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Engaging sports fans: why brands need to get more targeted

When brands align themselves with professional sports leagues and events – and get it right – the return is worth it. 

Through partnerships, sponsorship or other allegiances, when it comes to exposure in the sports arena, everyone wants a piece of the pie.

But engaging sports fans is no easy feat. There’s growing competition for their attention, and crucially – no two are alike. 

With professional sports severely impacted by the pandemic, competing in today’s reality requires a tailored approach. 

That’s where data comes in. Survey data gives you a multi-dimensional view of fans you want to target. When you know how they see the world, you’ll know exactly what to leverage. 

Reasons to get more targeted

Understanding the nuances of modern sports fans means more strategic sports/brand partnerships. Advertising budgets have taken a huge hit amid COVID-19, so getting this right couldn’t be more important. 

The benefits are threefold:

  • Baking fans’ interests, aspirations and needs into your approach helps you stand out in a sea of competitors. 
  • It literally pays to be informed – once you’ve learned what really matters to your audience, you’ll avoid costly mistakes from ideas that don’t land.
  • Once you’ve piqued their attention, fans are more likely to take an interest in your brand. 

Getting more targeted in practice – exploring MLB fans’ persona

In this instance, we’ll use our new GWI USA data set to shine a light on Major League Baseball fans.  

As a sport, MLB is as high profile as it gets, and has been for a long time. That said, it’s been a compromising year – with players testing positive for coronavirus, and the season disrupted by a string of cancelled games.

Though 51% of MLB fans enjoy watching or attending baseball games in person, live sporting events are off the cards for the foreseeable future. 

Fans are feeling just as displaced as players. How can their unique attributes inspire brands to think creatively about how they reach them?

We created a bespoke audience to zero in on major fans of MLB specifically, and applied this audience across our USA data set – to get accurate insight just on them.

Their traits and interests

MLB fans describe themselves as reliable, respectful and knowledgeable. 

They’re philanthropic by nature – with 51% saying supporting good causes is important, and roughly 1 in 3 saying they’re outspoken about the issues they care about.

Staying informed about the world around them is a priority. MLB fans are more likely than the average U.S. internet user to take an interest in the following key areas:

  • 56% are interested in news and current affairs.
  • 48% are interested in the economy.
  • 46% are interested in politics.
  • 42% are interested in local issues.

How to find this insight: In the GWI USA data set, under ‘attitudes & interests’. 

What this means: Working with charitable causes and taking action to help resolve local issues is likely to increase your brand equity in the eyes of this audience. 

What they value – and worry about

Of a list of options to choose from, nearly half (48%) say their reputation is important to them – they’re 20% more likely to say this than the average American. 

If we look at their top hopes and aspirations, the majority – 62% – say they want to be healthy. Following this, they value happiness, and being financially secure.

14% have either experienced depression in the past or experience it now. Moreover, awareness over their health and wellbeing is prominent in their outlook:

  • Of a list of possible concerns, most MLB fans (63%) worry about infectious diseases and viruses (such as influenza or COVID). 
  • Next, 53% worry about healthcare (quality or cost). 
  • 65% think it’s ok for people to say when they’re struggling.
  • Half think we should be more open about mental health.

How to find this insight: In the GWI USA data set, under ‘attitudes & interests’ and ‘health’.

What this means: For brands looking to target fans through association with MLB leagues, products, services or initiatives aligned health and vitality, are likely to make for an attractive collaboration. 

What incentivizes them to buy

78% of MLB fans would prefer to wait until a product is discounted to buy it.

Their preference for not paying full price is evident in answers to statements relating to personal expenditure: 

  • 53% look for discount codes/coupons.
  • 53% spend time looking for the best deals.
  • 51% usually research products before buying them.

In the next six months, 2 in 5 fans would consider buying auto insurance – 25% more likely than U.S. consumers generally.

They’re also 21% more likely than the U.S. average to prefer buying products that were made in the country. 

How to find this insight: In the GWI USA data set, under ‘retail’ and ‘marketing & brand touchpoints’.

What this means: There are multiple takeaways here. Firstly, advertising discounted items or services will be well received. Secondly, now would be an optimal time to advertise auto insurance to MLB fans – since 40% are already considering purchasing it in the next six months. Third, if products or services are made in the U.S., this is deemed as a positive and should be clearly communicated. 

How they hear about new brands

In terms of brand discovery, 56% hear about new products or services through TV commercials.

They’re 36% more likely to do this than the average. Next, it’s through recommendations from friends and family (34%), and in third place, via search engines (28%). 

In the past month:

  • 39% have received an email/newsletter from a company.
  • 26% have used a company’s mobile app – being 20% more likely to have done this than the average consumer.
  • 23% have watched a video made by a brand.

How to find this insight: In the GWI USA data set, under ‘marketing & brand touchpoints’.

What this means: Brands hoping to increase awareness among this audience will get solid exposure by advertising on TV. Secondly, the most probable ways of reaching fans are via email, a company app, or via a branded video – ideal placements in which MLB and external brands can communicate their allegiance. 

Social media’s role in their daily lives 

MLB fans are 21% more likely than the average U.S consumer to use social media to research products or brands.

They also use social to keep up to date with friends and family (53%), for fun and entertainment (41%) and to keep up to date with the news (32%).

In the past month, most have engaged with Facebook (70%) followed by YouTube (65%).

How to find this insight: In the GWI USA data set, under ‘social’.

What this means: Targeting these fans on Facebook (their most engaged with social network) with content intended to entertain and inform (as is their preference) means brands can get the exposure they need, while being perceived as relevant. 

Key takeaways

  • Understanding how, where and why you’ll appeal to sports fans is crucial. Beyond media exposure in the context of sport, the more targeted your approach is, the more valuable sponsorship and partnerships become.
  • Sports fans’ preferences, outlook and behaviors are clues. Clues that should inspire messaging, the creative concept, or any future collaboration. Your strategy should be guided by the observations that stand out the most, as this creates a point of difference other competitors may have overlooked. 
  • With granular data, that’s updated quarterly, you’ll always be able to track what’s happening and stay ahead. Profile and segment your sports audience as and when you need – comparing behaviors and attitudes of various fans across the U.S., or even in particular U.S. states, such as New York or California.
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How COVID-19 has changed B2B tech buying

Back in April, Microsoft said it had witnessed “two years’ worth of digital transformation in two months.”

The crisis has certainly created new opportunities for B2B companies in the tech space, with industries that might never have considered certain tools now in the market for them.

It’s therefore important to highlight the most promising (and newly fertile) categories for marketing tech products – which we’re able to do by drawing on the intentions of tech decision-makers¹.

Our latest wave of GWI Work data, covering ten markets, speaks to the challenges they currently face, and allows us to map out their post-COVID tech resolutions. 

Certain sectors are more affected by this wave of digital disruption.

Industries like tech and IT are the leading buyers in this market.

Given the nature of their industry, they value technology and often want the latest products before their competitors. Take IT for example – 73% of tech decision-makers say their company is an early adopter or innovator. 

Yet, in the charity sector – an industry pulled into the tech market by necessity – only 10% say the same.

The pandemic has pushed many charities to the brink of collapse. For Oxfam, it’s prompted the closure of around 600 UK outlets; and custom research we carried out in the U.S. and UK back in April sheds light on why. 

Among those who had transitioned to working from home, employees in the charity sector were 2.5x more likely to say their company was not at all equipped to operate with a remote staff. Logistical issues were at the heart of this, and over a fifth cited struggles to maintain communication with their clients or customers. 

Aiming to help alleviate these difficulties, Microsoft has launched a new tool called Teams Voice. The tool allows non-profit organizations to make and receive external calls through Microsoft Teams, saving them time and money. 

Digital disruption impacts virtually everyone – both our data and these solutions make it clear that cloud-based tools are now essential for sectors like charity.

Fresh room for tech

More importantly, our over time comparison shows where this wave of disruption has taken most effect. Thanks to the pandemic, the need for tech is everywhere – even the most unexpected places. 

In terms of prioritizing tech initiatives, the military sector has witnessed the most growth. And an increase as high as 23 percentage-points in the space of a year is too dramatic to be ignored. 

The UK military is said to be a late adopter when it comes to tech. But recent security concerns have prompted the creation of its first dedicated cyber regiment.

Spreading relevant knowledge has also been prioritized, and new fellowships have been implemented to equip personnel with an understanding of the latest technologies.

These developments mean marketers have viable new sectors to target. 

By understanding how and why certain industries have come to depend on tech, B2B companies can follow in the direction of Microsoft, and create products that address newfound difficulties. 

Emerging tech is piquing the interest of laggards.

Interest in emerging tech is engaging the attention of firms slow to adopt new technology, often called laggards.

Among those who say their company doesn’t use it, just below a fifth of decision-makers are eyeing blockchain, automation and edge computing technologies. 

AI is on decision-makers' minds

Over 4 in 10 consumers say they’d exchange their personal data for free services, which means many sectors are generating it in unprecedented amounts.

This helps explain why retail, leisure and hospitality is the top industry group when it comes to interest in edge computing – designed to increase data volumes and reduce latency. Especially with shopping and leisure habits changing so dramatically, it’s vital these companies are able to collect and analyze data more easily. 

Despite an uncertain economic climate, many businesses are more focused on solving their operational issues. Even industries that have struggled most during the pandemic want cutting-edge technology.

The travel sector has taken some serious financial hits during the pandemic. But when asked to name their top growth initiatives, the industry’s tech decision-makers are far more likely to cite improving productivity and efficiency (39% do), than finding cost-savings (26%). Likewise, only 1 in 5 currently list short-term cash flow as one of their company’s biggest challenges. 

The same story is being played out among other late adopters. 

We recently outlined the growing demand for emerging tech in the healthcare industry, where it’s become increasingly more difficult to manage medical information.

The pressure is also on governments to manage this kind of data, which explains why the sector now demonstrates the most interest in using blockchain technology. 

53% of tech decision-makers in government, and 46% in healthcare, describe their organization as a laggard or late adopter.

The Singaporean government, for example, has developed a blockchain-powered “digital health passport” to support the management of medical data. The idea of extending this healthcare application to the travel industry has also been put forward.

This is an apt illustration of how demand for new technologies is currently spreading between sectors often categorized as laggards; as organizations and startups from different industries work together to co-create innovative solutions to their COVID-related problems. 

The order of purchase drivers has changed.

Value, ease-of-use and efficiency are all very important purchase drivers – especially in the final stages of a buying process.

But the new ranked order of priorities among ultimate decision-makers looks a little different to last year. 

Price out, security in

Security is currently the leading purchase influencer, replacing value.

Decision-makers have grown more aware of cybersecurity attacks, in light of the recent spike in phishing attempts targeting remote workers.

As more businesses adopt remote or hybrid working, trust models will need to be re-evaluated. In time, security will secure a more central position in tech decision-making.

