they would celebrate in this way.

Travel brands should keep an eye on these younger couples and how they’re potentially driving a major trend of romantic getaways in the future, particularly as demand for vacations builds up.

Elsewhere, restaurants have more clear-cut solutions; likely to rely on delivery services in place of their usual Valentine’s bookings. 

There’s been a huge increase in takeaway ordering since the pandemic began.

4 in 10 UK and U.S. internet users now order takeaways every month, a 19% increase since Q4 2019. 

As a result, this could potentially lead to some serious wait times on the night – there’s long-term advocacy at stake here, meaning restaurants need to be prepared.

What’s more, around 3 in 10 UK and U.S. couples tend to cook at home on Valentine’s Day. Businesses in the hospitality industry have a chance to capitalize on this by promoting meal-kits and recipes – a short-term solution at the moment, but something that may become a mainstay for restaurants down the line.

For bars, home brewing or cocktail making kits might offer a similar solution. This is a great way to connect with LGBTQ+ audiences, who in ordinary circumstances are 80% more likely to celebrate the holiday by going to a bar.

Alcohol brands have been vanguards of these groups in the past, but with the potential loss of bars (traditionally safe spaces) this year, they have a chance to step up. It’s easy to replace the drinks, but by supporting values of safety and community, they can show continued support when it really matters.

A little love for local businesses.

Among those celebrating Valentine’s Day, 75% say they intend to purchase a gift for the holiday.

Gift buyers are more likely to be male, with Gen Z and millennials representing the most prominent generations in this audience.

This has implications for how marketers should approach this romantic season; Gen Z and millennials who celebrate V’s Day are particularly encouraged by exclusive content, click and collect delivery, and social media purchase options – particularly when products come recommended.

Brands should already be strengthening their online toolset to better accommodate these people. It’s worth noting that U.S. users will have more freedom of choice when it comes to shopping this year, while UK consumers and retailers see another seasonal event curtailed by lockdown.

Our data confirms the wider push for consumers supporting small businesses or staying local – something courier services and logistics partners are also positioned to assist with.

Gift buyers in the U.S. and UK are more likely to shop here than in shopping centers or malls – marking also the first time that small businesses list among the top five Valentine’s Day shopping destinations, according to the National Retail Federation.

Going up against bigger retailers will still be a challenge, but the inclusivity of a modern Valentine’s means more reason to personalize gifts. Stores working hard to offer something unique that can’t be found at larger retailers will be at a significant advantage. 

1 in 5 UK and U.S. internet users, who celebrate Valentine’s Day, say brands should offer personalized products.

Businesses may want to lean on creatives here, supporting one another to produce customized products. Card manufacturer Thortful, for example, relies on a community of independent designers to cater its wares for consumers – offering a more personalized touch that bigger retailers will struggle to match.

Key takeaways

If brands are to get all the love this Valentine’s Day, they’ll need to keep the following in mind:

  • This is a holiday for everyone.  It’s not just couples celebrating Valentine’s Day. Brands can promote celebrations for all types of relationships – not just romantic ones. 
  • Celebrations won’t be put on hold. Our data confirms the pandemic is unlikely to drastically change Valentine’s plans, but some will still miss out. Brands need to consider how popular activities can be recreated at home – and what their role in assisting this can be.
  • Future Valentine’s trends are in motion. Valentine’s is a test for hospitality brands to really show how they’ve adapted in the pandemic. Travel companies may soon become major players as younger couples show a greater interest in romantic getaways during the holiday.
  • A big push for local. Online gift buying is still the preferred method, but gift buyers are likely to support small or local businesses too. With a greater emphasis on the individual this year, small businesses that showcase personal, exclusive wares will be best placed to compete.
Click to access our connecting the dots 2021 report

Brand reputation: why measurement matters

measuring brand reputation

What’s built over a lifetime and destroyed in seconds? Reputation.

Today we have higher expectations of brands than ever before. They don’t just fulfill a need in our lives, they’re expected to know us, entertain us and engage with us.

And the pandemic has heated up the love affair between customer and brand even more; direct to consumer models are thriving, delivering on a well-defined purpose is expected, and constant digital communication is now standard.

It’s a lot to juggle. And while a brand’s reputation is built on a combination of elements, one dropped ball could bring the whole lot tumbling. 

The question is, how do you measure something as abstract as ‘reputation’? To find the answer, you’ve got to ask the right questions. 

Here’s how to measure your brand’s reputation by putting the focus squarely on your audience.

Why measure brand reputation?

As far as marketing metrics go, brand measurement is often seen as the remit of larger companies, and less of a priority than traffic, conversions or leads. 

The truth is, measuring consumer response to your brand feeds into wider metrics used to decipher the overall success of a business. In short, it helps you strategize for the future.

Here are 4 ways measuring brand reputation gives you a competitive edge. 

1. It takes you beyond awareness.

Let’s say your brand awareness and recall is strong amongst your target market.

For many brands, building up to this point takes years of graft, and seeing your website traffic and social media following grow indicates progression.

But looking at these figures only paints half the picture. After all, do you know what’s driving people to search for you, and the emotional response they get?

Brand reputation measurement takes your awareness data and adds value.

It highlights which attributes of the brand are driving your desired business outcomes, and which aren’t.

2. It includes you in the conversation.

Consumer trends, especially cultural movements, provide a vehicle for inspiring consumer discussion around the products and services you’re promoting. 

A mix of survey data and social media listening can help you determine which discussions you should be part of.

The contexts in which conversations are happening about your brand’s (and your competitors’) products develop your understanding of your competitive environment and the key trends.

It goes without saying that weighing in for the sake of it is fruitless. You’ve got to know your angle and contribute proactively. So staying up-to-date with the latest consumer trends ensures you’re contributing to the conversation in an optimal way.

3. It helps you monitor and respond to criticism on time.

Mitigating risk is key to the long-term success of a brand.

We’ve seen how quickly public opinion can turn, with some high profile brands facing criticism of their handling of the lockdown.

Smaller brands, often with just as dedicated a following, can suffer for their various actions (or inactions).

So when under pressure from your audience, gathering as much information on consensus as possible helps divulge what consumers expect, so you can preserve a strong brand reputation.

4. It helps you focus your marketing.

Brand reputation measurement data can support strategic planning – such as segmentation, advertising placement, or consumer profiling.

Survey data and social listening are cornerstone data sources for achieving this.

Here’s how:

Survey data: With a custom survey you can ask the kinds of questions that will disentangle the impact of individual touchpoints on the brand experience. 

Whether identifying awareness triggers amongst your target market, or brand perceptions amongst the wider population, survey data cuts through the noise to ask consumers their opinions of your brand directly.

Supplementing a custom survey with wider data sets on consumer trends helps contextualize these findings and provides more scope for detailed analysis.  

Social listening data: This provides qualitative and quantitative data around brand awareness, brand positioning and how audiences perceive and respond to your messaging.

Identify the different demographics that are talking about your brand on social media and use this to supplement your existing audience segments.

On which platforms is your brand health best/worst, and how are users talking about you there?

You’ve got to know what they want.

It’s all well and good saying how important brand reputation is to a business, but we need to switch the perspective here. Let’s focus on the consumer, and see what really drives positive brand associations in their eyes.

Advocacy drivers: 

Recommendation, or word of mouth, is very persuasive. Brands should look to cultivate a dedicated group of advocates who’ll shout about their brand for them.

Chart showing how to improve brand reputation.

Brand expectations:

Reliability (57%), innovation (48%) and authenticity (46%) are most highly valued by customers. Reliability might be a bare minimum expectation, but innovation and authenticity are something to weave into the brand’s products and message.

Brand actions:

Today, having a good product isn’t enough – it’s what else you do that counts. Eco-friendliness (45%), listening to consumer feedback (43%) and social responsibility (43%) top the list here. 

Disclaimer: the above are global insights, but to see exactly what matters most to your own audience, you’ll need to build it in the platform.

How to measure brand reputation

Understand your brand environment: GWI incorporates more than 3,500 brands across 46 markets and around 30 industry verticals, so the detail is there if you need it.

Equipped with an extensive understanding of the trends that are critical to brand health, this knowledge provides the bedrock on which to interpret your brand performance.

Unravel emotional brand-connections: Deep consumer data can measure the rational response to your brand, but also the more difficult-to-measure instinctive responses.

Instinctive responses are a key indicator of success. They’re a driver in decision-making and the more automatic the response to your brand is, the more emotional the bond.

This is measured by a combination of pressured thinking and timed response to access, christened “System 1” decision-making by Daniel Kahneman – which is highly emotion-driven.”.

Emotional connection survey data captures freely expressed thoughts about how consumers feel about the brand, using neuro-linguistic programming to fully understand the relationship between brand performance and perception.

Map brand performance against the customer experience.

Gathering consumer feedback on your brand is extremely beneficial, but being able to map it against a wider data set is invaluable.  

GWI includes over 40,000 attributes per respondent to map brand performance against, revealing exactly who they are, how they think, and how they behave.

Case Study: Identifying the brand health of a social platform

A leading social media platform with a global audience sought to uncover its brand health in EMEA.

The action

It ran a brand measurement survey which asked the direct questions needed to identify takeup of the platform in the region, and wider brand perceptions amongst this market.

Questions aimed to uncover:

  • Brand recognition against competitors: For example, which of these websites or apps have you heard of? (User is given a list of social platforms to choose from).
  • What users perceive the platform is used for: Based on what you know or have heard, which of the following best describes what each of these websites or apps is? (User is given a list of use cases including ‘killing time’, ‘relieving stress’ and ‘seeking inspiration’.)
  • Emotional responses to the brand: For example, how much do you agree that this platform… (User is given a list of emotional responses including ‘inspires me’, ‘cheers me up’, ‘stresses me out’, ‘gets me to try something new’ etc.).
  • The wider interests of users: For example, which of the following would you say are of interest to you? (User is given a list of activities including ‘art’, ‘movies’, ‘TV shows’ and ‘beauty’.)

Different questions were shown, depending on the answer given. If users indicated good recognition of the platform but poor usage, for example, they were given questions to uncover why.

The result 

The survey achieved what it set out to.

The data revealed key usage, uptake and perception indicators.

To showcase the most powerful data points, when asked why users hadn’t used the platform, 17% stated they didn’t understand what the platform was used for. An additional 12% stated their reason being they were already on too many apps/sites like the platform.

When users indicated high usage of the platform, the largest proportion (12%) stated they used it to discover fresh new content, closely followed by its entertainment value (11%).

From one in-depth survey, the brand could identify how users perceived it  and its offering against competitors, and analyze the different reasons for the actions they take.

By digging deeper into why consumers in EMEA were or weren’t engaging with the brand, they could take steps to both capitalize on the positive sentiments and identify areas that require development.

Key takeaways

In a rocky market, a good brand reputation offers ballast. 

Consumers crave reliability, familiarity and support from brands they trust.

The current rate of change we’ve witnessed over the last few years (let alone the last few months) coupled with new pressures on brands to be ethical, transparent and accountable, emphasises the need to monitor customer perception of your brand.

Quantifying and analysing your brand’s reputation will pinpoint where your strengths lie, help you scope out a niche in the market, and ensure you’re delivering your message in the optimal way.

Click to access our connecting the dots 2021 report

Why your market research team is more valuable than ever

The COVID-19 crisis has shaken the global economy and left many industries reeling. One of the few positives to emerge is a rising appreciation of market research teams. 

The reason is simple: actionable insights, based on solid data, are more important than ever when it comes to planning business strategy. 

Leaders searching for the green shoots of recovery don’t want to miss opportunities, but nor do they want to misread the signs and jump the wrong way. 

In this situation, it’s market researchers who can provide the right insights and suggest agile, cost-effective solutions.

Looking closer, we see four reasons why your market research team is more valuable than ever. (And if you don’t already have one, or you do all the research yourself, now’s the time to invest in the right tools.)

Market conditions demand new ways to reach people. 

A major challenge for marketers today is how to engage with customers. This follows the huge move online and the rise of brands selling direct to consumers.

During 2020, many years’ worth of digital adoption were compressed into a few months, as everything from remote working and grocery shopping to online entertainment soared.

This seismic shift changed both the traditional path to purchase and the usual channel mix. The best way for brands to navigate these changes is accurate, up-to-the-minute market research and the actionable insights it provides. 

Take key questions like:

  • Will these changes last once COVID is finally brought under control?
  • What will be the main consumer needs in the future?
  • Will spending go back at former levels, or are today’s high savings rates and financial conservatism here to stay?

It’s market research teams who can provide answers and – crucially – tell marketers what to actually do in response.

Put it like that and it’s easy to see why market research teams have never been more valuable.

Audiences are increasingly complex.

Emotion will continue to play a big role in purchase decisions, but in 2021 the emotional cues that matter most will be very different to those pre-pandemic.

Audiences whose concerns were once pretty straightforward are increasingly complex.

We see this in the rise of preference for brands that genuinely care, to the growing list of issues audiences consider when choosing which brand to buy from. 