Price has lost its place within the top five purchase drivers, in lieu of technical support being available. Many businesses have moved to the cloud since the outbreak, and new software requires instruction for both workers and businesses; particularly as many look beyond merely adopting tools to survive, to using them as a means of competing in a tech-enlightened landscape. 

The pressures on SMBs help account for new priorities among decision-makers in these organizations.

Singled out by hackers as an easy target, a single data breach could cost a small business its livelihood. By the same token, SMBs tend to be late adopters or laggards. Yet, falling behind competitors on the digital front results in lost business, especially with the need for online offerings at an all-time high.  

Hence, keeping up with industry innovations is ranked as one of the biggest company challenges by over a quarter of tech decision-makers in SMBs, and around a fifth cite enhancing security as a top growth initiative.

Price is still key. But compared to last year, businesses appear to be more motivated by the potential cost of purchasing too late, than the actual cost of a purchase. 

Innovation beats reactivity

Overall, the pace of cloud adoption has accelerated rapidly, and the technology playing field has levelled a bit. 

If the pandemic has taught tech businesses anything, it’s that it pays to be an innovator. Cash flow is a short-term concern; but technology investments promise to drive business success in the long-run. 

Especially against a volatile and uncertain backdrop, companies have instead adopted a more forward-thinking perspective. 

Beyond what’s necessary to business survival, interest in cutting-edge technology has picked up among laggards. Many sectors now seek innovative answers to new logistical challenges – and it’s up to B2B companies to deliver. 

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¹Tech decision-makers are defined as someone who is the ultimate decision maker for software or hardware purchases in their company; sole decision maker for their department; has equal share in decision making with others in their company; mostly influences decision-making but must get approval before purchasing; or has some influence in decision-making but someone else makes the purchase.

Commerce is changing: here’s what you need to know

COVID-19 has had an effect on every aspect of our lives.

This is especially true in the way we spend. Economic confidence is down, spending habits have changed, and ecommerce demands have shifted into a new gear. 

Our latest commerce report gives the full rundown of how the commerce landscape has changed as a result of the pandemic.

Here’s a snapshot of what you need to know. 

1. Consumers’ financial reality is hitting hard.

In Q4 2019, 19% of internet users globally expected the economy in their country to get worse in the next 6 months; by Q2 2020 this figure stood at 36%. 

In Europe, the picture is especially stark:

7 in 10 internet users in Europe expect the economy in their country to get worse in the next 6 months.

And while consumers often feel detached from their own economies, those expecting their personal finances to get worse has doubled in the same time frame (from 10% to 20%).

Economic confidence globally

Countries all over the world are facing economic hardships, albeit to different extents. For instance, by mid August 2020, nearly 10 million employees had been placed on furlough in the UK. Meanwhile in the U.S., it’s estimated 1 in 5 workers are collecting unemployment benefits.

As a result, consumers in these countries are adopting practices to save – 3 in 10 have switched to buying a product from a different brand because they offer lower prices. 

This financial conservatism has resulted in the adoption of numerous money saving services including online auctions, online marketplaces, voucher apps, buy-now-pay-later schemes, and price comparison websites – the latter of which 1 in 4 internet users in the U.S./UK have used in the last four months.

2. Online shopping is accelerating, but growth is largely from existing shoppers.

In July, 49% of all internet users across 15 countries said they plan to shop online more frequently once the pandemic is over, increasing from 43% in April.

The outbreak has, unsurprisingly, accelerated demand for ecommerce, but what’s more interesting is understanding where this growth is coming from.

Consumers in APAC, South Africa, and Latin America were most inclined to say they’ll shop online more frequently after the outbreak. Whereas, Europe and North America fall slightly behind. For instance, just 28% of consumers in France say they will, compared to a high of 59% in India.

Among those who didn’t shop online pre-lockdown, 31% have begun doing this during lockdown and plan to continue doing so afterwards. 

While this may sound significant, the majority of internet users were already shopping online before the outbreak.

When we add these new users to the existing online shopper base before the pandemic, the growth isn’t as substantial as many might assume. This method indicates that the increase in the total online shopper base so far due to lockdown stands at just 6%. 

Ultimately, it’s clear that COVID-19 has propelled demand for online shopping from predominantly existing users.

3. Online grocery sees the greatest growth, but China is the exception.

Looking at the categories that have seen the greatest increases in online demand, grocery products stand out.

Although China is the top market for purchasing groceries online; with 47% of consumers having placed an online grocery order in the last month, this has fallen from 58% last year.

In other markets, COVID-19 continues to accelerate this trend.

Between Q3 2019 and Q2 2020, the percentage of internet users who’ve purchased grocery items in Europe has steadily increased from 20% to 24%; a small, but statistically significant increase. In North America the difference is even greater, growing from 21% to 31%.

Online grocery purchases

In our COVID-19 April research we found that among UK internet users who said they plan to shop online more after the pandemic, half said they’re now more likely to order groceries online for home delivery. In China, however, just 38% agreed.

The UK online grocery market is forecast to grow 76.2% to £19.5bn in 2020 following the significant uplift in demand amid the COVID-19 lockdown restrictions. 

Retailers are taking note: Amazon, for example, is keen to bypass traditional supermarket loyalties and carve out its own slice of the industry. In the UK, it’s announced that larger orders on Amazon Fresh will be free to members of Prime.

Elsewhere, Tesco is responding by introducing free delivery to its Clubcard Plus members.

4. Safety is the new must have.

Globally, 58% of consumers say they’d rather shop online, compared to 42% who’d rather shop in-store. The only region more in favor for in-store shopping is Europe, but it’s marginal at 52%.

Physical retail is by no means obsolete, but it must evolve with the times – hygiene factors are absolutely paramount and the new “must haves”, with convenience also being key. 

In the U.S./UK, 44% of internet users say that effective safety measures would make them more likely to buy a product in store, while a third want quicker ways to pay.

Safety is the primary driver to get consumers in store

To encourage consumers to return to stores, retailers must keep safety front-of-mind in everything they do. This goes beyond social distancing and wearing face masks. Consumers also want safer ways to pay, and we’ve seen greater demand for contactless payments.

Two-thirds of internet users in the U.S./UK have started using contactless payment methods more because of the COVID-19 outbreak.

Like with many trends accelerated by the pandemic, the most significant changes seen in contactless payments in 2020 have stemmed from regions and demographics where behaviors have traditionally been the most difficult to shift. 

Europe, North America, and particularly baby boomers have been the leading drivers of adoption of mobile payments.

5. Changing media habits are allowing brands to reach older generations more easily.

Enduring a lockdown indoors, consumers around the globe began to consume more media; 71% of internet users have purchased digital content in the last month.

Despite this, since the first two waves of our COVID-19 research in March and April, the numbers saying they’re spending more time doing various in-home and media consumption activities have trended downward. 

This is especially true of young people. However, for older generations, it’s a slightly different scenario. For baby boomers, the data indicates a deepening of engagement across lots of media, but particularly for digital media such as social media and online TV – typically associated more with younger age groups.

This has opened up new opportunities for brands to engage with older consumers in the purchase journey in ways that might have previously been overlooked. For instance, 1 in 4 baby boomers now use social networks to actively learn more about a brand.

Not only are older generations’ media habits becoming more diverse, but new users are also flooding the market. 

Across 18 countries surveyed in early July, 38% of people who said they weren’t watching TV streaming services before the outbreak now report doing so. When we add these fresh users to the existing base of TV and film streamers, this represents a 12% growth during the outbreak in these markets.

There’s no doubt COVID-19 has accelerated a number of trends across the commerce landscape. For an in-depth understanding of the complete story, make sure you check out our new commerce flagship report arming you with the key trends to know about the global commerce landscape in 2020. 

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How brands can optimize their in-game ad strategies

No recent success story better justifies in-game advertising (IGA) than Fall Guys, the free-to-play hit so successful, it prompted developers Mediatonic to launch a charitable fundraiser for brands hoping to feature in-game.

With companies racing to stand out in an increasingly competitive digital environment, brands should consider the opportunity of IGA, and the expectations from the gaming community.

Using data from our core survey and custom research fielded in the UK and U.S. in July, we answer the following questions:

  • How do gaming audiences respond to ads in general? 
  • How do mobile gamers feel about in-game ads?
  • How can branded video games offer an alternate means of reaching gaming audiences?

There’s a need to diversify in-game ads.

When we redefined gamers, we noted that 87% of global internet users play games via any device. 

In an audience this broad, it’s important to focus on why they play gamesnot everyone will have the same reasons for doing so. 

To better show how diverse gamers are, we’ve used data from our core survey to compare attitudes toward ads, based on gaming activities users performed in the last month.

Gamer attitudes to ads

No matter what activity they’re performing, gamers are more likely to respond to advertising than avoid it. 

Creators (those who broadcast or share their content online) are the most ad-receptive, with 39% saying they tend to buy brands they see advertised. 

Being at the epicenter of social-gaming content, creators are more likely to see ads, explaining their greater receptiveness to them – and their likelihood of trying to avoid them.

They share similarities with viewers (those who watch esports or gaming livestreams) of whom 37% buy from advertised brands and 22% say they try to avoid them.

But for players (those who play free or digital games), or subscribers (who purchase games, content or subscription services), their attitudes reflect that the gaming experience is more important.

For these audiences, ads prove both less impactful and concerning – particularly for players, who are the least likely to buy from advertised brands (32%) and avoid adverts altogether (20%).

In the last month, 52% of gamers on any device used an ad-blocker. But a closer look at gaming audiences who do this reveals ad-blocking is likely for more practical reasons than we might perceive.

For example, 1 in 4 creators and viewers use ad-blockers to prevent using up their data – putting them around 20% above the average ad-blocker in saying this. Similarly, subscribers are 15% more likely to cite a drain on battery life as a motivator for ad-blocking (23% say this).

Players, however, are primarily game-oriented meaning ads that hinder this experience are less welcome – they’re 10% more likely to use an ad-blocker to prevent ads taking up too much screen space (41% say this).

Gamers are willing to accept ads if they can seamlessly blend with the activity, but there’s an important balance to be aware of here, with careless brands risking easily avoidable criticism.

Though ads are a concern, they fall behind other priorities.

For in-game ads to reach their full potential, we need to look at smartphones. Considering their prominent day-to-day use in consumer’s lives, smartphones are a key vehicle for dynamic advertising, where quick, reactionary ad-strategies work best.

The Biden campaign is a perfect example of this, offering Animal Crossing players access to optional in-game items to decorate their homes ahead of the U.S. election.

As gaming devices, smartphones are immensely popular – 74% of all internet users have played games on one in the last month – up five percentage points since Q4 2019.

In support of this, our custom research from July in the UK and U.S. reveals 55% of users played mobile games during lockdown, compared to 36% on PC/laptops and consoles. 

Of these users, 42% say the most important aspect of mobile gaming is that games have as few ads as possible.

Important features of mobile gaming

This isn’t their number one priority, however, 63% say the cost of a game is an important factor, meaning those playing mobile games are willing to accept ads as a trade-off for the free experience.

We see a considerable difference across different generations. Just 38% of baby boomers in this audience say mobile games should have as few ads as possible, but they’re also the most cost-oriented (75% say the game should be free to download). 

While older audiences generally make for less likely gamers – 65% of all baby boomers play games compared to 87% of internet users – 1 in 5 played more games during lockdown, meaning they’re a growing gaming demographic that shouldn’t be ignored.

Ads are a greater concern for Gen Z and millennial mobile gamers (41% say this), yet they’re less likely than average to say games should be free to download (58%).

92% of all Gen Z and millennials play games, which makes it vital for brands to prioritize their gaming needs to secure the best return.

When segmented by gaming motivation, however, priorities change, and this is best observed among our casual and habitual gaming audiences – those who play to pass the time or out of habit respectively.

Both of these audiences prioritize cost over the ad experience in their mobile games. This price-centric mindset is most apparent among casual gamers, of whom 71% say the game being free to download is most important.

While this falls to 63% among habitual gamers, this is a more committed audience who are generally less fazed by the prospect of paying for a game.

A key opportunity for brands here is the greater susceptibility from this audience to be swayed by in-game mobile purchases (47% say this).

Among in-game purchases, almost half say they make purchases that unlock custom skins for their character – a practice that’s providing exposure for brands such as Virgin Media, who offer their consumers exclusive content in Marvel’s Avengers.

Brands keen to add to the in-game experience have taken on other forms too, mainly in branded content and events, giving players fun experiences and building brands’ follower counts on gaming sites like Twitch.

But with ads or promotions available at the developer’s discretion, however, brands should take note of other means of tapping into the IGA opportunity.

In branded games, ads are less of an intrusion.

Gaming is a highly tribal activity. Brands need to show gamers they reciprocate their attitudes and lifestyles – but finding them amid a sea of franchises, genres and devices can prove a challenge.

Take Clash of Clans as an example, a game which attracts an average of over 750,000 players at any given time and 14% of users gaming on any device in the last month.

Cosmetic brands’ advertising here have considerable reach – 18% of all gamers who purchased a cosmetic product in the last month play this title – but investment in Estée Lauder’s game means these same brands are targeting gamers with more precision.

Motivations for playing branded video games

A key advantage of branded games is they don’t deter unfamiliar audiences. Just 13% of UK and U.S. mobile-gamers who say having already purchased something from a brand would motivate them to play a game that was produced by that same brand.  

Because players expect ads here, ad-presence is significantly less of a concern – 38% of users say they would play a branded game if there weren’t too many ads. 

This falls far behind the requirement of them being fun (51%) or free (66%) and four percentage points behind their preference for having less ads in a standard mobile game.

But just because ads are a lesser concern in branded games, fun shouldn’t take a back seat – a lesson best learned from Amazon’s Crucible franchise. 

This is also important to habitual and casual audiences. Less than half say they would play a branded game if there weren’t too many ads, while cost and fun rank higher as their main priorities.

The major difference between the two is that casual audiences prioritize cost (with 74% saying the game should be free), while habitual gamers still prefer a variety of other features – most of them socially-oriented.

Seeing as casual gamers are less concerned about the game being fun (57%), brands should prioritize fun and additional experiences to committed audiences instead of those looking for a quick gaming fix.

In-game advertising is an art.

The key takeaway here is balance. Because audiences are willing to accept the symbiotic relationship between ads and gaming, one can’t – and shouldn’t – take priority over the other.

To succeed with in-game ads, brands need to remember the following:

  • Committed gamers are always more willing to respond to ads than avoid them.
  • Players are most likely to block ads that obstruct gameplay, so in-game ads should be respectful of hampering the experience.
  • Ads are less of a concern in games that offer plenty of features – particularly ones that are fun or free-to-play.
  • Gamers on branded games are more tight-knit and generally more accepting of ads.

There’s a long-term opportunity here to reach an audience that’s bigger than ever. For ambitious brands who navigate this space wisely, they can expect more than just a brief power-up, earning themselves an extra-life if they capture gamers’ attention over a sustained period. 

access our gaming report

The future of remote working

When COVID-19 caused countries across the world to institute “lockdowns”, hundreds of millions of office workers suddenly found themselves working entirely remotely.  

The way this has impacted people’s daily routines is clear from GWI Work – our data set which tracks day-to-day working practices and behaviors of professionals in 10 countries. 

Back in 2019, 1 in 4 of the professionals we surveyed said remote working wasn’t permitted by their company in any circumstances – a figure which peaked at 50% among workers in Japan.

A further 1 in 2 professionals said that home working was permitted in some cases, leaving just 1 in 4 who said the practice was broadly permitted. 

Almost overnight, this situation changed drastically; reflected by the vast increases in remote working (and working at home specifically) that we see in GWI Work’s 2020 release.

Working from home holds global appeal.

Home working is up 40 points in France, the U.S. and the UK. It’s climbed by nearly 50 points in Spain and Singapore, while having risen by close to 60 percentage points in Brazil.

Numerous other location types have seen notable increases, from professionals opting to work in shared offices and coffee shops, for example.

This has prompted one obvious question: what will happen once the threat of coronavirus eventually recedes. Will office life return to pre-pandemic normality? Or, will companies need to embrace a future in which remote working is a much more mainstream proposition? 

In some countries, it’s been reported that various corporations are planning to down-size or relocate offices. While this has been more prominent in some places than others, there’s a clear sense of enthusiasm among professionals who work for more progressively-oriented organizations such as these.

In one of our Custom studies on coronavirus behaviors and attitudes, we asked professionals how interested they were in working from home permanently.

Strikingly, 3 in 4 B2B professionals across 18 diverse countries expressed at least some interest in permanent home working. In no country did this level of interest fall below 60%. 

Interest in permanent home working

Of course, expressed sentiment won’t always convert to reality. Some companies simply won’t permit it, and it’s possible that a sense of fatigue over home working could eventually lead some of these workers to long for a more varied routine that includes a mix of home and office locations. 

Even so, with levels of interest in, and support for home working having grown this much, it’s a topic companies are going to have to address. 

Those with remote work experience pre-pandemic are interested in continuing.

To try to understand which specific motivations are driving professionals to want more remote working, we ran further research in the U.S. and UK in August. 

As part of this, we asked professionals how often they worked at home prior to the pandemic, how frequently they were currently doing it, and how often they’d like to do it once the coronavirus crisis has been resolved. 

Among those for whom home working is applicable, just under 3 in 10 professionals in the UK and U.S. want to work from home most or all of the time in the future.

A further 1 in 4 want to do so at least once a week, while just 1 in 5 say they’d never like to work from home.

Based on our findings, the group of professionals interested in a permanent, full-time work-from-home solution had a diverse range of remote working experience prior to the pandemic.

Just over a third of them were already full-time remote workers, so it’s hardly surprising they want to continue with the same arrangement.

However, almost the same number had never worked from home before coronavirus hit, and it’s this group in particular who are craving the biggest transformation in terms of how their post-COVID lifestyles could look.

This trend is particularly pronounced among professionals in the U.S.   

Pre-pandemic frequency of home working

The perceived advantages of remote working are broad.

Other datapoints in our Custom research give some context for what’s driving those individuals who want to work from home all or most of the time.

Their home set-up is one component of this; they’re more likely to have a dedicated home office (almost half of them have this), and less likely to say they work from locations such as their dining room, kitchen, or living room.

Future location plays a part too:

A third of those looking for a permanent work-from-home solution say the pandemic has caused them to reconsider where they live and consider moving to a different area.

The number one reason for this is wanting a change in lifestyle, closely followed by changed priorities – such as wanting to live somewhere quieter, and wanting more space.

These individuals over-index on all of these criteria, whereas they under-index for things like wanting to be nearer to family or wanting to take advantage of current financial assistance available for home buyers from the government. Clearly, it’s about wanting to change their living situation for the better.

This sentiment is present once again when we ask professionals about the advantages they see from home-working.

Top of the list for all groups is not having to commute (especially important in the UK), followed by having a more relaxed environment and being able to eat more meals at home. In these areas, we don’t see much variation between professionals who are able to work from home, and those who are interested in doing so on a permanent basis.

Elsewhere, there are meaningful differences between the two audiences which give us a sense of what drives people to want to work remotely as a permanent solution.

Individuals interested in doing this are considerably more likely to say it allows them to better manage their time, that it gives them more opportunity to complete jobs around the house, that it leads to fewer distractions, and – above all else – that it’s better for productivity.

Those professionals who would like to work from home permanently think it’s more efficient for them, and therefore more efficient for their company. 

Advantages of home working

Where advantages outweigh the challenges

Tellingly, this audience is less likely than the average B2B home worker to see various challenges or frustrations associated with having to perform their role remotely.

For example, they’re half as likely to worry about looking after their mental health while working at home (10% do).

In addition, they’re at least 10 points less likely to cite maintaining focus throughout the day as a challenge, or to say that not having social interactions with colleagues would be an issue. 

Challenges of home working

For this audience, the perceived advantages considerably outweigh the challenges – and it’s the drive to be a more efficient worker that’s having the most significant impact over their desire to work remotely on a permanent basis.

As companies around the world look to the future, how they respond to this sentiment is a crucial factor they’ll need to weigh up: today’s professionals want to be more efficient and productive, and they see home-working as a key way to achieving that.

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Persona spotlight: B2B healthcare decision-makers

building blocks

The way businesses operate is changing, that much we know. 

Against an ever-changing and uncertain backdrop, there’s an even greater need for businesses to understand their B2B target buyers. Our latest wave of GWI Work data aims to do just that and more. 

We’ve surveyed over 17,700 professionals in 10 countries to help different businesses understand their target buyers and what makes them tick. 

This insight enables professional organizations, HR teams and employers to inform brand and product strategy with unique insight into how the pandemic has impacted professionals, across all major sectors and small-to-enterprise-level companies. 

Today, we’re going to shine a spotlight on healthcare B2B decision-makers¹, examining their business challenges, use of emerging technologies, and their purchase journey.

Navigating uncertainty

Businesses around the world have been forced to reexamine their priorities, halt plans, slash budgets, freeze hiring – among many other measures – in an effort to ride the tidal wave that is COVID-19. 

Faced with a global health crisis and a race to find a safe treatment for the virus, the healthcare and pharma sector is certainly feeling the hit. 

chart showing business challenges in 2020

Healthcare decision-makers say the biggest challenge facing their company or team is the economic climate (38%, up from 28% in Q1 2019). 

Budget cuts also have an impact, with more healthcare decision-makers reporting this as a challenge in 2020 compared to last year (31% vs. 26% respectively).