There’s also the fascinating theme of expressed sentiment vs actual behavior – in other words, what people actually do isn’t always the same as what they say they’ll do. But even if it’s just expressed sentiment that’s changed, that’s still valuable information in its own right, indicating a change of attitude if not activity.

The important point is that market research teams help brands understand all aspects of this new complexity, delivering the actionable insights they need to get closer to consumers, understand their concerns and identify opportunities for growth. 

Agile marketing requires faster insights. 

The disruption of COVID means sales trajectories are far from clear.

Nimble market research teams enable businesses to keep an eye on the bigger picture as it unfolds, so that instead of trying to predict the future, they monitor and react quickly to the present.

At the same time, with budgets undoubtedly tight in 2021, market research teams help brands understand exactly when consumers are ready to spend, where the pockets of recovery are, where consumer confidence is growing, and the differences between thinking about a purchase and actually making it.

At GWI, we’re surveying every single day and continually pumping the results into our platform so our users can turn insights into action faster than ever.

All this matters because if the last few months have taught us anything, it’s that crises can happen fast. An economy that’s open for business one week can be on hold the next. That means marketing must be more responsive than ever – starting with authoritative insights from market research teams.

ROI is everything (even more than before). 

Volatility is the norm in pretty much every industry. Marketers increasingly rely on their research teams to sort fact from fantasy and source the information they need to spend whatever budget they have wisely. 

This support for fact-based decision making is one of the main reasons market research teams are more valuable now than ever. 

Understanding consumers, analyzing data, creating accurate forecasts, and making sense of the short- and long-term implications of events are important ways market research teams drive ROI. 

Done right, research pays for itself many times over, minimizing risk while highlighting new opportunities, even in challenging times.

Of course, during a slump companies can be tempted to cut their market research budgets. Big mistake. When sales slow, it’s more important than ever to find out why you’re losing customers, where you can find new ones, and what potential new products or services they could be offering. 

Without the right research, managers are forced to make decisions based on instinct – with all the opportunities for mishap that entails. The solution is simple: leaders need to recognize the value their market research teams deliver, and support them accordingly.

access our B2B Guide

The 2021 outlook: restaurants and retail in the U.S.

With indoor dining returning to states like Philadelphia, and reopenings on the cards for big cities like Chicago, it’s important to gain a sense of how comfortable U.S. consumers really feel about eating out. 

Our December Zeitgeist research helps us benchmark American attitudes toward dining, relative to other indoor activities.

Just under 1 in 3 said they’d feel comfortable dining indoors, which is 16 percentage points below our figure for in-store shopping. 

These numbers aren’t ideal for the hospitality industry. But when indoor dining is permitted more broadly, restaurants can still bolster their chances of recovery. 

They’ll need to understand what precautions consumers value most, as these are the best means of changing America’s outlook on eating out into a more positive one. 

Dining out is still on the table for many consumers.

Faith in U.S. organizations’ ability to contain the pandemic has declined since the start of the outbreak: between March-December, those who say they feel optimistic the country will overcome coronavirus dropped from 56% to 44%. 

A future where high numbers of diners return to restaurants isn’t inconceivable though. In July, 40% of Americans said they planned to eat out at restaurants less post-outbreak, meaning the other 60% were still open to the idea; they’re just eager to see their safety concerns being met.

There are many uncertainties to consider, and a couple worth highlighting. Members of Biden’s advisory board have been advocating a curb on indoor dining since November; the next few months could see them achieve this on a national scale, or recently liberated cities revise their plans.

But for the time being, here are the main ways restaurants can calm anxiety levels and win over some of those still sitting on the fence. 

Willingness to eat out

On the whole, our data undermines the idea that Americans are generally against mask wearing and keen to start eating out again. In reality, many support government advice on mitigating COVID, are wary about returning, and want to see these procedures in action. 

If restaurants want customers to feel safe within their doors, social distancing and reduced capacity are the first boxes that need ticking.

Even though these are the most common methods adopted by restaurants, states have different rules on numbers, so enforcement is far from universal.

For example, Arkansas’s restaurants are legally allowed up to 66% seating capacity, as long as other restrictions are followed – essentially making it a venue-based judgement call. 

A building filled to two-thirds of its occupancy could be enough to put uneasy diners off for quite some time. Restaurants that take their own initiative and open up fewer tables ultimately stand a better chance of securing repeat customers. 

Likewise, while compliance here is lower than in other parts of the world, over half of U.S. consumers are asking that masks be worn when people aren’t seated; and for this instruction to be mandatory if they’re to consider coming back. 

There’s some age variation across these wider trends. Older consumers come out on top when it comes to wanting limited numbers and mask wearing, while younger diners stand out most for seeking additional touches like temperature checks, hand sanitizer, and contactless ordering. 

16-24s are 20% more likely than other age groups to be encouraged by temperature checks. 

For those who can afford it, investing in fresh technologies like portable air purifiers and “cleanse portals” (machines that use safe UV lights to kill viruses) is a particularly successful tactic for restaurants that tend to draw in younger crowds.

Demand for in-store retail isn’t dead, just asleep. 

Surprisingly, worry for infectious diseases like COVID-19 has decreased since Q2 2020. However, it’s easy to misinterpret this data. These figures can partly be explained by growth in understanding and awareness, as consumers no longer fear the unknown. 

But despite being better accustomed to coronavirus, Americans continue to adopt a lockdown lifestyle – which favors online shopping and puts the brakes on crowd-based activities like eating out. 

Between Q2-Q4 2020, the portion of U.S. consumers using Instacart has more than doubled. This explains the company’s efforts to reimagine the shopping experience by introducing a fresh pickup model for the retailers it serves, while winding down its in-store operations. 

Even now most shops are allowed to open, social distancing rules place limits on store capacity, which has contributed to the bankruptcies of several major U.S. companies. These events have helped online businesses like UberEats gain popularity. 

As a result, many consumers have seen their buying habits shift over the past year. 

Attitudes in America

Going back to July, 37% of Americans said they planned to shop online more frequently in the outbreak’s aftermath – compared to an average of 49% across 18 countries. A large segment of U.S. society were therefore happy with their online-offline shopping balance, with no plans to ditch stores in the new normal. 

But while American numbers are relatively low, 37% increasing their rate of online buying is enough to leave a noticeable mark on overall purchase behavior, assuming these intentions are fulfilled. And we’re seeing this scenario play out in our USA dataset, which allows us to track attitudes across 2020. 

More U.S. consumers have become weekly online buyers since Q2. Many shopped online long before the pandemic, but a significant number have now upped their frequency. 

This means higher levels of online shopping are inevitable as the post-pandemic dust settles. But it’s helpful to balance these behavioral insights with attitudinal data when contemplating permanent habits. 

The portion of Americans who say they typically prefer to buy in-store stayed fairly consistent across 2020. There’s been a slight drop overall which can largely be attributed to 55-64s, who’ve developed a newfound taste for all things online. 

But age aside, even some of the worst-hit states like New York and Georgia show little or no change in mindset; and compared to indoor dining, 65% feel either comfortable or neutral shopping out. 

The Placer report, which examines the transactions of seven leading U.S. grocers, saw average weekly year-over-year visits in the lead-up to Christmas 2020 actually increase by 2.5%. The overall number of guests did shrink slightly, but faithful in-store shoppers appear to have made up for lost time; and a drop of 1% in visitors on Christmas Eve is still impressive, given the situation. 

These statistics and our attitudinal data support the idea that holiday shopping is embedded in American culture, and remains a tradition many are reluctant to part with.

Shopping habits have shifted toward online buying; but the impact on outlook is less pronounced.

Unless future events have a greater influence on buying sentiment, demand for in-store retail is likely to re-emerge post-pandemic. 

It’s also partly down to indoor venues to determine the extent of 2021’s attitudinal shifts. They can still turn heads by ensuring first-rate standards of protection and promoting parts of the in-person experience that can’t be replicated online. 

To sum up:

  • In today’s incredibly dynamic situation, the future of U.S. buying habits somewhat depend on how long indoor sites remain shuttered. American consumers are seeing more closures, and becoming more adjusted to buying online and entertaining indoors. 
  • However, many shoppers remain open to the idea of returning to shops post-pandemic, which means retailers should be able to lure back customers if attitudes remain consistent across 2021.
  • The outlook for indoor dining is less positive than for in-store shopping, but nothing is set in stone. Restaurants now have an opportunity to prove and broadcast their commitment to safety as states continue reopening their economies. 
  • The industry’s success will set the tone for other indoor events like music concerts. With many Americans uncomfortable in these settings, it’ll take a lot to get consumers back to these venues once they’re permitted to unlock their doors; and the lessons demonstrated by restaurants will facilitate this process. 
access our new american consumers report

How 2020 changed America

2020 in America felt, to many, like a stream of ever-worsening catastrophes. 

In a single year, the nation faced the deadliest health crisis since the Spanish Flu, the biggest single day stock market crash in decades, and the largest protests since the civil rights era.

Throughout all of these events, the impact on the daily lives of Americans was profound. The compounding crises altered how we work, how we learn, how we entertain ourselves and even how we think about social issues.

Over the course of the year, GWI USA data has reflected many of these fundamental changes in American life, some more obvious than others. 

The overall picture is a year that is unparalleled in the history of the country, the effects of which will surely shape the next decade.  

America’s mental health crisis is growing.

In early March, the pandemic triggered mass hysteria across the country. 

Americans emptied grocery store shelves, city life ground to a halt, and involvement in public activities plummeted.

As the year progressed, with no end to the pandemic in sight, Americans quickly became comfortable living in relative normalcy, and by the summer, much of middle America had returned to business as usual.

Since its peak in the spring, our fear of COVID-19 has fallen, yet the disruption it caused, especially in the school, work, and social lives of younger Americans has left a lasting effect on their mental health.

More than one quarter of Americans say they have experienced anxiety in the past year. 

Throughout the year, feelings of anxiety have grown, especially among Gen Zs and millennials, and these increases are in line with similar increases in levels of stress and depression.

More than 40% of Gen Zs have experienced anxiety at some point in 2020, and the same amount say they have experienced stress.

This age group, who have likely spent a good deal of their school year attending classes from their bedrooms, also saw an uptick in incidences of depression. The percentage of Gen Zs who are currently experiencing depression rose from 11% in Q2 to 13% in Q4.

While each of these mental health issues are more pronounced in younger generations, they’re in no way unique to high school and college students.

2020 caused anxiety to increase in each generation and stress to increase in every age group except baby boomers. This is no doubt due to the fact millennials and Gen Xs experienced yet another once-in-a-generation economic collapse. 

GWI USA data also suggests that many of those experiencing mental health issues may be attempting to self-medicate instead of seeking real help.

In 2020, only half of all Americans who have experienced anxiety – and less than one fifth of Americans who experienced stress – saw a doctor about these issues. 

Also, the portion of Americans with stress or anxiety who consume alcohol in their home “regularly” or “often” grew from 26% to 29%, and their drinking outside of the home increased from 16% to 19%.

But there is a silver lining.

Over the course of the year, Americans became more open to confronting this growing mental health crisis.

By the end of the year, one half of all Americans said we should be more open about mental health, and 62% said it’s OK for people to say when they’re struggling. So, while the situation may be more precarious than ever, 2021 may be the year that turns the tide.

Americans are getting comfortable in their own homes.

Since the start of the pandemic, the focus for many Americans has shifted entirely to home life.

And it’s no secret to anyone paying attention that the companies who succeeded in 2020 were those that helped improve our in-home experiences. Netflix, Amazon and Disney+ brought the movie theater to our living rooms; Peloton, Fitbit, and other workout apps brought the gym to American bedrooms; and countless food delivery services brought restaurant-quality food to our dining rooms.

Americans stuck at home took advantage of many ways to keep busy, but also spent a good deal of money retrofitting their homes to more comfortably enjoy these remote activities.

Many invested in better, smarter hardware for entertainment, home-health, or overall comfort. The smart home movement, which has been steadily growing for the past few years, experienced huge growth as a direct result of the pandemic.  

Purchases of high-tech products grew, and though the sales of smart products, like smart thermostats, smart security systems and smart voice-activated speakers were more concentrated among high-income Americans, the sector experienced growth from all economic demographics.

On the other hand, low income Americans drove the increase in entertainment-focused products, like streaming sticks, smart TVs, and games consoles.

Interestingly, older consumers were the ones making many of these tech purchases. Gen Xs and baby boomers took advantage of their increased time spent at home to purchase products that many had shied away from previously, like smart TVs, home voice speakers, and devices for TV streaming.

Although it’s well known that the streaming sector experienced huge growth throughout the year, it’s interesting that in many cases it’s these mature generations driving a lot of the increases in online audio and video streaming.

Baby boomers and Gen Xs have been increasingly joining younger generations in subscription streaming of video and audio, while simultaneously shying away from traditional media.

Throughout the year, there was a decrease in the amount of Gen X’s and baby boomers who listen to the radio, the amount who read print magazines, as well as the amount who read print newspapers.

America has awakened a new social justice movement.

As if the pandemic wasn’t enough to fill the 2020 chapter in the history books, Black Lives Matter (BLM) protests across the country this summer were, by some measures, the largest demonstrations of any kind in the nation’s history.

These events occurred in every major U.S. city, and were filled with protestors representing every race, religion and generation in the nation.

So it’s no surprise that support of issues like equality, diversity, inclusion, cultural representation and visibility have taken center stage in the national conversation, and in the minds of many Americans regardless of demographic.

Across the country, the portion of Americans who said equal rights are important to them grew by nearly 10%.

And while the idea is still overwhelmingly more important to Black Americans, the growth in 2020 was highest among Asian Americans, Hispanics, and White Americans.

Since the start of the protests, equal rights have become more important to each group of Americans regardless of their generation, income bracket, political ideology, region of the country, or urban context. 

While there are still many Americans who remain neutral on the promotion of equal rights, the trend of all Americans is toward growing support.

Perhaps the most impressive aspect of the BLM protests is their success at cultivating real, actionable changes from the institutions they were protesting against.

Diversity and inclusion initiatives are a tangible way to improve racial inequalities within organizations. If the upper echelons of American businesses are going to reflect the racial and ethnic distribution of the American population, then they need to actively work to include People of Color in every level of their operations.

Our U.S.-specific data set, GWI USA,  shows the rising focus on diversity and inclusion, which also grew in importance across the board.

This suggests that the BLM movement has been successful in raising the quality of the national dialogue around race, and the many different changes that American businesses have undertaken since this past summer are a testament to the size and power of those demonstrations.  

An ever-growing list of businesses and government institutions have since responded with their own unique initiatives. From million-dollar donations for diversity programs to increased transparency about racial equity in their hiring practices, the change has begun.

Part of this pressure put on businesses has been from customers and employees themselves. Businesses and marketers have spent the year attempting to understand the changing needs of their customers in a pandemic, and certain topics have become central to those needs. 

Over one third of the American public is now concerned about police brutality, and over 4 in 10 now worry about racial relations and racism.

Companies are taking cues from their consumers on how to act. In their advertising and their actions, corporations want to reflect their customers’ values and support the same causes. Recent examples from Coca-Cola, Pepsi and Budweiser bowing out of Super Bowl ads proves that above all 2020 has made advertisers wary of appearing tone deaf.

And our GWI USA data supports this caution, as consumers in America are increasingly demanding that brands support social justice causes.

Over the course of the year, the amount of Americans that want brands to be inclusive increased from 21% to 24%, and the amount of Americans who want brands to support diversity in the workplace increased from 31% to 34%. 

What are the implications for 2021?

In a tough year for the country, filled with more changes than this piece could ever possibly speak to in entirety, there have been both positive and negative impacts. 

At the end of it all though, the future does look bright for these United States. 

The health crisis brought on by the virus revealed much larger mental health issues which are more readily being confronted by citizens all over the nation. 

The focus on home life caused strain for businesses, but opened the door for more rapid tech adoption by older generations. 

And lastly, protests against police brutality and racial injustice were met with overwhelming support for diversity and inclusion among all Americans, not just those who were in the streets this summer.

2020 certainly put America to the test, but GWI USA data reveals that the country has met each of these obstacles with increased willingness to confront and improve all of the broken systems revealed in such a short amount of time.

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Managing uncertainty in the shifting world of retail

Oxymoronic as it may sound, managing uncertainty is possible.

Uncertainty has always played a role in business – and in fact, many retailers thrive on it. 

Any top leader knows mitigating harm and spotting opportunities as they emerge is part and parcel of keeping a business relevant and competitive. 

But as Joan Insel, Global Retail Strategy Specialist at CallisonRTKL, explains, “five years of change has been pushed into five months.”

With Christmas navigated in the most unstable business environment in a generation, we’re still far from in the clear, and uncertainty stays planted on our doorstep.

Here we showcase what it takes for retailers to manage upcoming uncertainty in 2021, and how to find opportunities in the face of adversity.

Mass migration online has stiffened the competition

The challenges facing retailers are plain to see, and come in the form of: 

  • Budget cuts
  • Shop closures
  • Staff reductions
  • Digital adaptation
  • Unpredictable markets
  • Eroded future proofing 
  • Fast-changing consumer trends

While a lot of these can be seen across the board, from retail to pharma, what’s unique is the race in the digital space.

With lockdown restrictions chipping at the profit margins of bricks and mortar stores, many retailers turned online, accelerating and improving their ecommerce capabilities.

And, as our commerce report shows, they were right to do so – not just for the short-term benefits, but for the long-term too: 

Nearly half of all consumers plan to shop online more frequently after the pandemic is over.

With the online retail space swelling, cutting through the buzz of online media becomes harder, as does pinpointing exactly where the opportunities lie. 

What’s more, the need to have functioning ecommerce and its supporting campaigns up and running by yesterday means the time for testing new ideas is reduced, as is their capacity for predicting what the market will look like tomorrow.

It’s a catalogue of obstacles, but as Stuart McMillan, Head of Multi-Channel at Tiso Group, explains, “in these changing and uncertain times, it has never been more important to understand your customers and your market.”

Success in times of uncertainty is bound up with visibility. That is, how well you can study the state of play, adapt, and align with the people you’re selling to.

Getting a foothold on the future of retail

Bias aside, with the right data, you really can bring fuzzy projections of the market landscape into focus and find a good measure of predictability in an unpredictable world.

The first step is accepting you don’t have all the answers, but being willing to find them. We know what good data looks like, and how retailers should be using it:

1. Find the right data.

The kind of data you need is:

Harmonized: Data that’s collected with a single methodology means you can make like-for-like comparisons across regions and markets. It offers simple and varied analysis, and provided there’s a large enough sample size, comparisons can be made at any scale.

Global and local: You’ll want to keep an eye on the trends sweeping the world, but really focus on what’s happening in your niche. Build your products, campaigns and messaging around your audience.

Updated regularly: If the world is changing, you should move with it. And when time is of the essence, you’ll want a source that’s simple to use and gives you answers quick. And with data that’s regularly updated, you’ll see the trends as they happen.

Detailed: Look way beyond the obvious and get into the nitty-gritty of who your audience really is – the good, the bad and the ugly. With GWI, you’ll get a picture of the size of your market, and see how many people who fit that profile actually exist in the real world.

Psychographic: To truly get to grips with how your audience is behaving, you need to ask ‘why?’. Why are they motivated to buy? Why do they value certain products, brands and content? Psychographics give you the all-important context behind commercial actions.

Customizable: By posing the questions you’ve been longing to ask, you can get to the heart of what matters most to your audience. This kind of customizable survey data puts the control back in your hands, given the seismic shifts in attitudes we’ve seen.

2. See how your audience is changing.

As our brand survival guide explains, your audience is your most important asset, so keeping the needs and wants of your target market front of mind is the place to start.

You’ll want to pinpoint the behavioral and attitudinal shifts in your sector, and see whether they’ll endure into the recovery phase and beyond. 

Whether you’re the one digging into the data on the daily or not, getting answers is easy. Here’s how:

Create an audience: Once you’re in the GWI platform, you can build out your audience in as much detail as you need. 

If you already have a strong idea of who you want to target, simply create it fresh and give it a name.

Add their attributes: Combine any number of attributes – including behavioral, psychographic, and regional – to reveal the big picture. 

Drill down into the data set and source key attributes. If you know the attributes you’re after already, use the ‘search’ function to find your data points faster.

Group the character traits: Grouping attributes allows you to map out your statements in a visual and digestible way – helping craft a neat, but comprehensive target persona.

Choose your data set: Apply your new audience to the data set that matches your needs. If it’s really recent, topical stuff you’re after, you’ll need GWI Zeitgeist which runs monthly. Other options include GWI Work that profiles today’s professionals, or GWI USA that gives you a closer look at your American consumers.

3. Test, optimize, refine

When every cent counts, you’ve got to be confident in your decisions.

Going by what’s worked in the past is risky in today’s uncertain environment, but so is blindly testing new ideas. 

Whether you’re assessing how a new product will go down with your audience before putting it to market, or seeing how they’ll respond to a new set of ads, having a testing environment to hand saves you time and money in the long run. 

Data in action: driving online clothing sales

Here’s a flavor of how retailers use our data to shore-up their strategy.

Pretend you’re a media strategist working for a U.S.-based clothing brand. Following the closure of highstreet stores, the focus is now on driving online sales of it’s new range amongst its core audience: Gen Z.

We know Gen Zs, on the whole, prefer to buy online (60%) over in-store (40%). 

But that’s not nearly enough to craft a compelling promotional campaign.

To deliver ads that are relevant to your customers’ personal interests, you’ve got to dig deeper. 

Start by refining your audience. In our case, it has 3 attributes: (1) U.S. (2) Gen Zs (3) who bought clothes online in the last month. 

Then comes the fun part. Layer over any number of attributes to get to know them. For our ad campaign, we want to know, specifically:

  • Where they’re active online.
  • Why they’re active there.
  • The types of content they’re consuming.
  • Their outlooks and values.
  • What they want from fashion brands they engage with.

Here’s what your research tells you:

Social media consumption: Social is a focal point for those targeting Gen Zs in general – so this is a good channel to host a campaign. For American Gen Zs who buy clothes online, Youtube, Instagram and Snapchat top the list of the platforms said to be used at least once daily by this audience.

Charting showing platforms used at least daily by American Gen Zs who buy clothing

Why they use social:  Nearly half of this audience typically discover new brands on social. They use social media to find entertaining content and keep up-to-date. The accounts they’re most likely to follow are brands, actors, singers and comedians, providing scope for influencer marketing. 

Wider interests: These include music (86%), food and drink (75%), and cooking (70%) – giving rise to opportunities for ad placement and partnerships.

Brand values: They value brands that are reliable, innovative and authentic, preferring them to be eco-friendly, socially responsible, and to listen to their customers. 

Purchase drivers: They want free delivery (76%) above all else, coupons and discount codes (61%), and will seek out reviews from other customers before making a decision (52%).

Online clothing purchase drivers among American Gen Zs

This initial research sets the stage for an ad campaign for Instagram, YouTube or Snapchat, ideally displaying alongside music, film and food content to utilize the shared interest with fashion. Ensuring your messaging is entertaining, but also hits on key values (like reliability and eco-friendliness) as well as purchase drivers (like free delivery and discounts) is a strong foundation.

The next step would be to unpick what ‘entertaining’ really means for this group, and the content formats they respond best to, then test the new ads out on your audience using GWI custom before setting them loose on the public.

Take the power back

Not all innovation needs big budgets. 

For retailers, the struggle has been adapting to change, and finding security in the new digital landscape. 

But the opportunities are there, and with the right data you can factor in safety measures that will keep you in line with the market landscape, and your audience. 

Uncertainty isn’t always a bad thing. Invest in getting better visibility, and use it to your advantage.

Click to access our connecting the dots 2021 report

Veganuary 2021: the trend feeding a lifestyle change

2021 is here and with it, Veganuary.

Our data shows that a little over 1 in 10 UK and U.S. internet users are interested in participating in this year’s challenge – and this figure could be even higher if more people knew about it. 

Around 4 in 10 UK and U.S. internet users have never heard of Veganuary.

But it’s making ripples with an even bigger audience. As of Q3 2020, around 1 in 4 global internet users say they’re interested in either vegan or vegetarian foods – a 17% increase since 2018. 

Over 500,000 people worldwide are committed to taking part in the annual challenge, smashing its previous record with around 100,000 more signups than last year.

For all the disruption brought by COVID, interest in meat-free alternatives continues to grow. CPG and QSR brands have much to gain from tapping into the trend, whether it’s to win new consumers, test new product launches, or to boost CSR commitments. 

We surveyed a sizable pool of internet users – more than have pledged to take part – to bring you the key talking points around Veganuary this year. 

Veganuary reflects participants’ concerns.

Meat-free dieting has gained ground quickly in previous years, as a flurry of meat-free products arrive on delivery apps and at major distributors, while lab-grown meat is set to take off in the West.

Though figures for UK and U.S. participation may appear small, they more than triple among those intending to eat less meat or animal products as a New Year’s resolution.

Being a month-long event, Veganuary is an appealing way for aspiring vegans to dip their toe in the lifestyle before diving in at the deep end – and for CPG and wellness brands to tap into the vegan market.

But it won’t be easy.

Veganuary awareness

The U.S. is a world leader in meat production and over half of internet users here describe themselves as meat eaters with no plans to change.

At first glance, this may deter brands from taking part, but the number of Gen Z and millennials in the U.S. who identify with this statement has fallen 7% since Q2, signaling change is within reach down the line.

At the same time, while their UK counterparts are more likely to have heard of Veganuary, just 14% here are interested in taking part. Moreover, 70% have no intention of taking the challenge – compared to 42% in the U.S who say this. 

UK internet users may be more aware of Veganuary, but that alone isn’t enough. 

Brands hoping to understand Veganuary participants need to take note of their motivations if they’re to stand out – and they should start by looking to younger audiences.

47% of Gen Zs and millennials say helping the environment is important to them, and Veganuary gives them more opportunity to do this.