Their financial worries are also evident when looking at revenue expectations in the next year. Those expecting revenue to moderately or significantly decline has more than doubled in the past year alone, jumping from 10% in 2019 to 23% in 2020.

Expected revenue declines in the next year jumped up from 6% in 2019 to 26% in 2020.

Aside from the expected financial constraints and uncertainty, another big business challenge for healthcare decision-makers is understanding their customer or their client’s audience (34%). 

It’s the third highest ranked challenge, coming ahead of budget cuts, staying profitable, and building a good culture and environment. They’re also 14% more likely than the average professional to say this is a challenge.

Data in the healthcare industry is still very fragmented between care providers and other industry players, and with the pandemic situation changing rapidly, it’s no wonder that healthcare decision-makers are struggling to understand their audience. 

And it doesn’t matter whether you’re a B2B or a B2C company, getting closer to your consumers is essential to business growth and client satisfaction. It’s often easier said than done, but at the same time it’s arguably even more important now as business spending is tightened. 

B2B data helps businesses tackle this challenge head-on and gives a laser-focused view of their target buyers so they can make the most effective strategic decisions for their business, all backed by robust and reliable data. 

Saying yes to emerging tech.

As demand for healthcare globally continues to grow and pressure continues to mount, creating greater efficiencies and offering more preventative care is vital.  

This is where AI and automation steps in. From automating routine tasks to free up valuable time, reducing and eliminating errors, and detecting diseases – the applications of these technologies are endless. 

In our annual Connecting the Dots report last year we covered the digitization of healthcare, and COVID-19 has certainly accelerated this trend. 

Telemedicine and virtual AI-driven chatbots have come to the forefront this year at a time when visiting the doctor or going to the hospital was a risk. 

AI also plays a crucial role in fighting the virus. Not only can AI be used for detection, it also speeds up drug development and testing, which traditionally takes years. 

chart showing emerging tech in healthcare

From our data, 40% of healthcare decision-makers say their company currently uses automation and 35% say they use artificial intelligence. 

A further 1 in 5 also say they don’t use these technologies currently, but have interest in using them, highlighting the considerable growth potential in the future. 

And automation is largely welcome among healthcare decision-makers. Around half of this group say that automation will have a positive impact on their sector and in their day-to-day job. 

Considering that the top business initiatives to drive growth next year are finding cost-savings and improving efficiency and productivity – AI and automation are in prime position to make these ambitions a reality and soften the burden facing the healthcare sector.

Purchases are taking a hit, while competition is rife.

As COVID-19 continues to take its toll, healthcare decision-makers hit the spending brakes.

36% of this group say they’ve delayed making a business purchase until the situation becomes clearer, while around 25% say they’ve halted purchases to cut costs.

Just 19% say they’ve not delayed business purchases as a result of the outbreak.

Intense competition also adds to the challenging B2B space. Around three-quarters of healthcare decision-makers say they typically consider between 2 and 5 vendors when it comes to their research process for a new product or service. 

A further 20% say they consider 6+ vendors, highlighting just how hard vendors need to work to get in front of these buyers. To make matters even more complex, close to half say there’s between 4 and 20 people involved in the purchase of a product or service – definitely not an easy win. 

So even when purchases are made, healthcare decision-makers will be far more selective and scrupulous about which supplier they choose. Understanding what really matters to this group when it comes to buying a product is one way of standing out from the crowd.

Addressing their pain points.

When we look at what typically makes healthcare decision-makers consider buying a new product or service, value has become even more important due to the pandemic. 

A strong benefit-cost ratio for a product is the leading influencer at 42%, up from 36% in 2019. Other top drivers are to improve efficiencies and productivity in the company and to cut costs. 

Drivers to purchase a new product or service

We already know driving efficiencies and productivity is particularly important for this industry, so products or services that help them create more efficient ways of working at a price-point they can get on board with could be onto a winner. 

When it comes to buying technical products:

Around 60% of healthcare decision-makers also say security, technical support being available, and ease of use are very important. 

Around one-third of healthcare decision-makers say they’ll consider a new product or service to ensure they have the best supplier for their needs, up from around 1 in 4 last year. 

At the same time, 28% of healthcare decision-makers say the existing product or service not meeting their needs is a key consideration when making new purchases. 

Given the importance of product value and the pressure that the healthcare industry is under right now, they’re not going to just sit back and use a subpar supplier. Businesses that can address this group’s pain points and demonstrate their value-add will have a much greater, and memorable, impact on this audience. 

Reviews and recommendations hold the most weight.

Turning our attention to the most influential sources when researching or considering a new product or service, we see that user and expert reviews and recommendations come out on top.

Reviews and recommendations are the most influential research sources

48% of healthcare decision-makers say user reviews are very influential when researching or considering a new product or service. 

This is up from 34% last year and they’re 20% more likely than the average professional to say this. 

Recommendations from industry experts are also highly influential sources that healthcare decision-makers rely on. And it’s not just expert sources that have considerable sway. They also turn to their personal network too including their colleagues, friends, and contacts at 41%, increasing from 34% in 2019.

Supplier calls, demos and trials also have clear value, up from 33% in 2019 to 43% in 2020, highlighting the appeal of seeing the product in action.

While other sources like search engine results and social media play a role too, it’s ultimately those community-based recommendations that hold the most influence overall. 

Decision-makers likely value the more personal, objective reviews they get from those in their network or other companies in their position. Reviews and recommendations, even from strangers, helps to add a seal of trust and instills more confidence in your business. 

As the healthcare industry continues to tackle COVID-19 head on, knowing decision-maker’s challenges, pain points, and what matters to them when purchasing will help ensure businesses get on the radar of this audience. 

Drive data-led decision making, not guesswork. 

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¹Healthcare decision-makers are defined as someone who is the ultimate decision maker for their company; sole decision maker for their department; has equal share in decision making with others in their company; mostly influences decision-making but must get approval before purchasing; or has some influence in decision-making but someone else makes the purchase. They also work in the healthcare, medical & pharmaceutical sector.

Christmas planning in 2020: 4 tips for marketers

It’s that time of year again.

Brands are planning their Christmas activity, and Santa’s deciding who’s been naughty and who’s been nice. 

For many retailers gearing up for the festive season, COVID-19 has cast doubt on future plans. A quarter of professionals in the industry expect revenue to decline in the next year and 22% say their company has enacted pay cuts as a result of the pandemic.

There’s hope the festive season will offer an opportunity to recapture consumer spending otherwise lost to the global pandemic. 

But the question is, will consumers feel secure enough to spend this Christmas?

To maximize sales, brands must understand how consumers shop when uncertainty is still rife, and the prospect of a second wave is looming. 

Though it’s been a year in flux, these are our four top tips for marketers preparing for the Christmas shopping period in 2020. 

1. Empathize with financially conscious consumers.

Since last year, the percentage of consumers expecting their country’s economy to get worse has jumped from 19% to 36%. Likewise, expectations for worsening personal finances have also increased from 10% to 20%. 

While the relative increase is more or less equivalent, consumers expect the economy to be hit harder than themselves personally. So will this affect how consumers shop this Christmas?

Our research from June showed that many consumers are undeterred – 44% of Christmas shoppers in the U.S. and UK say they’ll spend as they normally would this year. 

Covid-19 effect on Christmas shopping

Of course, this can all change in the event of a second wave and another large scale lockdown. We know that two-thirds of consumers globally are concerned about a second wave, rising to three-quarters in the UK and the U.S. This uncertainty will be a key theme this Christmas.

Nearly a quarter of Christmas shoppers in the UK and U.S. say they’re planning to spend less on Christmas shopping this year. A further 18% say they’ll have a better idea when the situation with COVID-19 improves. That means that just over 40% of Christmas shoppers are likely to be more financially conscious than they might have been previously.

Habits are set to change also – 14% of consumers in the U.S./UK say they’ll buy more in advance to spread the costs and 31% plan to buy more gifts that are on sale.

Promotional days such as Black Friday in the West and Singles’ Day in China are set to be huge occasions for 2020 retail as people look to get ahead on their Christmas shopping and save money. 

2. Don’t hesitate to engage with older consumers on social media.

The start of lockdown saw huge booms in media consumption as people spent more time indoors. For younger people, these spikes in activity quickly settled to levels near to that of pre-lockdown. But for older consumers, activity growth continued over time.

For baby boomers, the data indicates a deepening of engagement across a variety of media, but particularly for digital channels such as social media. 

It’s for these older age groups where brands must expand their social media advertising and be more active.

35% of Gen Xers and boomers report spending more time on social media since the start of the lockdown and 63% have been spending more time using their smartphones. 

Social media has been firmly embedded in the purchase journey for several years – especially in the brand discovery and research stages. While Gen Z are the most likely to use social media to research new brands (50%), baby boomers are increasingly using this medium. 

In 2015, 18% of baby boomers used social networks to research new brands online, by 2020 this has jumped up to 26%.  

Today, 23% of consumers have liked/followed a brand on social media in the last month – rising to 27% of Gen Zs. 19% of GenX/boomers have also done this, which represents how using social media, as a way to connect with brands now has cross-generational appeal.

Failing to connect with older age groups can be a missed opportunity; among Christmas shoppers, baby boomers are the most likely generation to be spending as they normally would.

To reach this lucrative audience, retailers must be going beyond traditional avenues and develop their social media campaigns.

3. Embrace ecommerce.

Ecommerce as a way to shop has been growing in popularity for years, but COVID-19 shifted it into a whole new gear. 

Globally, consumers are now more likely to prefer to shop online (58%) than in-store (42%).

The circumstantial spikes in online shopping don’t appear to be temporary — around half of consumers anticipate buying products online more often after the outbreak.

This could even be an asset in the event of a second wave. The more concerned someone is about another wave, the more likely they are to say they’ll shop online to a greater extent. 

As such, ecommerce isn’t just a staple for any retailer, it’s also a way of hedging bets against factors outside of retailers’ control.

So, Christmas shopping this year is set to be more online than ever before. Coupled with the increased momentum of the likes of Prime Day and hygiene concerns putting shoppers off the in-store experience, as Internet Retailing rather appropriately coined, this year could be a very “Merry Clickmas”.

Cross-demographic appeal of online Christmas shopping

And it’s not just gifts that consumers will purchase. A major category that’s seen a boost in recent months is online grocery shopping.

While China remains the top purchaser of groceries online, demand there is slowly falling. It’s the rest of the world that’s seeing the most exciting growth as a result of COVID-19. 

Between Q3 2019 and Q2 2020, the percentage of internet users who’ve purchased grocery items online in Europe has steadily increased from 20% to 24%; a small, but statistically significant increase. In the U.S./Canada this is even greater, growing from 21% to 31%.

As the observance of religious holidays varies by country, it’s promising for online grocery providers that demand for their services is growing most in Western, markets where Christmas is celebrated.