Brands and charities should bear the “Greta Effect” in mind, keeping an eye out for more aspiring young activists to act as ambassadors for their cause. This is particularly important for reaching UK consumers, where participation is largely tied to environmental reasons.

Of course, it’s not just climate change and animal welfare concerns that can break through to these would-be vegans; sometimes reminding them of quality can prove just as impactful.

With the COVID-19 pandemic shedding light on malpractice in the meat industry, consumers are scrutinizing product quality more than ever before.

As such, the task of promoting this has never been easier – or as important – with UK internet users likely to respond to messaging of this kind.

Health and wellbeing are central and ongoing themes.

Convincing U.S. internet users to change their diet will likely be the biggest challenge. Promoting a vegan diet here will require messaging that addresses consumers’ concerns for their health and wellbeing. New products that advertise their nutritional benefits, as well as a lack of meat, will make an impact.

Just under half of all Veganuary participants are planning to get involved for health reasons – the leading factor in the U.S.

Health a motivator for veganuary

Healthcare experts and dieticians have been vocal about the positives in practising veganism, but commitment to any diet can prove difficult. Health-based enthusiasm is rife at this time of year – half of those making 2021 New Year’s resolutions in the U.S. and UK list eating healthier as one of their goals – but brands need to bear in mind that fatigue often sweeps in come February.

As such, they should approach these health-conscious participants with caution. Concerns about personal health will be around long after Veganuary ends. 

Moreover, the fallout from COVID-19 has led internet users to be as mindful of their mental health as their physical wellbeing. 1 in 5 Veganuary participants in the UK and U.S. say they, or someone they know, has a mental health condition and this remains the case for those using Veganuary to care for their health as well.

These individuals will look for support and brands should be on hand to provide it.

Among participants who cite health reasons as their Veganuary motivation, 18% also want to be part of a community.

This is a chance to do more than make a quick impact. By giving struggling individuals a place to be heard, brands are putting themselves in good stead with a wider community – making devoted advocates in the long-term.

Plant-based meat brand THIS is taking this initiative to a creative level, reaching out to struggling UK participants via their “comedy helpline”. 

There’s cross-generational appeal when it comes to uniting people for a common purpose. It’s worth remembering that older internet users, who are generally less interested in vegan products and Veganuary in general, can also be won over if they’re given the chance to be part of a community.  

What the vegan aesthetic entails.

We often point to COVID-19 as having changed consumer habits, but initiatives like Veganuary are powerful enough to create new behaviors and loyalties as well. There’s every chance participants will stick to their new routine, keeping a watchful eye out for brands and causes they’ve come to identify with.

Veganuary addresses various long-term issues – such as public health, climate change and animal welfare – which makes it important for brands who adapted their messaging in January to keep to those sticking points come February and beyond.

What consumers want from brands

Valuing eco-consciousness should come as little surprise at this point. Almost half of Veganuary participants in the UK and U.S. want brands to take some eco-friendly action – UK internet users in this group are 45% more likely than the average to say this.

At the same time, these individuals aren’t just thinking about the bigger picture; they’re thinking about themselves too.

Veganuary participants are 23% more likely to say brands should help them improve their image or reputation.

Remember, these are primarily young and ambitious internet users. They want brands to share their concerns and ideals – but at the same time boost their personal brand too.

With a 28% greater likelihood to say standing out in a crowd is important to them, joined by their emphasis on image and health, Veganuary and veganism in general is a trend that embodies a certain aesthetic.

For all its momentum, veganism is still relatively nascent – and that’s good for those who want to stay ahead of the trend. But this image of exclusivity will inevitably struggle as it attracts more attention, meaning vegan consumers will look for other ways to maintain their status.

Veganuary participants are 46% more likely than average to say brands should be exclusive, and a simple way for brands to accommodate this is to offer personalized products. Adventurous brands may want to take this further; rewarding consumers with exclusive wares in exchange for buying animal-friendly products or offering promotions to Vegan Card owners.

Ultimately, it’s a balancing act. Image and reputation are important connotations of Veganuary marketing – but abandoning the morals of veganism along the way could see that vegan halo quickly turn to horns.

Juicy – but meat-free – takeaways

Like it or not, veganism and flexible meat diets are becoming more commonplace. For CPG and QSR brands eyeing up Veganuary, we recommend taking a leaf out of our book and remembering the following:

  • Veganism is still a growing trend – Work needs to be done to spread awareness of Veganuary if the trend is to realize its full potential. Though what constitutes a vegan diet may prove unappetizing to some, it’s likely that internet users will respond to a cause – brands simply need to find it. Big hitters such as climate change and animal welfare are sure to reach consumers, but sometimes a reassurance of high-quality goods and preserving national supply chains can be just as convincing.
  • Community matters – Many interested participants are looking for a chance to opt into a community. They may have a particular cause in mind, want help pursuing their own goals, or be motivated by the social aspect. The latter is particularly important to older participants and can prove valuable in spreading awareness by giving brands a meaningful way of cutting through the competition.
  • Health is a big factor – Enthusiasm for health always kicks in at the start of a new year, but embarking on a new, radical diet can be difficult and even dangerous. Many will expect Veganuary to help them feel better, so it’s important for brands to support health-conscious individuals in the pursuit of their goals. 
  • Don’t be afraid to think differently – Practicing vegans, in a nutshell, are altruistic individuals with ambitions for trend-setting. They may share the same concerns as one another – but that’s where the similarities end. Acknowledging this, brands hoping to attract a vegan audience should focus on offering unique or customized products that help them – and their consumers – stand out.
Click to access our connecting the dots 2021 report

Where to from here? Agency wisdom for 2021

Let’s acknowledge the ‘fresh’ start bestowed upon agencies this year. It’s 2021. COVID-19 hasn’t gone away, and the benchmark’s been set: ROI or bust

In 2020, everything we thought we knew went out the window. Unsurprisingly, client confidence took a catastrophic beating (bye budgets, bye work). 

Kudos to agencies who had to adapt, pivot, and change their course of action on the daily. 

This year, there’s a chance to do it all again – but better. 

Just because we’re living through an uncertain time doesn’t mean you can’t stay informed. In fact, it means you need to. 

To keep revenue from drying up in a pandemic, you need to be able to gauge where things are going so you can act confidently when others fall short.  

Here are three solid principles to help keep your agency on course, agile, and profitable – even when the inevitable challenges and roadblocks crop up to say hi. 

1. Wise up on your audience, faster.

If you only do one thing this year: up your research game, and do it now. 

Traditional research methods became less viable during the crisis – meaning those relying on these couldn’t take the pulse of their consumers at scale when they needed to most. 

When the credibility of your agency and the success of your strategy depends on it, use the right tool.

The alternative – online survey data – allows you to identify, understand and act on continually changing trends in heartbeat. 

it’s one of the few things that hasn’t been impacted by the pandemic. Once you dig into global, local, and even the most niche consumer trends – and realise how granular you can go in an instant – there’s no looking back.

Agency top tip: You’re at risk of being left behind (and focusing on the wrong things) if you don’t read the room before others have, (and that applies to agencies of any size). While the world battles the virus, don’t ignore what’s happening. These winning campaigns of 2020 are testament that empathetic approaches – launched at the right time – are a sure way cut through, once they’re tailored to the right audience. So listen up , and don’t let it be an afterthought.  

2. Grow the relationship during a pitch.

Getting buy-in during pitches is harder than ever. These are weird times – and it may feel like more work – but you can still score big by framing and delivering your pitch in a more personal way

What’s tough right now

You need to connect with the stakeholders and guide them through your proposal with conviction. But without meeting face-to-face, ensuring your presentation is as slick as can be in the virtual sphere presents a different kind of challenge. Plus, you’re left to judge their reaction to your insights, reasoning and ideas from behind a screen – arguably harder if you’re not used to it.

What’s in your control

  • Own the small talk. It’s as important as all the behind-the-scenes work you’ve just done. Exchanges you have pre, during, and post-pitch are opportunities to build trust. Make light of yours and the stakeholders’ shared experiences during the pandemic so you can weave anecdotes from conversation into your presentation as you go. Being receptive and attentive helps them feel confident in you, your work, and, importantly, your data.
  • Take them on a journey – the right one. You’re the expert, so act like one. Do show off data your client might be lacking; don’t present a string of facts if they don’t amount to something bigger – the insight. Lead with the story always, and back it up with consumer insight and quotes to show how you arrived at that point in a way that sounds natural.
  • Be bold. Don’t circumvent consumer needs because they’ve changed; help address and solve them. The key to winning over customers (and prospective clients) is to stand with them – by recognising what’s important to them, and showing up to make a positive difference. 

Agency top tip: Pitch mindfully – knowing it’s a balance between empathizing with the audience’s mindset and circumstances as much as the client’s, who are taking a risk and have to shoulder the responsibility. If negotiations stall, it’s most likely a sign of the times. With so many economies on shaky ground, clients may be hesitant to move forward quickly for at least the foreseeable future. 

3. Scope out new opportunities – like project work.

As we all know by now, adaptation is key. Maybe you’re getting the most from a few strategic accounts, spreading your net wide, or have a different plan of attack – the key is to stay open to opportunities.

As the wait for a “post-COVID” world keeps stretching out, holding in the hopes of securing long-term contracts can send your ROI in the opposite direction. Many are embracing the thing that’s taken the place of these strategies: short-term project work.

Outsourcing projects is a low-risk way for brands to work with an agency before they make that bigger commitment. Knowing this, you can make it work for you.

Project work is an opportunity, like anything else. The difference is what you make of it. 

If your work really stands out, leaning into the smaller projects until brands’ confidence comes back is an early foot in the door. They’ll remember the stellar work you’ve already done – and you may be saying yes to lucrative repeat business. 

Be thorough, and don’t cut corners. To get the level of detail at the speed you need it, a combination of research can hit the spot. 

Steps for developing a data-first project

  1. Gather relevant data on the GWI platform.
  2. To get even more granular or niche, carry out custom research with GWI.
  3. Share key data points with the creative department.
  4. Identify the strategic insight to work on.
  5. Develop the creative concept.
  6. Apply the right touchpoints.
  7. Profit.

Agency top tip: With project work, you have to begin with the end in mind. Small gains are good gains, so do every brief justice. Set the bar high, because you never know what opportunities could come after.

Turning projects around quickly: KIWI

As far as pitching goes, tailored, data-driven insight can be the difference between winning and losing. But you don’t get paid for the time you spend preparing for a pitch, so if your conversion rate isn’t good, the hours and hours you’ve put in feel wasted. 

Creative powerhouse agency, KIWI, knows the value of not only providing great data, but getting it fast. A global pandemic wasn’t going to stop them.

The challenge

When it became clear they needed better data to support the creative team in meeting briefs faster, they knew exactly where to turn.

The team had access to data sources, but turnaround time was normally 4-5 days – far too long to be as efficient as they had the potential to be.

The agency saw the benefits of a data source that offers up research on not only who an audience is, but what makes them tick.In a bid to meet a tricky brief, the team took to the GWI platform to find the insight and inspiration they needed.

The action

A global household-name brand was looking to roll out a large campaign celebrating its health-focused drink offering. 

KIWI created a 360-degree view of the brand’s target consumer, focusing on demographics mixed with attitudes, lifestyles, media consumption, and many more attributes.

“We used GWI to build a real idea of our consumer, and then to understand the emotional behind the behavior, self-interests, and purchasing actions,” says Arya Alfieri, Creative Strategist at KIWI.

The portrait gave them all they needed to pinpoint the idea that would hit the mark – an interactive campaign spanning Facebook, Instagram and TikTok,. 

The result

Briefs are now a different ball game for the team.

Their first project based on GWI research created something unique and memorable for the client – and got the team from a 5-day turnaround to delivering research down to an impressive 2 days.

“GWI has totally changed our strategy – we’re now totally oriented towards our target audiences,” says Arya. “The data gives us the tools we need to map our consumers’ lives.”

It’s about leading with insight in 2021

We’re all getting used to changed circumstances, and as long as the curveballs keep coming, brands are going to proceed with caution. 

The trick is to keep mastering and honing your approach, so wading through these muddy waters is less futile. Setting yourself up for success this year is about having a solid foundation to work from; a robust data source is integral to good outcomes, and it will help you thrive, not survive. 

Keeping an open mind is also crucial – towards consumers, clients and the type of work that lands on your desk. 

Who knows – the path might (miraculously) be cleared before we expect. In the meantime, you’ll never knowingly undervalue the ‘researching’ part of your day again. 

Click to access our connecting the dots 2021 report

What New Year’s resolutions tell us about consumers in 2021

New Year’s resolutions have inspired a string of funny, and at times cynical, memes. Last year, a Twitter post describing them as a “to do” list for the first week of January was retweeted almost 600 times. 

But running jokes aside, this long-standing tradition is a source of motivation for many – and never short of willing participants.

Despite COVID-19 curbing many 2020 aspirations, our December Zeitgeist research shows consumers across the U.S. and UK enlisting once more into the resolution camp.

New Year’s resolutions often give a clue into upcoming trends.

And, after a year like no other, they’re one of the best glimpses into where consumers’ heads are at.