Purchases of premium food and drinks (commonly of the alcoholic variety) climb above the annual average in December, presenting an opportunity for retailers to capitalize on the increased demand and make online the go-to shopping method for even more consumers.

4. Get your advertising right.

2020 has been a year like no other. Brands should take caution when planning for their Christmas advertising because the situation could change every day.

Christmas day could come during another lockdown, or COVID-19 cases could have fallen dramatically. We just don’t know.

Brands must put precautions in place and be ready to pivot their messaging dependent on the current situation. Gone are the year-long lead times on advertisements – it pays to be nimble and have a holistic understanding of consumers’ feelings.

Right now, for example, many people are looking forward to Christmas and advertisements as a form of escape from everything that 2020 and COVID-19 has thrown at us.

3 in 4 consumers in 20 markets approve of brands providing funny/lighthearted content.

It’s a balancing act though. The pandemic has financially affected consumers to different extents. While for many a nostalgic and heartwarming advert may be welcomed, for those out of a job this year, a big budget production may hit cold.

To test the waters of consumer sentiment, brands need to look beyond the “where” and the “what”, and focus on “why” consumers are compelled to act and think in certain ways. In times of increased consumer sensitivity when brands’ reputation may be a stake, gauging attitudes and optimism has never been so important. 

Calls for brands to be socially responsible jumped up significantly as the world entered lockdown earlier this year. Especially in several key western markets.

Call for brands to be socially responsible

In volatile times especially, doing the right thing is crucial – consumers who want brands to be socially responsible are 19% more likely to be loyal to brands they like.

Brands have every opportunity to have a Merry Christmas, at the end of what has been a tough year for many.

Key takeaways for brands gearing up for Christmas:

  • Get closer to your target market’s attitudes and optimism to avoid being tone deaf. Show compassion – especially in advertising – to consumers who are feeling the pinch right now. 
  • Invest in your ecommerce offering – Christmas shopping this year is likely to be primarily online whether we witness a second wave or not. The stakes are much higher, and a lapse in service or reliability could lead to a shopper navigating to a different site just a click away.
  • Think about your marketing mix. The rules have changed, and digital channels are no longer about reaching younger groups exclusively. Older individuals are embracing these channels too, and this looks to be a permanent feature of their online behaviors.
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Undecided voters: what makes them tick?

Segmenting the U.S. population by political party and ideology reveals some stark contrasts in American sentiments, on a wide range of topics. 

In many cases, political divisions are wider than those of generation, gender, and income. In fact, Americans today are just as likely to be at complete ideological odds with direct neighbors than someone on the other side of the country. 

To anyone spending too much time doomscrolling these past few months, it could seem like there aren’t any moderate Americans left. 

But for those of us looking to understand this crowd, it’s important to use 2016 as a learning opportunity. 

2016 delivered a popular vote decision within 3 million votes. One of the smallest margins ever, it came as a surprise to many who misjudged the size and feelings of undecided voters around the country.

Although the country seems at odds with itself, data from GWI USA reveals there are many who’ve yet to decide which direction they’re voting come November. 

There’s enough undecided voters to make a difference.

Looking back, it’s clear undecided voters turned the tide in a few key states in 2016, and there’s ample evidence to suggest they could do so again in 2020. 

This year, 11% of Americans intending to vote in November are undecided. 

With the vast majority of the voting population decided on how they’ll vote come November, the remaining 11% still represents a significant enough portion to seriously affect the outcome, much like we saw in 2016

Especially when we understand that undecided votes effectively count double, as a decision for one party means a lost vote for the other. 

Winning over undecided voters means catering to a diverse crowd, spanning the country. There’s many ways to categorize this audience, but here are a few key things we know:

  • 53% live in a suburban neighborhood.
  • 50% have a college degree.
  • 45% have children.
  • 40% are under 35 years old.
  • Nearly 1 in 5 are Hispanic. 

They represent many different subgroups of the modern american populace, and connect with both sides of the aisle on different issues. 

With vast swathes of the population expected to vote by mail this year, time is ticking to convince these voters to register and request a ballot in time.

They’re moderate on many issues, except the economy.

Galvanizing undecided Americans may be easier said than done, as undecideds are generally less radical in their beliefs than both Democrats and Republicans. 

But, there’s plenty of opportunity to reach voters on issues they may care about. 

Chart showing undecided voters are largely moderate.

Even though there’s a slight conservative skew, the bulk of undecided voters see themselves as moderate or unsure. A quarter say they lean left or right, and only 5% say they’re either very liberal or very conservative.

For this reason, both candidates will have to decide whether to double down on their more radical stances in the hope of driving more of their base to vote, or to slide into more moderate positions in the hopes of winning over this small but crucial group of undecided voters.

The tendency towards moderation for undecided voters can be seen most clearly in the issues they care about. 

Unlike Democrats and Republicans, who’ve strong feelings one way or the other on issues such as equality, gun control, healthcare, and supporting the USA, undecided voters find themselves in the middle or uninterested by these debates. 

Overall, undecided voters are less worried about most of the issues that will be a focus in the coming weeks ahead of the debates. 

Compared to the average American, they’re over 20% less likely to say they worry about immigration levels, 17% less likely to worry about the stock market, and 15% less likely to worry about gun regulations.

While these may be hot topics for decided voters, undecideds are going to be less swayed by radical stances on either side.

The only issue that undecided voters are more concerned about than both democrats and republicans is their own job security. In fact:

Personal economic concerns may be the deciding factor for many undecideds. 

Undecided voters are less likely than both Democrats and Republicans to have a college degree, and in all likelihood have been more affected by economic shutdowns

In June, nearly one third of undecided voters describe their financial situation as “tight” or “struggling”, 44% find themselves in the lowest income segment, and one quarter expect their personal finances to get worse in the next six months.

So, as the candidates debate the economic impacts of COVID-19, and unveil their own plans to stem unemployment and ease the economic hardship felt by everyday Americans, it’s likely undecided voters will pay attention to candidates who can promise the best financial future.

They’re not a homogenous group.

As undecided voters weigh their options, both individuals and the collective appear quite torn – especially over the issues most prominently argued over between Democrats and Republicans – with the split falling largely along generational lines. 

Chart showing undecided voters are largely moderate.

While older undecided voters tend to be more likely to side with conservatives on issues like immigration and taxes, younger generations show more concern for topics typically championed by the left, such as diversity, equal rights, and climate change – although there are definitely exceptions. 

For candidates looking to win over undecided voters, a one-size-fits-all approach won’t work. 

Even though undecided voters are overall more moderate than decided ones, many subgroups within the whole are beginning to break that mold. 

For instance, undecided baby boomers are 21% more likely than the average American to say they’re worried about immigration levels, 30% more likely to say they’re worried about the national deficit, and 22% more worried about the stock market – slightly more so than the average Republican. 

On the other hand, Gen Z undecideds show concern for issues in ways reminiscent of Democrat-lead climate and COVID-19 stimulus legislation.

42% of American Gen Zs say they’re worried about pollution (compared to 47% of Democrats and 21% of Republicans) and only 15% say they’re concerned about immigration levels (compared to 11% of Democrats and 40% of Republicans). 

Even with these differences, both Gen Zs and baby boomers sometimes share distress for issues like gun violence, and tensions with foreign powers like Russia and China. At the end of the day, these voters are undecided in large part because they hold views that seem incongruous with just one party. 

For either candidate, a winning strategy will likely involve messaging specifically targeted to even more granular segments of the undecided population.

They’re a hard to reach audience.

With that said, specific targeting is a lot more complicated than it sounds, and both campaigns will likely need to turn outside of the traditional channels to do so. 

Only half of undecided voters currently subscribe to cable TV, and only one in five use social media to keep up with the news. 

In a given month they’re less likely than both Democrats and Republicans to read any news content whatsoever, with the exception of baby boomers who engage with printed news sources as much, or less frequently than their Democrat and Republican counterparts. 

While they aren’t searching out news content, they’re likely running into the same political commentary as their peers, as each age segment spends similar amounts of time on the same social media platforms as decided voters. 

It holds true across political parties and among undecideds that over two-thirds of Gen Zs are on Instagram, and over 6 in 10 are on snapchat; over 7 in 10 Gen Xs are on Facebook, and over 6 in 10 are on YouTube. 

But as we explained in our first election blog, Democrats and Republicans seem to put their trust in different institutions entirely; while the left is more comfortable with traditional media, the right places more trust in social media. 

With undecided voter segments, it may be significantly harder to get past their inherent mistrust in most institutions. 

Chart showing undecided voters are largely moderate.

If these sentiments have held true since 2016, it explains why so many undecided voters at the time sided with the “outsider” candidate, yet as Trump is now the incumbent candidate, there’s no telling whether this mistrust will swing these voters left or right. 

What can we expect in the coming weeks?

Ultimately, each undecided voter will vote in their own way. 

Altogether they’re a diverse, widespread audience with views that often overlap with the sentiments held by one party or the other. 

With less than 60 days to the election, and a minimum of four debates standing in between, many in this group can still be pulled one way or the other. And if 2016 is any guide, this group will be extremely influential in the final vote count. 

We’ve seen they show concern for a wide range of issues, and total apathy for others. They often side with Democrats on one issue and with Republicans on another, and the final decision for many will be driven by emotion and gut. 

In any case, undecided voters are running out of time to make their decision. 

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U.S. election: consumer perspectives on mail-in voting

mail-in voting

Never has the United States Postal Service (USPS) come under such scrutiny as in these last few months.

Capping off a long history of financial struggles, a dire need for funding, and disrupted services due to a global pandemic is another debate: whether to allow universal voting-by-mail for the 2020 presidential election. 

Advocates of mail-in voting say it’s a safe, socially distant way to make voting accessible during a hugely important election. Detractors point to potential issues of inaccuracies and fraud. 

But what do American consumers think? In the heat of this fight over the future of the USPS, we polled over 2,000 representative internet users to get their perspective. 

Our findings reveal how truly polarized the U.S. political climate has become. 

The majority of Americans support mail-in voting for all.

Overall support for universal mail-in voting is high. Our research shows that two-thirds of U.S. internet users believe all citizens should be able to vote by mail for the presidential election. Only one in five disagree with this. 

But support for mail-in voting varies dramatically along party lines and largely reflects existing political divisions. 

chart showing mail-in voting is deeply divided long party lines

Only 51% of Republican voters support mail-in ballots for all, compared with 80% of Democratic voters. Outright opposition is driven by Republican-leaning internet users as well, with 35% of them actively against vote-by-mail. 

But support levels vary greatly within the Republican Party, itself, and point to the ever-important role of identity politics in this election.

Among Republicans over the age of 55, nearly 50% actively oppose mail-in voting.

Younger party members are more open to it, with a high degree of uncertainty, rather than total refusal, characterizing their views. 