Our data does show a drop in the number of people taking part, with the pandemic altering many consumers’ priorities; but New Year’s resolution intenders are approaching the task with as much energy and ambition as they demonstrated pre-pandemic.

A glimpse into how our 2020 resolutions ended.

Last January, resolution makers outlined a list of commitments – completely unaware that the year’s events would complicate a few, or even render some impossible.

We can see the effects of lockdowns mirrored in the biggest goal achievements and departures of 2020.

Pandemic and resolutions

With flight cancellations and gym closures occurring across the globe, it’s unsurprising that only a small minority of those who planned to travel more or lose weight managed to achieve most of their goals.

Likewise, TV and alcohol became coping mechanisms during times of social isolation. Few managed to cut down on them, or practice more self-care – something the pandemic has drawn attention to and will be tackled in 2021.

On the other hand, consumers had more time to spend with loved ones, read more, and cut down on social media. 

As well as putting more hours aside for family and friends, lockdowns initially sparked sentiments of community and charity. This spirit may have dwindled over time; yet, earlier enthusiasm has helped over a quarter of those who resolved to be kinder to others achieve a good amount of their goals.

These outcomes have certainly influenced the resolutions 2021 participants are setting out to make. But the changes don’t suggest intenders have been put off or humbled by the difficulties of 2020 – quite the opposite.

We’re seeing the same resolutions, but longer lists.

There’s an expectation that many will ditch “traditional” resolutions like losing weight or going to the gym this year, in favor of more meaningful and enriching goals. However, we’re seeing the same categories claim the top spots among 2021 intenders.

We asked U.S. and UK consumers about the resolutions they made last year, and plan on making this time around. In January 2020, U.S. consumers were most focused on saving money and eating healthily, while UK consumers prioritized weight loss; and this year’s no different.

Since last year, the desire to shift post-Christmas weight has climbed in the UK, and remained consistent in the U.S.

With 52% of gym-goers in these countries having canceled their membership, virtual exercise services have an opportunity to fill the gap left by COVID-19, and satisfy January’s fitness cravings digitally.

Most popular resolutions

The biggest change is in the number of resolutions participants are making. Of 16 listed goals, 15 show higher engagement figures than last year. Many good intentions were stifled by closures, which appears to have sparked more determination among 2021 intenders. 

Resolutions might be less popular overall, but many have still circled January 1st as the chance for a fresh start, and will be looking for products and brands to help them reach their goals.

What’s more, the younger a person is, the more prone they are to making resolutions. Gen Z takes the lead for 9 of our listed intentions. They stand out most for being resolved to find love, start a new career, and advance their skillset.

Compared to their elders, they’re the most likely to define themselves as ambitious and career-focused. Companies specializing in personal or professional development therefore have an enhanced window of opportunity to win over an already enthusiastic customer base.

January’s self-reflective atmosphere is a field day for online learning services, but also industries able to offer practical life advice like banking and dating. For example, relationship app Bumble has created Dating 101, a guide to help boost daters’ confidence in the New Year. 

This kind of guidance is particularly important as, despite making the most resolutions, Gen Zs rank top for having achieved very few or none of them in 2020. 

We see evidence of this pattern elsewhere: the most money-driven generation, Gen Z are the least likely to say they’re good at managing their money. They make ambitious goals, but struggle to reach them without support. 

With saving more being their top resolution, banking is one industry that can provide personalized recommendations to ensure their hopes and dreams have realistic action plans. Likewise, notifications when they go over budget and rewards for reaching targets can provide extra incentive on trying days.

Many are welcoming in the New Year with self-care.

An initial glance at our 2021 resolutions may look similar to previous years, but there are important nuances that highlight growing trends in the market – with goals centered around wellness and self-care gaining the most ground since last January.

Social isolation and financial uncertainty have magnified stress levels and appreciation for wellbeing. In the U.S. and UK, the portion of internet users who say they feel overworked has increased by 8% since Q2.

The push for more relaxation has also drawn in a new audience. Among those who don’t usually make a resolution, but are making an exception this year, mental health is their second highest priority.

Of all the resolutions listed, drinking less alcohol is the only one that shows a drop in engagement – with losing weight, eating healthily, and reducing meat intake seeing the smallest increases. They still place high on the charts, but this year has shifted the balance slightly in favor of mental wellbeing and quality time.

Kindness chart

Compared to a resolution like losing weight, practicing self-care is less concrete and harder to measure, which at least makes it something any brand could potentially pitch in to help with. Various companies have therefore attempted to refine these ideas by offering solutions.

In light of the New Year, Google is tackling the mental health of its employees by creating short, weekly instructional videos from athletes, coaches and psychologists. This is a quick, consistent, and simple step staff can take toward achieving an otherwise abstract goal.

While half of consumers think supporting employees’ wellbeing should be an important priority for businesses, only 8% of full-time workers feel able to turn to an employer for help with their mental health – which means wellness expectations generally aren’t being met.

The New Year is a chance for brands to contribute to the happiness of their employees and customers, by lightening the load where resolutions are concerned. An online support group will be particularly important among 2021 participants who don’t typically make resolutions, as they’re more likely to want brands to run customer communities or forums.

For those not making resolutions, around a quarter say they either don’t have the time or feel they add too much pressure; and this is likely a concern even among intenders.

Companies need to work on reframing these goals in a more positive light – as an opportunity, rather than a chore. To stand out, they can offer straightforward goal strategies and spaces to share experiences for those wanting to start the New Year off right.

New Year’s resolutions aren’t cancelled

Despite the chaos of 2020, New Year’s resolutions are still on the cards this year, and instruct us about which markets are set to grow. Fewer people are intent on taking part (around half in the U.S., and a third in the UK); but with many still undecided, it’s still likely to be a sizable chunk of each population.

While some are waiting for life to return to normal before setting new goals, others are claiming autonomy over an otherwise unstable environment.

January 2021 is bound to look different, and there are certainly things beyond participants’ control. Fitness seekers will not be racing to gyms in their usual New Year’s numbers – either because they aren’t allowed to or are wary about safety.

Brands will need to ensure innovative digital solutions and regular motivational updates are at the heart of their New Year’s campaigns, while simultaneously addressing the growing emphasis on wellness.

With more support, this could be the year that many overcome the inevitable setbacks, and find real satisfaction in achieving their goals.

Connect with consumers: a picture of devices and consumers in 2021

The COVID vaccines are here, so what’s the problem?

Reaching collective immunity to COVID-19 through vaccination is one of the biggest challenges the world has ever come up against. But a vaccine is only as effective as the number of people who take it, and recent research we’ve conducted at GWI indicates that current levels of takeup won’t be sufficient. 

Never mind the logistics of distribution – convincing people to get their shot will take one of the biggest advertising campaigns of any kind. In the US, the nonprofit Advertising Council is already preparing a $50 million initiative

As with any ad campaign, choices will have to be made on which media to buy, what messaging to use, and which audiences to prioritize – none of which can be done without robust profiling. Any campaign will need to target groups of people that occupy a world unfamiliar to many marketers and journalists. 

Here we’ve pulled out some key implications from recent research across 8 countries* to figure out the public mood regarding vaccinations, with some suggestions on how to target the vaccine-hesitant and the vaccine-skeptical.

*The 8 countries surveyed were Brazil, China, Germany, India, Italy, Japan, UK, and the US.

Key findings

  • 66% of internet users say they will get a vaccine – below most estimates of the level needed to achieve collective immunity. Western countries have higher rates of vaccine refusal.
  • 12% are vaccine-hesitant, meaning they’re not sure if they will get one. Their fears mostly arise through caution and anxiety, but the right messaging from the scientific community and public figures will make headway with them.
  • 11% are vaccine-skeptical, saying they won’t get one at all. They’re distrustful of institutions, so best reached through trusted messengers within religious and family units.
  • The biggest worry about COVID-19 vaccines is their potential side effects.
  • Hardcore anti-vaxxers are a small minority. Most people who feel hesitant or skeptical about getting their shot hold particular reservations about this vaccine, not vaccines as a whole. But they are still susceptible to anti-vax messaging.

Vaccine uptake is currently too low to ensure herd immunity.

Across those 8 countries, 66% of internet users plan to receive a COVID-19 vaccine, with an additional 11% saying they would, but only if they needed it to work or travel. Takeup ranges from over 80% in Brazil, to less than 60% in Germany and Japan. 

Estimates vary, but most suggest that at least 70-80% of a population needs to be vaccinated to achieve collective immunity. In countries where vaccine refusal is highest, a significant challenge lies ahead. And not all of those who plan to receive it will do as soon as it’s available to them. A third say they will “wait a while” before they get the shot.

Convincing people to get inoculated is one thing, but so too is ensuring that they receive it at the earliest opportunity. 

Some may interpret “waiting a while” as ensuring the most vulnerable groups receive the vaccination first. But there’s a potential risk in what we might call “vaccination procrastination”. We saw something similar with the H1N1 pandemic, whereby uptake for vaccination against it was low because many felt its dangers had been overblown. So even the most willing to receive a COVID-19 vaccine will need reminding to get it on their to-do list.

There’s another risk with this “wait-and-see attitude”, which is that misinformation can gain ground in the interim. Timing is therefore critical in any messaging, and so too is anticipating fluctuations in public mood during the rollout. 

The sheer number of vaccinations means there will be statistical coincidences whereby recipients become unwell or even die shortly after getting their shot, for entirely unrelated reasons. It doesn’t require a great leap of imagination to see how some would seize this as evidence that the vaccine is harmful. 

There’s precedent for this in infant vaccinations. As many of them are administered in the same life stage where SIDS (also known as cot death) is most likely to occur, some have tried to use this as evidence of an inherent risk of vaccination, when it’s a coincidence generated by the numbers involved. This has to be anticipated, and responses to such an event should be prepared early, a tactic gaining popularity under the term “prebunking”.

Western countries are more likely to refuse a vaccine.

Across the 8 countries we surveyed, 11% said they wouldn’t get a vaccine at all. Germany had the most refusing to take the vaccine at 24%, while India and Brazil had the least, at 5% each. This tallies with the observation some have made that high-income countries are more complacent with regard to infectious diseases, whereas others are more acutely aware of their dangers. 

12% in our surveyed countries (and more than 20% in Japan) aren’t sure if they will take it or not.

These groups – what we have called the “vaccine-skeptical” and the “vaccine-hesitant” respectively – will be the key ones to address. 

Our research has produced insights into how and where to reach them, which we detail below – beginning with the vaccine-hesitant. 

The vaccine-hesitant: cautious suburban parents, looking for transparency on the science.

Compared to the general population in these countries, the vaccine-hesitant group skews female and toward Gen X (those aged between 38-56). Over half are parents, 45% hold a college degree, and they’re more likely to live in the suburbs.  

Their ambivalence toward vaccination isn’t defined so much by feelings about it as a practice, but more inward-facing feelings of caution and anxiety.

These are people who don’t describe themselves as willing to try things before others or make decisions quickly; they tend to follow the crowd. 

They are, however, quite health-conscious, so it may be a case of establishing to them that the potential harm of COVID-19 is much greater than the potential harm of a vaccine. With many being parents, worry on behalf of their children will be at play as well.

As you might expect, the vaccine-hesitant are often less worried about the COVID-19 outbreak, and fairly optimistic about containing it. One way of getting them on-side is reminding them that containing it cannot happen without them, appealing to their sense of responsibility and giving them an investment in the process.

Both the vaccine-hesitant and vaccine-skeptical camps agree on the biggest sticking point about getting the shot, which is anxiety about any potential side effects, or a feeling that it’s unsafe (usually because they don’t think it was thoroughly tested). 

With such scrutiny on the COVID-19 vaccines, it’s vital that any minor side effects that arise from the injections, like soreness or fever, aren’t seized upon as evidence that they’re harmful. 

There has to be transparency on how people’s bodies might react, even if it’s benign.

24% of the vaccine-hesitant are also worried about cost, so that has to be part of the conversation too. Particularly in low-income countries, some may defer getting the vaccine because they assume they can’t afford it.

What would most convince the vaccine-hesitant to get their shot is transparency. They want to see more about how the research to produce it worked, what the approval process consists of, what its possible side-effects may be, and to better understand how it works inside the body. 

Much debate in recent weeks has focused on using public figures as early adopters of the vaccine, whether it’s politicians, athletes, or actors. But what could be more effective in winning the trust of the vaccine-hesitant is bringing forward doctors, scientists, and clinical trialists to give clear explainers. 

This could be done in a formal way, using heads of health departments, or more casually, by drawing on the energy of the healthcare workers that command thousands of followers on social media. 

Vaccine-hesitants are easier to persuade; it’s vital to reach them first.

We can get more insight into what drives the vaccine-hesitant by making use of our recontact methodology. As our sample for this study was taken from respondents we’ve already interviewed in our Core research, we can overlay them against more than 40,000 extra data points. By investigating more about their feelings, online habits, and media preferences, we can gain more insight into how they might be convinced.

We find further evidence of the vaccine-hesitant being easily swayed in the ways they tend to discover new products. They’re more likely to hear about brands and products through message boards and word-of-mouth recommendations, whether in-person or on social media. So they clearly look to guidance from others. 

Applying that logic to COVID-19 vaccination, it will be important to circulate testimonials from the first recipients (which could include clinical trialists), particularly where side effects may be concerned. 

While celebrities may not be the deciding factor in persuading them to get vaccinated, they will help keep it front-of-mind.

The vaccine-hesitant are more likely to be interested in celebrity gossip and to talk about celebrities online, so public figures will at least help guide them to a decision. 

It also presents a chance to reach them on two fronts, through collaborations between celebrities and scientists, in the mold of Dr. Anthony Fauci’s live-chats with Steph Curry and Kim Kardashian. These are likely to land effectively – assuming the names chosen are ones that will resonate with the audience. 

Their interest in celebrities also reminds us of a potential scenario whereby public figures with large platforms put themselves on the wrong side of the debate, as tennis player Novak Djokovic did when he supported anti-vaccination sentiments (later clarified) during a social media livestream in April 2020. 

There’s an onus here on social platforms and publishers to act quickly when those with big followings distribute misinformation about vaccines, or otherwise prevent it proactively. 

The vaccine-skeptical: short on trust and hard-to-reach.

Compared to their hesitant counterparts, the vaccine-skeptical group initially looks like a much tougher nut to crack. 

The vaccine-skeptical also skew female, though they’re on average slightly older than the vaccine-hesitants. 

There are crucial differences between them; the vaccine-skeptical over-index for living in rural areas, and they’re less likely to have a college degree. 43% are in the low income bracket. They’re more likely to be concerned about how their personal data is used online by both governments and companies than the average person, suggesting a shortfall of trust in official institutions. 

A third of them say that nothing would persuade them to get the shot, compared to 14% of vaccine-hesitants. This does mean, though, that two-thirds of them feel they could be persuaded. 

They’re not particularly worried about COVID-19, and show this by being more comfortable with indoor dining and large indoor events. They’re also quite pessimistic about the prospect of containing COVID-19 at all. 

That combination – of not worrying about the pandemic, and being pessimistic about controlling it – is reminiscent of the “it’s only as bad as the flu” line of thinking, that the disease isn’t particularly harmful and is something we just need to learn to live with. 

To be clear, multiple studies have shown that COVID-19 is much more lethal. And unlike influenza, there is no preexisting immunity, and there’s also the threat of new mutations. But many still use the risks of the flu as a model for COVID-19.

Some vaccine-skepticals (16%) don’t think a vaccine is necessary at all. 

For these holdouts, messaging about the vaccine’s importance has to happen hand-in-hand with reminders about the threat of the virus. 

Their feeling that COVID-19 isn’t much of a threat hints at problems to come, not just among the vaccine-skeptical, but the general population too. If we assume vaccinations proceed without much trouble through the first half of the year, and that incidences of the virus decrease, it’s easy to imagine some beginning to wonder if vaccines are even necessary.

We saw hints of this in 2020, as some questioned the effectiveness of mask wearing and social distancing as successive waves of COVID-19 cases waxed and waned. 

The length of time needed to achieve full coverage means “vaccine complacency” could rear its head. Vaccine uptake was low after H1N1, and annual flu shots often miss their benchmarks. If case numbers happen to decrease, some may assume that vaccines have already “done the job”. 

COVID vaccine refusers shouldn’t be confused with hardcore anti-vaxxers.

If you imagine the kind of people who would refuse a COVID-19 vaccine, chances are you think of a very vocal anti-vaccination lobby, one composed of conspiracy theorists and quack doctors. 

But our research shows that this only accounts for a sliver of the vaccine-skeptical camp. 

Among those who don’t plan to get a COVID-19 vaccine, only a minority (13%) say it’s because they’re against vaccination as a whole. We shouldn’t conflate hardcore anti-vaxxers with this broader group that has more specific reservations. 

Some may be trusting of vaccines on the whole, but less trusting of this vaccine in particular

Everyone, regardless of whether they’re pro- or anti-vaccination, is most concerned about the potential side effects. But what most distinguishes the vaccine-skeptical is their lack of faith in the scientific process. 

They’re much more likely to believe it was developed “too quickly”, or that it is potentially unsafe. The same reason why vaccine development is such a cause for celebration – its speed – is also what gives some people pause. Whereas the scientific community may convince the vaccine-hesitant, they’re less likely to make headway with the vaccine-skeptical.

Another important finding is that the vaccine-skeptical are more likely to go out of their way to avoid advertising. So not only are they physically hard to reach (with many living outside of cities) they’re also advertising-averse and skeptical by nature.

Here our recontact methodology offers a path forward; with many more data points to call upon, we can tease out more details about their personalities and how they live their lives. 

In doing so, we can get an idea of which levers to pull. 

Aim for trusted messengers to win over the vaccine-skeptical.

Faith defines the vaccine-skeptical, with 44% saying it is important to them. Local religious leaders will therefore have a big role to play in generating trust. 

They aren’t the biggest consumers of media, but if you exclude China (where offline media is less relevant) from the analysis, they watch 15 minutes more of broadcast TV per day than the average person. So traditional TV will be an effective means through which to reach them.

The same, though, also applies for anti-vaccination messaging. Much scrutiny is placed on social networks as a gateway to anti-vax material, but traditional media can’t be overlooked either, especially as reports have shown that local TV is where many turn to for news about the pandemic.  

Much of what the vaccine-skeptical does online is driven by search engines, especially when discovering (or researching) products and services.

Search providers have already created new resources to connect users with authoritative information about the pandemic, and their homepages can be important in the vaccination drive as well. Could they flag available time slots for inoculation? Could map tools nudge them to nearby medical centres?

One particular way of packaging a pro-vaccination message is suggested in our attitudinal data.

The vaccine-skeptical are more likely to describe themselves as traditional, and 48% are interested in history.

As they’re generally suspicious of science, particularly some of the newer methods used to create COVID-19 vaccines, it may be worth looking backwards, to public health campaigns of the past. They could be drawn on as a source of pride and to show that while the turnaround may be quicker, vaccine rollouts are part of a tradition.

One example could be the programs devised to drive uptake of polio shots in the 20th century. Polio vaccination was different from COVID-19 in some ways – for one, the young were prioritized rather than the elderly – but it offers illuminating lessons and things to anticipate. 

Even then, anti-vaccination literature was extensive, with pamphlets calling the Salk vaccine “heinous” and “fraudulent”, and radio host Walter Winchell claiming it “may be a killer”. Such messages had an impact on takeup, and show the potential damage that can be caused if discussion becomes polluted.   

Based on how the vaccine-skeptical tend not to describe themselves, we can also suggest angles less likely to land. 

They’re much less likely to say that “feeling accepted by others” and “helping others before themselves” are important values to them, so that kind of social persuasion is unlikely to work.

71%, though, say that spending time with family is important. So what may work instead is leveraging more trusted opinions from within family units, building on the personal relationships they prioritize. 

Reaching the vaccine-skeptical may involve speaking to their children (or grandchildren), and using those social networks to promote the message.

They’re unlikely to be convinced by politicians queueing up to receive the shot. Trusted messengers like religious leaders and family members are much more likely to bring them on board. 

One challenge is complete; a new one begins.

When we at GWI began dedicated research into COVID-19 in March 2020, people may have hoped, but few seriously expected, that vaccines would become available by the end of the year. 

But – and we know this is a phrase you’re sick of hearing – the hard work really does only begin now. 

History shows how effective public health campaigns can be when they strike the right chord. “Don’t die of ignorance” has had a lasting impact on sexually transmitted diseases in the UK, while “coughs and sneezes spread diseases”, originally devised during the Spanish flu pandemic, has become part of common language a century after it was coined. 

The scientists have done their bit, and will continue to do so. But they can’t do it alone. The next few years will need the input and expertise of those in advertising, marketing, public relations, media, journalism and more to build the biggest public health campaign the world has ever seen. 

Click to access our connecting the dots 2021 report

How intersectionality helps us understand diversity

Up until this point, marketers and policy makers alike have prioritized diversity in their messaging in order to cater to more diverse audiences.

Have they got it right?

In many cases public leaders and private companies focus on diversity in simplified forms, and often fall into a trap of looking at Black consumers, Asian-Americans, or Hispanics, as singular blocks of people.

But they’re not, which is what makes intersectionality so crucial. When you have a view of how different factors fit together, you’re free to uncover the nuances and diversity that occurs within any group. 

How race and ethnicity overlap

Take, for example, the incredible diversity within the Hispanic population in the U.S.

While Hispanic Americans are rapidly becoming one of the largest groups within the U.S., they’re often lumped together into one marketing category or voting bloc, which ignores key differences present in this community.

One facet of this is the overlap between race and ethnicity among Hispanic Americans, which speaks to how unique subgroups within the population can – and do – have distinct cultural connections.

According to our GWI USA data, 12% of Hispanics identify as Black and 5% identify as Asian American. Hispanics in America also associate their family’s heritage with many different countries of origin. Most notably:

  • 35% from Mexico. 
  • 15% from Puerto Rico.
  • 10% from Spain. 

In its entirety, the list includes nearly 30 other countries across South America, the Caribbean, Africa and Asia.

The fact that some marketers group such diverse cultures together may help explain why only one in 10 Hispanics in the U.S. say they feel represented in the advertising they see.  

By looking at the intersectionality of age, gender or income, we can better understand the subgroups of an audience overall, and begin to speak more effectively with tailored messaging for specific consumers. 

Through the examples below, we’ll look at how this plays out for brands in more tangible detail. 

Acknowledging the intersection between race and income

While it’s easy to spot differences between racial groups in America, overlaying income helps us to spot the nuances and advise brands on how to build trust with consumers. 

Overall, a high number of Americans say they don’t trust big brands or corporations at all.

Splitting this by income, however, we find that distrust is being driven in large part by lower income Americans, while more wealthy Americans remain more trustful of brands.

Factoring in racial differences, also allows us to crack open part of the real story. For White and Hispanic Americans, this distrust subsides steadily as income increases, yet for Black and Asian Americans the story is quite different. Income hardly affects the perception of large brands for Asian Americans, and distrust in corporations is lower than average across this ethnic group as a whole.

Yet, for Black Americans, income has less of a proportional relationship with these misgivings. Instead, both low and middle income Black consumers show similar levels of distrust in brands, and this only begins to subside when we get to high income Black consumers. 

For companies looking to improve their perception in the eyes of U.S. consumers, a one-size-fits-all approach won’t work.

Looking at differences in income or race in isolation isn’t a true reflection of what really drives people – unless you look at how they intersect. 

For example, marketing a product or selling an idea to the average “middle class” American isn’t doing anyone justice. What characterizes institutional trust among those in the middle income bracket is driven in large part by racial differences.

Marketing with intersectionality in mind

To truly represent an audience in advertising, individuals who make up that audience need to identify with how they’re being portrayed.

It sounds simple, but authentic representation is an area of marketing that still needs work. A large part of this relies on understanding how different groups connect with their own heritage, and as with many other topics this depends not just on race, but on age as well. 

Segmenting Black Americans by generation, we see some stark differences in how these groups connect with their culture.

How Black Americans connect with their heritage

Different age groups within the Black community will respond to advertising that reflects aspects of their heritage they connect with the most. 

Think of everyone as the center of their own personal Venn diagram. All of us are connected to wider circles that define key parts of our social experience. Intersectionality helps us to see how beliefs and perceptions are impacted when these characteristics combine. 

Each aspect of our identity – race, ethnicity, class, sexual orientation, religion, personal appearance etc. – plays a role in how we interact with the world around us.

Understanding what happens where each of these traits intersect can help us to better understand the driving forces of discrimination and privilege within society.  

Knowing what true diversity is

Over the course of 2020, equality, diversity and inclusion have become major topics in our global conversation. 

Around the world, Black Lives Matter protests have demanded changes in the ways that companies treat consumers, and brands are beginning to make real commitments to promote equality and diversity in any way they can.

But this much is clear:

The way we talk about diversity is inadequate, and that’s where intersectionality comes into play.

For example, while food preferences and entertainment create more of a cultural connection for younger Black Americans, their older counterparts are more likely to identify with advertising that speaks to their personal and religious values. 

And this experience isn’t unique to the Black community. Every racial and ethnic group experiences different connections to their culture based on their age in ways that are unique to that group. 

Take Asian American Gen Zs, who are much more likely than Asian American baby boomers to find a religious connection to their heritage than Black Americans. 

All of this goes to show that although our cultural experiences are unique to us, a set of intersecting factors that make up our identity can explain how we see the world. 

Distinguishing between cultural representation and visibility

What consumers are looking for in advertising varies greatly, but there’s even more of a distinction between ads that represent cultural ideas and those that promote the visibility of celebrities who are seen to reflect the target audience.   

For proper representation, marketers need to tell stories that show an adept understanding of culture, language, family dynamics, values, preferences, and so on.

Whereas visibility requires less of a cultural story, instead offering consumers a reflection of themselves in prominent media.