Additionally, lower income and rural Republicans are significantly more likely to oppose mail-in voting, with 45% of rural residents reporting they’re against this system vs. only 26% of urban party dwellers. 

Findings like these validate a lot of what we know anecdotally. The Trump administration’s strongest voter base has always been older, white, rural Republicans who feel disenfranchised by the system of elitist Washington politics. 

With this group so anti mail-in voting, the suggestion is that the administration’s rhetoric of suspicion and fraud is having its intended effect. 

Among Republicans, suspicions of voter fraud run high. 

Despite widespread support for mail-in voting, concerns still exist – even among its strongest proponents. For example: 

More than two-thirds of Democratic voters express at least some concern about a universal mail-in voting system. 

But their biggest worry isn’t necessarily about actual fraud – it’s that the election results could be disputed, and perhaps unjustifiably so. 

chart showing suspicions of election fraud among the top concerns for mail-in ballots

Their fears are not unfounded. Despite no evidence to support this, the current administration believes mail-in voting would lead to a fraudulent election – more specifically, to “the most INACCURATE and FRAUDULENT election in history,” 

A contested election is worrying for Republicans too, but it’s not at the top of the list – legitimate forms of fraud are.  

Among Republicans, 56% are concerned about fraud when counting ballots. This is compared to 32% of Democrats. And among older Republicans, the concern is especially dramatic; 7 out of 10 over 55s worry about fraudulent vote counting. Similarly, Republicans are over twice as likely as Democrats to see verifying voter identity as a potential issue with mail-in voting. 

Safety is a factor for all – but voter turnout is a big consideration for the Dems.

From the beginning, it was the coronavirus pandemic that brought vote-by-mail to the table as an option for this election. As such, perceived benefits understandably center around safety – and our research reflects this. 

Among all internet users in the U.S., 6 in 10 believe that reducing the risk of COVID-19 exposure to the public is a clear benefit of mail-in voting, surpassing all other potential positive outcomes. 

chart showing a boon of mail-in voting is increasing voter turnout for Democrats

But like all of these views, the split down political lines tells the most interesting story. While 69% of Democrat-leaning Americans see this benefit to public health, less than half of Republicans agree. 

But mail-in voting is likely to have knock-on effects beyond pandemic safety, and these could impact voter behaviors longer term. 

Increasing voter turnout overall is one positive outcome that’s widely discussed by advocates for voting-by-mail, and one-third of all U.S. internet users also recognize this. Higher-income and, especially, university-educated Americans are even more likely to see this as a positive outcome.

When looking at Democrats vs. Republicans, clear differences emerge yet again. 

While 45% of Democrats see mail-in ballots as having a positive impact on voter turnout, only 23% of Republicans agree. 

These point to deeper issues around voting access – and, consequently, voter suppression – as a campaign tactic. Republican politicians, strategists, and even President Trump have remarked that mail-in voting hurts Republican chances because it increases overall voter turnout – giving many disadvantaged groups, who typically sway Democrat, better access to cast their votes. 

Many of the recent attacks on the USPS, both vocally and through defunding efforts, can be traced to this voter suppression, as the President has openly stated. In this case, the discrepancy among consumer groups aligns with whose party stands to benefit, and whose stands to lose. 

What happens in November? 

Anyone following the media cycle will be familiar with the controversies plaguing the USPS – from assurances by the postmaster general to prioritize election mail, to more recent investigations into that same postmaster over a fundraising scheme to benefit Republicans. 

So while the debate around mail-in voting will genuinely affect voter turnout, exactly how this plays out is anyone’s guess. 

Ultimately, mail-in voting is just one factor in a dramatic, highly consequential election – one that’s being watched the world over. Through our research, we’ll continue to explore consumer perspectives on critical issues, such as this one, leading up to November. 

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The role of early adopters in a tech-driven world

Alongside essential workers, technology has been christened one of humanity’s saviors amid the pandemic.

With the industry’s fortunes soaring, many consumers have found themselves flirting with technologies they once gave the cold shoulder. 

According to traditional marketing segmentations within the tech category, early adopters are responsible for the second phase in the process of a technology’s widespread adoption. They enable a product to achieve mass market appeal among the majority before it eventually spreads to the last adopters – the laggards. 

As user bases of various software and hardware products have boomed under lockdown, the question is now: what does this mean for the future of tech marketing

Using our pre and post-COVID data on early adopters, and those later on in the technology uptake lifecycle, we can track the evolution of various trends and highlight the distinctive qualities of those still striving to stay ahead of the adoption curve. 

Laggards have made advances – for now.

Through our ongoing, multi-market research covering internet users’ thoughts, motivations, and behaviors, we’ve made detailed profiles of consumers at different stages of the tech adoption process. 

Early adopters are those who agree that having the latest technological products is important to them and own devices like smart watches or VR equipment – which are yet to penetrate the wider market.

On the other hand, laggards are indifferent to the latest technological products and generally consider themselves averse to change. 

Laggards braving new waters

This chart both reinforces the post-COVID tech boom – the logic behind potentially dropping technology adoption segmentations – and puts forward reasons for keeping them. 

It’s true that even laggards have been pushed to trial new solutions, with many liking the experience. The growth in laggards wanting to continue using new technologies is also far more significant than among early adopters, a large portion of whom already used these tools pre-pandemic.

Despite their intention, however, our data shows that laggards (who became tech-oriented out of necessity) are less likely to sustain certain behaviors post-outbreak.

For example, though the percentage of early adopters who have been spending longer on apps has increased since April, the opposite is true of laggards. 

Companies shouldn’t rely on the tailwinds of lockdown when making future marketing decisions. 

Comparing laggards’ intention versus their likelihood of sustaining various activities presents an argument for being conservative when estimating the long-term impact of COVID-19 on the size of a product’s customer base. 

Not all of these expanded user bases will be sticking around. Certain technologies may fill a functional need for now, but will see levels of sustained engagement drop over time.

Levels of uptake – and whether they’re sustained – depends on the technology.

Though some purchases have taken flight, others have largely fallen flat; and certain categories are set to benefit from the effects of lockdown more than others. 

The recent spike in those planning to buy home exercise equipment can partly be attributed to the likes of digital brands like Peloton, which recently saw its shares rise by 9.6%. 

Analyst Heath Terry justified his prediction of 200,000 additional customers in Q4 by citing “an acceleration and steepening of the adoption curve”. Indeed, the company had such success during lockdown that it actually paused its marketing efforts

Hardware and digital sales have room to grow

But it’s worth remembering that in some cases, offline competition is re-emerging. 

The gym, for example, poses an offline threat among those choosing to exercise at home through digital means: around a third of pre-COVID gym-goers say they’ve either returned to these spaces or currently have their memberships on hold.

As more go back, it could cause adoption rates for digitally-led exercise subscriptions to level off.

The consumer adoption curve still holds value; we just have to be aware of it changing. 

Other industries show similar frailties. As shown in our latest wave of coronavirus research, around half of consumers are either very or extremely interested in enrolling on online education courses. But, only 14% of global consumers are currently paying to use them each month. 

There’s still work to do in convincing consumers these services are worth the expense, which means early adopters will be needed to make their benefits known to a wider audience.

While word-of-mouth may generate more awareness, brands can rely on early adopters to help them convert intention into purchase. 

The same is proving true in areas like telehealth, with experts being careful not to describe widespread adoption as an inevitability. 

Early adopters will still be relevant in a post-COVID world.

Early adopters are known for playing the unofficial role of brand ambassadors.

Pre-COVID, laggards were 26% more likely than average to discover new brands via word-of-mouth recommendations; while around 8 in 10 early adopters said they regularly informed others about new products.

This is an apt illustration of the relationship between early adopters and laggards. One informs, and the other assimilates. What’s more, we’re seeing a continuation of this pattern post-outbreak, as early adopters persist in driving the online conversation around technology.

While 12% of all internet users post an opinion about tech online each month, this more than doubles among early adopters. 

Profiling early adopters

Despite being a small consumer segment, they’re still among the most responsive to tech companies.

Early adopters are more than twice as likely to have provided ideas for a new product or design in the last month.

Foldable phones haven’t entered the mainstream yet, but Samsung’s betting on these devices becoming one of the major pillars of its future. As a means of raising awareness, the brand has publicly called on early adopters to share snippets of their experience with the Galaxy Z Flip. 

There’s a reason why Samsung has chosen to target this group, and maintain this aspect of its marketing strategy post-COVID. Those who see technology in pragmatic terms aren’t likely to look beyond the solutions they’ve been pushed to adopt, let alone interact with brands about potential new products.

Therefore, this group’s feedback and critique remains vital for companies looking to refine their product before taking it to a wider market.

From innovation to adoption

In the tech sphere, conventional marketing models will still play a role as the dust settles following widespread lockdowns. 

Using this information as a guide, it makes more sense to say that the technology adoption curve has gathered momentum, rather than changed shape altogether.

In the coming months, we’re likely to see marketing strategies within the industry adapt to cater for a broader consumer base. But when it comes to communicating the latest tech trends and trialing upcoming products, early adopters are still the leading actors.

Despite recent acceleration, a widespread uptake of innovative products isn’t something that happens overnight – or by itself. Fortunately, early adopters are still ready and willing to serve as society’s unpaid tech correspondents and contributors. 

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The 5G market: sizing up the opportunity

woman using 5G

The buzz around 5G has been building for a while.

With promises of internet speeds a hundred times faster than 4G and the role it’ll play in powering the machines of the future (immersive gaming, autonomous cars and precision agriculture to name a few), the anticipation seems justified. 

But a twist in the story since our last 5G report means consumers in some parts of the world will have to wait longer than expected.

Recently it was reported that major 5G markets, including the UK and U.S., have cancelled plans to install the equipment because of issues around the misuse of data and the threat this could pose to national security.

But the question remains, has 5G lost its momentum, or is there still room for a faster, smarter, more capable cellular network?

The answer awaits those willing to invest in understanding their markets. 

Here, we demonstrate how businesses in the 5G space can use consumer data to spot the opportunities, and interrogate their true value.

The challenge: a lack of visibility over key 5G markets

Huawei is a major supplier of 5G equipment, and when questions arose around its use of data, sanctions were enforced by some nations limiting its ability to operate in those regions.

With Huawei banned from operating in the U.S., American tech companies like Google have also been barred from engaging with them. Google has a host of tracking software marketers rely on – and should any brand lose access to these, gaining sight of user behavior becomes limited.

And with the tech industry evolving, there’s an increasing need to get to grips with: 

  • Changes happening (and in which markets).
  • Consumer attitudes, especially around network security.
  • Expectations surrounding 5G across different audiences.
  • Device ownership across mobile, gaming and smart technology.
  • The competitive landscape.

Ultimately, gaining a clear understanding of the overall 5G market, its size and consensus (especially in regions now delaying their 5G setup) is now a real challenge.