This can be especially important for groups who feel most underrepresented in the images they see on TV, online, and elsewhere in advertising.

While both ideas are essential to multicultural marketing, they have varying importance for each racial and ethnic group, and differ largely by age.

While older Black Americans report a stronger desire for advertising that reflects their culture, younger generations respond best to visibility in advertising targeting them.

For Hispanics and Asian Americans, across all generations the representation of culture appears slightly more important than mere visibility.

Together this shows the challenge standing in front of marketers and businesses trying to appeal to multicultural groups in America. Visibility, through the use of celebrities or influencers, is clearly more appealing to younger consumers. For most age groups, however, the successful reflection of cultural themes carries more weight.

Visibility without true cultural understanding misses the mark. Further exploration into how specific generations connect with their culture and identity is key to communicating with consumers on their level.

Click to access our connecting the dots 2021 report

How livestreams will support ecommerce 2.0

When the world closed up shop in 2020, ecommerce shifted into a new gear. But how consumers shop online is set to change. 

In the pandemic’s early days, simply getting goods out of the door was a challenge. But with more consumers now shopping online, and brick-and-mortar footfall still down in many locations, retail is facing a new competitive frontier. 

It’s never been harder for brands to stand out, and guide their customers to the products they want.

Livestream commerce may just be the solution.

Consumers want an entertaining shopping experience.

Ecommerce boomed as stay-at-home orders were issued, and the increased activity has stuck as we make our way toward Christmas. 

49% of consumers expect to shop online more frequently, even after the pandemic. 

But given the context of a virus, aspects of the experience are beginning to feel stale. Product delivery has to be socially distanced, there’s little interaction with staff or fellow shoppers and, most of all, fewer ways for a brand to distinguish itself. 

While consumers want reduced friction in the purchase process – online purchases are largely driven by the “seamless” qualities of free delivery (60%) and an easy checkout (43%) – it’s worth thinking about what’s lost from the shopping experience under widespread restrictions.

29% of consumers want the experience to be entertaining. Meanwhile, trying on products is harder, if not impossible, and the social aspect is largely gone as well.

Entertainment as important as support

Many retailers recognized support for social causes as a potential deal-clincher (or deal-breaker) for consumers during 2020. But an entertaining experience is just as important – and it will become even more so throughout 2021.

The call for “entertainmerce” has come loudest from high-income earners (32%) and millennials (33%). There’s serious spending intent up for grabs for retailers who are prepared to step up. 

Introducing livestream commerce

Livestreams are already emerging in some parts of the globe as a way to incorporate entertainment into the shopping experience. Crucially, they’re engaging and easily accessible. 

In May 2020, Chinese livestreamer Viya hosted a livestream to more than 37 million users, resulting in her audience placing orders totalling millions of dollars. 

While it’s been popularized in China, brands across the globe should be prepared for livestream commerce spreading in some form.

In October we saw the biggest signs to date that livestream commerce is gearing up for a big 2021:

Though entertainment is less in demand in the West, it’s still up there in the priority list. 

In both China and Germany, for example, an entertaining experience is the third leading purchase motivator – just behind free delivery/returns and quick/easy check-out.

Building the brand-consumer relationship online

When consumers watch livestreams, they’re not necessarily there to make a purchase. Much like when visiting retailers in-store, they can be “just browsing”.

This creates an environment where retailers of all sizes can recreate their own unique storefronts online. 

We’ve covered elsewhere how Gen Z are surprisingly fond of shopping in-store. There’s likely to be pent-up demand among younger consumers for aspects of the in-store experience – even when shopping online – and livestreams may just fit the bill. 

The livestream model in China is based around influencers (known in the country as “key opinion leaders”) like Viya, and it’s understandable retailers might flinch from putting their reputation in someone else’s hands. But our research shows just how much consumers trust and value influencers’ opinion, and how ready they are to buy through them. 

More to the point – communities can form around influencers when many consumers are shopping in isolation. They can also provide a human face to brands at a time when consumers are looking for empathy to help support them through the pandemic. 

29% of internet users across 7 countries frequently watch livestreams from influencers they follow on social media.

And among those who do that, 80% say they’re likely to buy products as a result. 

Livestream markets are mobile-first

The intersection of livestreaming and retail is something more than QVC and teleshopping having moved to a new medium. The reason this form of online shopping stands apart is because of the interaction it fosters between viewer and streamer. 

Small businesses, forced to innovate with fewer resources to manage store closures, have been at the vanguard, showing off their personalities and catalogs via livestreams

Larger retailers looking to get on board should think about how their setup can reflect their values and identity as well. While using influencers as sellers or brand storytellers requires relaxing control, it may well be worth the risk to avoid getting lost in a sea of competitors. 

Next stop: the West

Those with a close eye on China have speculated whether livestream shopping could move West before, and many have different interpretations of what’s at the heart of the trend. 

For some, it’s all about keeping the viewer entertained. Or, it’s about being able to see products demonstrated live. For others, it’s the scarcity factor, driving purchases through offering limited “drops” of new merchandise. 

While it has to be entertaining, it also has to be informative. Consumers tune into livestreams because they’ll learn much more about the brand and product than simple online descriptions, pictures, and even videos. It’s about finding the best way for brands to teach the consumer why they should buy their product.

Which aspects matter most depends on the market. Broadly speaking, entertainment is the key draw. But cultural factors are also behind consumers’ motivations for watching livestreams.

In some key markets (like the U.S., UK, and India) viewing a live demo is more important to consumers than being entertained. In these countries, a more restrained approach, concentrating on product quality and durability, will land better than more entertainment-minded approaches. 

It’s been stated that 2020 jumped ecommerce forward by “about five years”. Next year may be the year infrastructure catches up to deal with the extra demand. 

Consumers thrive on experiences, and the pandemic has forced retailers to ensure this is possible online. Livestreams aren’t just a way to offload stock in a pinch, they’re a way to stay relevant and discoverable in a retail world that’s increasingly online-first. 

Worst-case scenario (involving more cases and restrictions)

If further lockdowns are on the horizon, and in-store shopping is restricted even more, demand for a more entertaining and interactive online shopping experience will no doubt escalate. To replicate the social, fun, and interactive element that comes with in-store shopping, livestreams are the perfect avenue. Now would be the time to start experimenting, as tactics may be even more necessary in the coming years.

Best-case scenario (where normality is more plausible)

A quick return to normality will likely unleash pent-up demand back to stores, but livestreams will stick around. The majority of consumers plan to shop online more often once the pandemic is over, and for those craving a more entertaining and interactive experience, livestreams will help brands elevate the online shopping experience into something far more than just buying a product.

Click to access our connecting the dots 2021 report

Agile brand strategies that hit the mark in 2020

What happens when the world is flipped on its head?

Daily living and working patterns shift, priorities change, and the way we think and feel becomes unrecognizable.

Industries that might have boomed in 2019 shrivel with new restrictions, while others find themselves at the center of massive demand.

Well, as we all know by now, adaptation is key – and these 8 brands across different sectors switched up their strategies, seizing opportunities to take their brand to new pastures.

Beauty: Dove’s three-pronged approach

Unilever brands need to have purpose – it’s not just expected, but required.

In fact, CEO Alan Jope explains that going forward: 

“Every Unilever brand will be a brand with purpose. We’ll dispose of brands that don’t stand for something.”

Dove, a beauty brand with a caring messaging, was quick to galvanize support for frontline healthcare workers and its customers by launching, not one, but three campaigns. 

#CareFromDove

In the UK and Ireland, Dove donated £1m worth of care products to health workers, to help them through the challenging times. 

#WashToCare

In an effort to amplify The World Health Organisation’s advice on hand washing, Dove redirected some of their media spend to create ad campaigns reminding people of best practice when washing hands. 

#SelfEsteemAtHome

Lockdown for many has triggered or exacerbated mental health problems.

As the largest provider of self-esteem education, Dove launched a mini series on social media specifically around wellbeing at home and body positivity. 

Auto: Ford swaps vehicles for ventilators

A name that needs no introduction, Ford has been a powerhouse of automotive production since 1903.

It’s used to rolling with the punches having survived two World Wars and two economic meltdowns.

Towards the beginning of March 2020, Ford shut down its production of cars and morphed into a temporary ventilator producer and distributor – whilst also supporting medical companies in scaling up their own production of equipment. 

It’s a shining example of how even the most established, incumbent brands still have the power to change their spots.

Food retail: Aldi’s online awakening

While Ford’s acts were far removed from its day-to-day, for supermarket brands like Aldi, just putting their foot on the gas and rising to demand was exactly what was needed.

With some customers unable to visit the store during the outbreak, Aldi fast-tracked it’s online grocery service to support those most vulnerable. 

The food parcels available could be ordered from the new online portal, each containing 22 essential items like tinned soup, rice and pasta – even antibacterial handwash. 

Aldi’s response was to diversify – while operating well within its niche. Expanding from bricks and mortar into the digital space meant it could offer good value produce to those who rely on it most.

Tech: Match Media sparks new partnership ops

Face-to-face social activity took a hit in 2020 – taking the dating scene down with it.

Singles were living different lives in lockdown, giving way to unseen attitudes and behaviors. These kinds of fundamental audience changes are a scary thought for any brand – let alone one built to initiate in-person interaction.

But while traditional dating suffered, app downloads were through the roof.

Match Media, the brand behind Tinder and Hinge (and more), wanted to harness any advantage it could by getting amongst their consumers and seeing exactly what was changing

By layering their audiences over our coronavirus research, the team picked up on key trends around video dating and online dating activities, and used to pivot to their audience, and spot new advertising partners.

The business was able to transition in tandem with their users – proof that staying close to your consumers in a crisis pays off.

Fashion: H&M helping one stitch at a time

H&M’s production and supply chains are vast. And when the world called for more PPE for health workers, it answered. 

Being non-essential during lockdown, H&M’s stores were unable to operate as normal, meaning the clothing retailer could begin producing essential protective wear, like masks, gloves, and gowns. 

H&M’s head of sustainability Anna Gedda stated, “we see this as a first step in our efforts to support in any way we can. We’re all in this together, and have to approach this as collectively as possible.”

There’s no doubt that brands were feeling pressure to act, but for H&M, the speed and scale of their response showed real compassion. 

B2B Food: City Pantry turns to thought leadership

Office catering business, City Pantry, were smart when the pandemic hit.

Naturally, with workplaces closed, a significant chunk of the business fell quiet. Regardless, the brand still had to drive new connections and keep demand high. 

Commissioning a custom study with GWI, City Pantry investigated employee wellbeing (a hot topic for business owners right now) and it’s links with office perks (like food). 

With the help of the right audience targeting data, the team put themselves in the shoes of their end consumers, meaning they could confidently speak out about their issues and feelings.

And from their new position as thought leaders, they could address topics that matter most to employers.

Adaptation doesn’t have to mean overhauling everything – sometimes a little research and a switch-up of the message is enough to get you back on track.

Media: Disney goes D2C

Disney has a matrix of different revenue streams – from movies to cruises. All well and good when we can actually go to the cinema, and on holiday.

It always had designs on creating a streaming service to rival the likes of Netflix, but when the outbreak happened, things kicked into high gear. 

CEO, Bob Chapek, explains, “given the incredible success of Disney+ and our plans to accelerate our direct-to-consumer business, we are strategically positioning our company to more effectively support our growth strategy.” 

A digital-first pivot of this scale from a company the size and age of Disney is remarkable. And when add the fact it received 60.5m members since it’s release – it’s jaw-dropping.

Sport: F1 Teams answer the call for ventilators

A large portion of F1 teams are based in the UK, and when the nation faced a shortage of ventilators, a collective began working with the UK government to spark production. 

With some of the best engineering brains and equipment to hand, as well as the ability to rapidly prototype new designs, they were well set to support.

The Mercedes-AMG team alone took their design into production in less than 100 hours from the initial meeting and an order of up to 100,000 ventilators was placed by the NHS. 

But it didn’t stop there, Mercedes-AMG made their design and manufacturing specification open source, so companies across the world could produce the ventilator at speed and scale. 

Lesson from 2020: strategy isn’t static, it should keep evolving

2020 has taught us to prioritize.

When many businesses across the world understandably went into self-preservation mode, some doubled down and switched things up. 

While heavily restricted brands used their production lines to create new essential items, others operated within their niche, staying close to their consumers to know how and when to react. 

But whether it’s transforming the output, pushing forward into new areas, spotting new opportunities, or tweaking the messaging, the best strategies always have their consumers at the very center.

Connect with consumers: a picture of devices and consumers in 2021

Lesson from 2020: market research still needs a shake-up

We’ve learned a lot from 2020 (hopefully).

We’ve learned to be more grateful for things like family, friends, and our health. We’ve regained focus on the environment (though our latest research says cynicism is making a comeback). We’ve learned how important it is to support local businesses. So what have we learned in the world of market research?

A lot, actually. 

Crucially, we’ve learned the industry still needs a shake-up.

During lockdowns and up against new measures, we saw market research come to a complete halt for those still relying solely on traditional methods. 