What we know about today’s 5G consumer

Our latest research reaffirms the idea that the world of consumer electronics is changing, fast. 

But one thing that’s remained steady is demand for 5G.

chart showing interest in 5G is high and many want it in the future

Here’s another stat for you:

46% of U.S. and UK iPhone owners plan to upgrade in the next year, and 53% want 5G.

And for those who’ve bought into 5G networks already, they’re happy with the results.

Overall, feelings towards the 5G product are positive, which means  scope is certainly there for brands hoping to capitalize on new,  5G-related opportunities.

chart showing the speed of 5G is already impressing consumers

But of course, the landscape changes at an alarming rate, and with the consumer mindset in flux coupled with the continuing political developments in this space, keeping track of sentiments like these is important. 

Identifying the opportunities with data

While we’ve shared  a few examples of the kinds of insights you can retrieve, knowing how to collect data and size the opportunity in your markets is key.

1. Behavioral patterns.

The ways in which we use our devices, stream media and buy tech products has changed in the wake of the pandemic. 

Knowing where these shifts have occurred and what it means for your business will allow you to pivot towards the most lucrative channels.

2. Geographic data.

With a growing number of regions now postponing 5G, getting a regional view of consensus is paramount.

A global data set will give you insight into out-of-sight 5G markets, so you can direct your attention where it’s most wanted.

3. Attitudes, motivations and perceptions.

The 5G topic is a controversial one, not least because of public fears around data protection (and even radiation), but because of the political tensions that accompany it. 

Now, more than ever, there’s a need to listen to people on the ground to get a feel of the rationale behind their opinions and perceptions around 5G – especially in areas where concerns have arisen. 

Psychographics allow you to understand exactly why people may choose (or choose not to) engage with certain brands and products, as well as what drives them to take certain actions. 

4. Demographic data.

More and more users, especially older generations, are buying into smart technology. 

With greater fluency across wider age groups it’s important to know exactly who may be interested in buying your products and services, and exactly what value they seek to gain from them.

5G market sizing

Deep consumer data can reveal exactly which individuals make up your market, and accurately estimate its size. 

With extreme changes in consumer attitudes and behaviors muddying previously predictable patterns, now’s the time to listen to your audience so you can forecast your potential ROI. 

With GWI, you get a strong understanding of the size and scale of the market you’re targeting.

It means you’ll be well positioned to monitor trends and fluctuations in the 5G market, and maximize your impact in a cost effective way.

Here’s how it’s done in three simple steps: 

  1. Combine and analyze tens of thousands of data points and develop a clear picture of who’ll engage with your brand, and who’s most likely to buy your products in a specific region or sector.
  2. Scrutinize this audience in detail to ensure your brand has visibility over how to align with consumer demand. This can be achieved by segmenting and profiling your audience according to their demographics, geographics, behaviors, lifestyles and motivations.
  3. Once your audience is perfected, GWI gives you an exact figure of how many potential customers you have. You can see this on a global or regional view.

Psychographic spotlight: attitudes to data security among U.S. tech adopters

There’s no doubt data security is a concern in the U.S., – both at a government level and on a consumer level. 

Today, more than ever, U.S. consumers are more in-tune with how their data is used and stored. In fact, fear over data privacy is in the top five most cited concerns nationwide, with personal health, healthcare, gun crime, terrorism and climate change also high on the list.

To make this more applicable for brands in the 5G space, the chart below shows how tech owners express greater concern over data security than the average consumer.

chart showing the security of data peaks among tech buyers

As the primary adopters of tomorrow’s even smarter technology, it’s important for brands in the 5G space to be aware that a poor track record could mean consumers turn away from specific products and services. 

This highlights the need for brands to get under the surface and find out what really matters to their audience – especially in the sea of change we’re experiencing today.

Key takeaways for brands in the 5G space

The 5G story is far from finished, but when grappling to stay relevant and build trust in your core markets, investing in understanding the needs, wants and fears of the people who’ll be using your products is worth it.

With a global data source offering a fresh perspective on regional behaviors, attitudes and motivation around 5G, you can spot the opportunities in areas where visibility is limited. 

In the midst of 5G noise, and confusion, brands that look closely into the mindsets of their target markets will have the best chance. 

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A byte-sized guide to TikTok and the new social media

TikTok has been in the media spotlight for quite some time. Even in light of its speedy climb to success, it’s not easy to figure out why the app succeeded where so many social media challengers failed.

Creative, fast-paced, and always delivering content to users, TikTok has given creators and influencers a substantial profile, and arguably the biggest shortcut to a huge audience – all of which are possible explanations. 

But the question many are now starting to ask, as the app increasingly receives more attention from marketers and government bodies worldwide, is how do consumers and brands actually use it? And, what does this suggest about the future of social media? 

Research from a recontact study we conducted in June among U.S. and UK internet users, and insights from the latest wave of our B2B dataset, put forward some possible answers. 

Why consumers use TikTok

TikTok’s ability to shape the cultural sphere has been obvious since it powered “Old Town Road” to top of the charts, and gave artists like Lil Nas X and Lizzo a substantial boost. It’s easy to obsess over the celebrities and big-name influencers on the platform, but our data highlights the platform’s broad package of use cases. 

chart showing reasons for using TikTok

The motivations often attributed to TikTok, like following influencers and self-promotion, come significantly behind the broader reasons for using social media – like entertainment and filling up spare time.

Compared to other platforms, the “social” reasons for using the app are much further down the list. With the focus on content creation, TikTok’s direct messaging features aren’t front-and-centre, in the way that social media sites have generally taken shape. 

52% of social networkers in the U.S./UK mainly use social media to stay in touch with what their friends are doing, compared to 22% of TikTokers in our chart. 

So though it’s worth noting the often overlooked similarities between TikTok and other social sites – which also help fill in time during the day – there are several important differences. While only 11% claim to be using TikTok to get famous, around 3 in 10 use it to express themselves, with the app’s inspirational qualities also shining through our research. 

Learning, for example, is not a word typically associated with TikTok. But with a quarter of TikTokers using the app to discover how to do new things, it clearly has many unexplored capabilities. 

The trend of using TikTok as a means to teach science to Gen Zs emerged last year, and university researchers have since used it to explain a diverse range of topics. High school chemistry teacher Phil Cook first posted a lab demonstration last August, and now has over a million followers.

With big names in the tech space lining up to buy and control TikTok’s U.S. arm, there’s plenty of opportunity for further expansion. Many have wondered what Microsoft would do with TikTok, but a future acquisition could leave room for “imaginative synergies in gaming, chat and education”.

How consumers use TikTok

TikTokers are regularly viewing a string of recommended videos, as well as hashtag challenges and livestreams – which offers countless opportunities for exposure.

chart showing actions while using TikTok

The pandemic has led many to have a go, with 27% of Gen Z creating more videos during lockdowns.

But despite users upping their creation efforts, TikTokers are still less likely to participate in challenges themselves.

Committed creators remain in the minority and should therefore be considered separately by brands: among those who regularly create videos and participate in challenges, the desire for inspirational content is much higher and over half like to watch trending videos, which spark the imagination.

Campaigns that draw on popular culture and recent events in ingenious ways will capture the attention of this resourceful group – enabling them to stay on top of, as well as participate in, the birth of new trends. 

The potential audience on TikTok has led some brands to dabble with social selling, but the platform’s nuances in this area have to be respected. Fewer TikTokers cite researching products to buy as an incentive for using the app (14%), than social networkers do for using social media sites in general (28%).

However, compared to other social networkers in the U.S. and UK, TikTokers are over 80% more likely to cite a “buy” button on a social platform as a purchase driver. As the platform’s selling tools develop, it’s likely that impulse buying will be most at home on it, rather than a detailed researching of products. 

While TikTok introduces selling features in the U.S., commerce capabilities are already well-embedded in the Chinese version (Douyin). It’s had success in its home country, largely thanks to a partnership with shopping app Alibaba. 

With impulse buying seemingly in mind among TikTok users, selling strategies in the West may well end up akin to the “drop” model often used in China, where limited runs of merchandise are teased and sold through the app.

This points to the sort of direction this platform, and others like it, can hope to move in the future.

TikTokers are clearly open to interacting with branded content and buying via social media, but brands need to make full use of the app’s capabilities and introduce relevant content to drive engagement. 

Popular hashtag challenges come from the likes of Walmart (#dealdropchallenge) and Chipotle (#Boorito) – with the former urging customers to express how its savings make them feel through dance, and the latter using the Halloween season to bring costumes into the creative mix. 

By inspiring entertaining content that can be linked to the brand, these companies offer demonstrations of how TikTok can be put to good use. 

Why brands use TikTok

The agricultural sector may not be the first that comes to mind when contemplating TikTok usage stats, but a quick Google search reveals that a massive 1.8 billion people have watched a video with the farm hashtag. 

The app has been credited with connecting farmers and consumers during the pandemic, which speaks to the reasons brands use TikTok. 

Surprising as it may seem, you can understand a lot about TikTok and similar apps’ potential by looking at farmers. Douyin has been a revelation to Chinese farmers, giving them a direct line to their end-consumers for the first time. When you think about it as a D2C model, you can see the potential for businesses in other sectors to connect directly with consumers.

At the moment, around 1 in 10 knowledge workers are aware of their team or company having a work-related TikTok account. This does vary significantly by sector – rising to 25% for the agriculture industry, followed by the likes of PR (20%) and IT (18%). 

chart showing why brands use tiktok

TikTok is primarily used in the early stages of a sale: for raising brand awareness and driving consumer engagement. 

This holds a lot of potential for D2C companies more broadly, as small businesses can reach a huge audience without the traditional spend on marketing.

What’s more, over 1 in 4 knowledge workers in this group claim to use TikTok for the purposes of selling.

TikTok has gradually been adding to its shopping features over time, while involving creators. Levi’s is one of the first retailers to integrate a “Shop Now” button into its creator videos, and has already witnessed increased traffic to its website as a result. 

Though the reasons for brands using the app generally center around communication, certain countries and industries are breaking this pattern. 

Selling is the top reason for businesses using TikTok in the U.S., and peaks in industries like marketing (50%), insurance (50%) and the environmental sector (45%) – known for its grass-themed merchandise. 

While it’s early days, we can expect the selling-related stats in our chart to slowly increase as companies become better acquainted with the app’s evolving purchase tools. 

What brands should know about advertising on TikTok 

We’ve laid out the reasons why TikTok is well-suited to lend itself to social commerce and given examples of how brands have used it in the past. But also worth pointing out is that the app has a distinct vibe, which gives off a different energy to that of other social platforms. 

And with rival apps emerging as well, these might herald broader changes in social media behavior – especially in light of what some are calling “COVID-fatigue”, as social networkers begin to crave more light-hearted material.

chart showing main vibes on tiktok

We asked TikTokers what content they most like to see on the app, and the most-cited video qualities were funny and creative. 