For brands and businesses desperately seeking insights to shape their strategies to the right people, this is a big problem.

The big problem with relying solely on traditional research methods 

Mail, phone and in-person surveying has been around forever – and yes, they still have their uses. 

Focus groups can be conducted online, but no amount of digital proficiency can match the natural and spontaneous conversations that flow in person. 

There are also countries where internet penetration is still at levels that mean face-to-face or CATI approaches are key to capture the views of the total population, instead of digital only. 

That said, a huge amount of market research can and should be conducted online, because dated methods pose a number of challenges:

They’re difficult to maintain.

As we witnessed this year, in a world grappling with lockdowns, restrictions and social distancing, in-person interviewing simply can’t take place at the same scale it used to. Those who have relied on this until now (or combinations of in-person and mailed surveys) are finding completion rates have plummeted.

There’s room for error and unconscious bias.

What brands do you favor? Who do you follow on social media? How long do you spend gaming? It’s not hard to see how you might respond differently to questions like these with a person standing in front of you, versus an online survey.

Whether face-to-face or over the phone, answers given to a person will inevitably contain some degree of conscious or unconscious framing. The inability to survey people in the exact same way, at the exact same time, with exact same questions also means there’s room for error: 

You can’t be sure other factors haven’t shaped their responses.

They’re random and time-consuming.

In mailed surveys, respondents are forced to read every single page to understand whether or not something is relevant to them. This means there’s no intuitive way of “skipping to the good bits”, so to speak. With unengaging formats and experiences like these, fatigue and boredom set in, resulting in poorer quality responses.

Despite these challenges, last year’s ESOMAR report revealed 27% of market research spend was still being captured by face-to-face, phone and mailed surveys. That’s not far off the figure for online surveys which sits at 35%. 

With many vendors having to make the quick transition to online research right now, they’ve uncovered a lot of their questions simply aren’t compatible with online formats. That has caused a massive headache, as it means even more disruption to the data and trends; they’ve had to manipulate and ascribe the data like never before. 

So why, if online proves so much more effective as the foundation of your research? In short, this comes down to a lack of innovation and modernization on the part of many organizations – they’re not talking to consumers in the ways they want to be talked to.

Better research is possible, and it needs more attention

Since 2009, we’ve been trying to bridge that gap by bringing much more reliable and consumer-centric surveys to market. 

Our research is conducted 100% online – because it’s by far the quickest way to take the pulse of consumers at scale. 

But that’s not the only reason:

  • It leaves no room for error – It gives you certainty you’re surveying the right people in the same way, at the same time, with the same questions. 
  • It works around consumers – They can complete research when, where and how they choose: on their laptops on the couch, on their tablets in bed, on their mobiles during their commute… More in tune with the way we live and work today, it fits their schedules, rather than interrupting them.
  • It’s intuitive, engaging and relevant – In online surveys, the questions update, filter and route so that people only answer questions that are applicable to them. Their order can also be automatically rotated and randomized, removing the biases and skews you often see when questions appear in the same place (as they inevitably do in printed surveys). 
  • It’s reliable, even in times of crisis – Online surveying has been able to operate at full-scale throughout the pandemic. With total freedom over when and how respondents complete them, it has found its place within their new normal lives.

Getting the true facts requires constant innovation

The fact we could continue upscaling our research has meant being able to stay as close to consumers around the world as possible; 

We’ve been tracking exactly how they’ve been feeling, changing and adapting to their new realities – and getting those answers in a matter of days.

In these extraordinary times, it’s more crucial than ever to be able to do that, because behaviors, opinions and perceptions are changing at a much faster rate. Our dedicated coronavirus research has proven that.

With more than 10 years’ experience in evolving and refining techniques in market research, we’re proud that we’ve been able to innovate relentlessly to bring much-needed change here. 

  • We’ve banished grids from our syndicated surveys (which can be tiring and boring for respondents).
  • We’ve never used ascription, instead developing taxonomies that allow all respondents to answer all questions. There’s no modeling or guessing in our data – it’s direct from consumers.
  • We’ve developed a harmonized approach to surveying that allows us to capture exactly the same data in all 45+ markets where we publish our syndicated data.
  • We’ve invested heavily in mobile surveying – developing our own proprietary survey platform which is device agnostic, and optimized first and foremost for mobile. 

This last point is key, as to really capture the views of today’s consumers, you simply must take a mobile-first. 

Globally, 96% of consumers now own a smartphone. The average Gen Z spends 4.5 hours a day on this device; that’s nearly 2,000 hours a year, or just over 80 days. 

In our newly launched GWI USA data set, 43% of respondents completed every single question on mobile. For a country where so many still rely on mailed surveys or complex, grid-style online surveys, that figure shows how hungry consumers are for a newer, more innovative approach. 

In the coming months, we’ll be releasing more data sets to market, including GWI Kids, GWI Sports, and GWI Gaming. All of these are being built with that focus in mind – because when it comes to keeping up with your consumers, innovation is everything.

Click to access our connecting the dots 2021 report

Mental health trends: the looming crisis

Imagine a disease that, every year, killed 800,000 people, and cost the world economy $1 trillion. A disease invisible to the naked eye and without a vaccine to cure it.

Unfortunately, you don’t have to imagine. It does exist, and it spends much of its time out of the spotlight. It’s not COVID-19, nor is it a disease in the classical sense. It’s depression, anxiety, post-traumatic stress disorder, and everything else under the umbrella term “mental health conditions”. 

Very few predicted 2020 would be defined by a pandemic. But it’s sown the seeds for an almost inevitable health crisis next year, one for which we all need to prepare. 

Here we talk about the important mental health trends we’ve seen ahead of 2021.

Treat every day like Mental Health Day

In the early days of the pandemic, businesses stepped in and contributed to a global effort where governments could or would not. They made PPE. They kept quarantined populations entertained, inspired, and supported. Beer and perfume makers became sanitizer specialists. 

2021 – and beyond – will be dominated by a health crisis less likely to make the headlines, but one that will need businesses on the frontline once again. When surveyed in September, consumers were understandably most concerned about their physical health. But it was telling that mental wellbeing (31%) was more of a concern than access to a vaccine (29%). 

Before widespread vaccination can be achieved, countries around the world are likely to face more cycles of restrictions and stay-at-home orders, which will have a further impact on mental health trends. 

Having done their bit to fight the pandemic, businesses now need to recognise they have a role to play again, coming to the frontline to help manage its long-lasting side-effects. 

Mental health trends among vulnerable groups

Make no mistake – we expect most people, and most businesses, to be affected in some way.

But our research has identified particular audience insights, and companies whose customers (or employees) fall into the following categories should pay particular attention. 

Chart showing diverse groups are worried about their mental health.

Academic research has shown the biggest increases in distress have been among the young, who have suffered huge disruption to their education and early adult life. Women have been disproportionately affected too, with many having to take on a greater burden of family care. 

Some youth-focused brands have already made sensitive responses to support an age bracket whose schooling and career plans have taken a big hit. 

Abercrombie and Fitch has broadcast a miniseries looking at mental health topics with soccer player Megan Rapinoe, while JanSport’s back-to-school #LightenTheLoad campaign is another meaningful and supportive example. 

“Doomscrolling” has been one of 2020’s most influential buzzwords, and our research shows just how much excessive consumption of online news and social media can be detrimental to mental health.

They’re still a vital part of consumers’ lives, and can be positive tools for mental wellbeing – social media is in fact only just behind medical professionals in the list of sources people have reached out to. But there is clearly a balance to be struck between reporting information, and recognizing the cumulative toll that has on readers and viewers. 

At the six month point of the pandemic a viral Twitter thread from Dr Aisha Ahmad likened the situation to being in a conflict zone, and it’s a useful way to understand what’s at stake for people’s mental health. 

One of the more surprising groups at risk is those living with friends or roommates. 

While isolation can conventionally be a triggering factor behind mental health conditions, those living alone are currently less concerned (26%). 

Cabin fever has likely set in for many households where personal space may have been compromised by stay-at-home orders. In July, dating app Bumble partnered with wine brand Babe to cover the moving costs of those stuck living with an ex-partner, and it’s a great example of how imaginative actions from marketers can draw awareness to issues often hidden behind closed doors.

The role of media in mental health

Mental health trends were emerging even before COVID, and the pandemic has made an urgent and complex problem even worse. 

Friends and family are the most popular group for consumers to reach out to, and social media has been a boon to many.

But universities and workplaces could be doing more to support their students and employees. 

Chart showing sources of support for mental health

Consumers have frequently turned to music and TV to relax and de-stress, so media companies are well-placed to help. Streaming platforms could push playlists, shows, and other content tailored for relaxation, as both Spotify and Apple Music have with “Daily Wellness” and “Do Not Disturb” respectively. 

Offline activities are a popular way to unwind too, so even deeply digital businesses shouldn’t be afraid to support their consumers with tools to disconnect. 

Chart showing measures for improving mental health

It’s unlikely the mental health crisis of the next few years will receive the same attention through billboards, posters, and regular government briefings. Instead of dominating conversation, there’s every chance people will find it difficult to speak out about their experience. But the damage could be just as severe. 

We saw businesses rise to the challenge of an unprecedented pandemic, recognizing their actions could meaningfully contribute to a global health crisis. But what some have called the “hidden wave” is lying in wait. Vaccines may eventually account for the virus itself – but the mental health impact will persist for years to come. We neglect it at our peril. 

Click to access our connecting the dots 2021 report

If you or someone you know has been affected by the topic of this article and are looking for someone to talk to there are resources available to help. Click here for mental health resources based in the UK, or here for resources based in the USA.

How agencies can win more projects with the right research

We’re all getting used to changed circumstances, and it’s no wonder brands are proceeding with caution.

As the wait for a “post-COVID” world keeps stretching out, many are holding out for the confidence to push forward with long-term strategies.

 
Old ways
• Creative-centric
• Behavioral data
• Data-backed placement
New expectations
• Consumer-centric
• Psychographic insight
• Insight-driven strategy
 

But instead of spending time and effort changing this mindset, many are embracing the thing that’s taken the place of these strategies: short-term project work.

Adweek found nearly 60% of brands have cut their agency budgets and almost 40% could be on the hunt for a new agency over the next six to 12 months.

This boils down to one thing: time to adapt, stop fighting project work, and go with the flow.

Project work is an opportunity, and here’s how to make it work for you.

Embrace the low risk, high reward approach.

At the moment, trying to get a brand onboard is like being on a first date with someone who’s been hurt before. You need to show your best side and build trust before commitment can happen.

Project work is a low-risk way for brands to work with an agency before they make that bigger commitment. Knowing this, you can make it work for you.

Leaning into the smaller projects means you can show off what you can do. Once their confidence is back, they’ll remember the stellar work you’ve already done – and in the meantime you may be creating lucrative repeat business.

Prepare for anything and everything.

After all, low risk doesn’t mean no risk.

You don’t get paid for the time you spend preparing for a pitch. This means you need to have a high conversion rate to truly reap the benefits of the time you’ve put in.  

This is where preparation is, as they say, key.

Use the right data and use it wisely (obviously).

Research is what helps agencies stand out from the crowd, builds confidence with brands, and lets you overachieve on expectations – leading to more opportunities.

Projects require a deeper understanding of an audience and more granular data than a lot of other work.

For that to happen, the data you use has to be accurate and timely.

To get the level of detail at the speed you need it, a combination of research can hit the spot. 

Steps for developing a data-first project

  1. Gather relevant data on the GWI platform.
  2. To get even more granular or niche, carry out custom research with GWI.
  3. Share key data points with the creative department.
  4. Identify the strategic insight to work on.
  5. Develop the creative concept.
  6. Apply the right touchpoints.
  7. Profit.

How agencies should face 2021 

Opportunities to win over brands are few and far between right now, with an agency landscape that’s more competitive than ever.

That’s where tailored, data-driven insight can be the difference between winning and losing. Here’s an example.

Imille: Linking strategy and creative to meet intricate briefs

Helping brands make the digital transition is full-service agency Imille’s number one priority. To do this, they start with consumer insight – the kind that actually makes an impact. 

But recognizing the real value lay in connecting strategy and creativity, they needed to make that link stronger.

  • The challenge: doing every brief justice

Like many independent agencies there’s one thing they have to get right: answering the brief.

But if a project came their way that meant going deeper into the mindsets of their target consumers, they lacked the insight to do it justice.

To do the briefs justice and bring creative and strategy closer together, they needed to answer why their target audiences were doing what they were doing.

  • The action: using data to connect creativity and strategy

Using GWI, Imille could uncover surprising and useful insight into a potential target audience for their client, using a platform they weren’t targeting them on. 

From this, they were able to outline in detail the ROI opportunity that existed in investing in that platform and audience.

  • The result: putting revenue front and center

For Imille, having access to a wealth of data around motivations, attitudes and interests (among others) is a game-changer. 

Not only does it mean they can give clients far more comprehensive and original insight, improving this link between creativity and strategy for them is all about driving business outcomes.

Pitching ideas they have a solid reason to believe will work means there’s less risk involved, which is a key consideration for brands when it comes to allocating their budget.

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