Various brands have figured this out. In contrast to what’s usually shared on its YouTube and Instagram accounts, the NBA’s TikTok clips are typically more laid-back – once featuring a chihuahua dunking a basketball during its halftime show.

This doesn’t mean brands shouldn’t vary the nature of their videos; the league regularly posts motivational videos on the app, which is a type of video content that around a third of TikTokers like to watch. And the agricultural industry may be better suited to an informative tone, which is equally popular among users. 

By the same token, different age groups also take more of a liking to certain types of content: 35-44s are the leading enthusiasts when it comes to motivational snippets (44%), while 25-34s take a shine to informative videos (41%). 

TikTok is dancing, for now

With a third of TikTokers in the U.S. and UK following brands they like on the app, the platform is well-positioned to boost its commercial qualities. 

TikTok may be facing a long list of pressures, most noticeably in areas like data privacy; but its success has forced rivals to move, as evidenced by the creation of Instagram Reels.

Though the app’s continued presence in the West isn’t guaranteed, it’s introduced several new ingredients to the social media mix that are worth noting. 

From taking creativity to a whole new level, to establishing fresh space for D2C companies to flourish and brands to display character, TikTok has left a permanent stamp on the social sphere – and serves as an example for platforms looking to enhance these qualities in the future. 

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2020 consumers: the story so far – part II

Back in March, before most countries had entered full “lockdown”, just a fifth of the consumers we surveyed globally expected the coronavirus outbreak in their country to last longer than six months.

Fast forward to the middle of summer, and that picture had changed dramatically. By July, the number had risen to two-thirds. A fifth now thought it would take longer than a year to be resolved. 

As the full impact of the coronavirus outbreak became clearer to consumers, mindsets changed quickly: this was going to be a long-game, rather than a short-term moment of disruption. 

Simultaneously, marketers and planners realized changes in consumer behavior might not be so fleeting as first thought; instead of just adapting to cope with a temporary period of restrictions, behaviors were evolving into a ‘new normal’ way of doing things. 

Consumers adapted, and liked the results.

In many cases, consumers found their adaptive behaviors delivered outcomes that were equal to, or better than, their pre-coronavirus habits.

In places, their day-to-day lives were becoming more efficient, more budget-friendly, more sustainable, or more enjoyable.

Workplaces around the world found mass remote working was viable. Fitness enthusiasts acknowledged that in-home exercise was more effective – or tolerable – than they imagined. Hundreds of millions of people (re-)discovered their inner chefs.

Understanding consumer mindsets is key to identifying permanent change.

Some have positioned the pandemic as The Great Reset – a moment when many expectations, behaviors and attitudes will be reconfigured. 

This is undoubtedly the case in some areas, but separating fact from fiction requires important caveats.

Firstly, our trended data shows pronounced differences in countries which experienced early “success” (China, New Zealand, Germany) vs. those where infection rates have continued to rise. 

Where governments were able to suppress or contain the outbreak relatively effectively, consumer concern levels dropped quickly. And, crucially, people were much more likely to say they planned to revert to many (though not all) of their pre-pandemic behaviors.  

Secondly, the early months of the pandemic saw consumers spending more time on a wide range of media consumption and home-focused activities. But enthusiasm for many of these has waned among some groups as time has moved on. 

Expressed intent doesn’t always convert into actual behaviors, especially when that expressed intent comes in extraordinary circumstances. 

Thirdly, our data shows that large majorities of those saying they were spending more time on various activities were already engaging with them prior to coronavirus.

Put more simply, most people who said the pandemic meant they were spending more time on something like music streaming were already music streamers prior to the disruption.

It wasn’t so much new audiences taking up the activity, but existing audiences engaging more frequently or intensively. 

Generational shifts are where the stories lie.

Amidst the rich data we’ve collected at GWI, there are clear signs of new types of engagement – and therefore opportunities for marketers. 

In most cases, these shifts aren’t among total populations. In the first part of this blog, we saw some trends which had been accelerated most prominently among younger groups. 

In this second part, we shift our attention to older consumers – looking at three areas where significant numbers of boomers are engaging with digital activities for the first time.   

Boomers spend more time on digital media consumption.

Since GWI began tracking time spent on various forms of media in 2012, the most striking changes have been the rising amounts of time spent on “newer” activities or devices, such as social, streaming and mobile. 

Younger consumers were always at the forefront of this. Older groups continued to spend far longer on traditional media – such as broadcast TV and print media – and were far more resistant to embracing digital alternatives.

Shifts seen between our Q1 and Q2 2020 data suggest the coronavirus pandemic has played a key role in changing this. 

Time spent on media per day among boomers

With boomers around the world confined to their homes, they have engaged with activities like social media, music streaming and online TV more heavily than ever before. Simultaneously, the increases we were already seeing for mobile have been accelerated.

Time spent on more traditional devices and activities also grew during this period, but not to the same extent.  

This evolution among boomers means more eyeballs on a wider variety of screens for a longer period of time. 

And with activities like TV streaming and social being among those that consumers have consistently said they will spend more time on after the pandemic (even in countries which have contained the outbreak relatively successfully), this is a trend that’s set to stay.

Mobile payment usage is up among boomers.

Across our five waves of dedicated coronavirus research in 20 different countries, one theme has been strikingly consistent: decisions, behaviors and attitudes are driven by a safety-first mindset.

Consumers most expect shops and public spaces to have rigorous cleaning measures in place. 

Domestic vacations and staycations have boomed as people look to minimize risk and uncertainty over their trips. Inside stores, safety trumps convenience (with measures like social distancing and mask-wearing attracting higher levels of support than things such as longer opening hours).

Ecommerce has been a major beneficiary of this, particularly as significant numbers say they want to visit stores less frequently. But for those who want their retail fix – or for those moments when there’s no alternative to an in-person visit – the desire to minimize contact has been notable.

One consequence of this has been a diminished role for physical money, the usage of which has been discouraged by many retailers, if not prohibited altogether. This has catalyzed the already growing trend towards using mobile payment services – most especially among boomers. 

Mobile payment usage among boomers

Globally, usage of these services has remained on a slow but steady upward trajectory in recent quarters. But if we compare Q4 2019 to Q2 2020, growth among boomers around the world has been 2 or 3 times faster than among the total population.

That it has risen by 4 points among boomers in Asia Pacific is important, but this region has always been at the forefront of adoption. 

That mobile payment usage has risen by more than 4 points among boomers in North America is more significant. Growth of 3 points in Europe is equally noteworthy. The rises might not sound substantial, but these regions have remained behind the rest of the world in terms of adoption, principally because of a lack of enthusiasm among older consumers. 

We might of course question whether increased adoption has come because of necessity or out of choice, as boomers generally spent more time on their mobiles during the crisis.

Nevertheless, the pandemic appears to have boosted how boomers engage and interact with their smartphones, with many seeing it as a more diverse and flexible tool than before.

Boomers are embracing gaming in greater numbers.

During lockdown, gaming was a welcome distraction for many. 

For the most part, it was pre-existing gamers who were spending more time on this activity. But if we start to look at the picture through a generational lens, we see a very notable uptick for boomers.

Between Q1 and Q2 2020, there was a modest increase globally in the numbers who said they had gamed in the last month – from 84% to 87% (this covers everything from hardcore gamers to the casual smartphone player). 

Look just at boomers, though, and the numbers grew from 57% to 65%. Coming after several quarters of little or no growth, that’s a substantial rise.

Gaming among boomers

What’s particularly interesting here is that all devices might have recorded growth for gaming among this demographic, but it was PCs and laptops where it really accelerated. 

Smartphones remain the most popular gaming device among this group.

This is partly because many gamers are at the casual end of the spectrum (playing via apps) and, as we’ve already seen, because these devices generally attract more attention.

But PCs / laptops are now a much closer second than they were before, with growth being especially concentrated in North America and Europe. During lockdown, this suggests boomers looked for more intensive forms of gaming than could be facilitated by their phones. But rather than investing in new technology (e.g. consoles), they turned to their PCs and laptops. 

Boomers remain more attached to these larger devices than any other demographic (30% list them as their most important devices – more than twice the number in the younger groups). 

This is a classic example of an adaptive behavior (using existing devices for a new activity) which now has the opportunity to establish itself as a permanent fixture. These types of shifts are key to understanding what the new normal looks like. 

Key takeaways on the new consumer landscape

  • Many trends instigated or accelerated by COVID-19 haven’t been universal. Understanding patterns by demographic is key; regions and generations have their own unique stories which are unfolding.
  • Amidst the noise, look for signs of permanency. The extraordinary nature of the pandemic led to an explosion of new or intensified behaviors. Many of these could or will revert once a greater sense of normality is restored. Understanding when and where adaptive behaviors have delivered material benefits or improvements for the consumer will be central to understanding what sticks, and what doesn’t.
  • Digital engagement among boomers has been permanently boosted. From mobile to social, gaming to streaming, we’ve seen boomer numbers rise during the pandemic. Coming from the generation which has always been the least enthusiastic about these activities, that significant numbers have engaged for the first time, or via new devices, gives confidence that these are permanent shifts – especially in North America and Europe.

To explore these insights in full, visit our coronavirus hub and download our white papers.

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2020 U.S. election: the impact of government and media distrust

With the U.S. presidential election drawing nearer, knowing how and where voters consume information is more important than ever. Especially with the rise of the “fake news” phenomenon making consumers increasingly unwilling to trust various media outlets and institutions. 

Using GWI USA, our newest data set focusing on the U.S. market, we’ll explore how these issues play out among consumers ahead of the election. 

American consumers don’t trust their government. 

The current presidential administration’s tenure has been characterized by mistrust from the start. Since the rise of the COVID-19 pandemic, however, U.S. consumers have been particularly skeptical of the information coming out of the government. Our Coronavirus research sheds some light on this. 

At the beginning of April, 42% of people agreed updates from health organizations were the most trustworthy sources of information on the virus. 

Meanwhile, 38% considered news channels on TV trustworthy. Only about one-third said the same of government updates. 

The global picture, by comparison, is much more trusting of the government. Our research shows half of global consumers consider government updates a trustworthy source of COVID-19 news – making it the most trusted source. 

This discrepancy between U.S. and global sentiment is unsurprising for many. And reflecting on how the United States has failed to adequately deal with the outbreak is likely a factor.   

Overall trust in the government, aside from pandemic-related questions, shows clear divisions along party lines. 

Data from GWI USA shows 14% of Americans don’t trust their government at all.

14% of Democrats align with these feelings of distrust, while trust is higher among Republicans – only 9% don’t trust the government at all. 

Meanwhile, nearly a fifth of U.S. consumers who don’t plan to vote in the next election report this feeling of distrust – suggesting there may be a connection between complete distrust in the government and abstention from voting.

Suspicions around the media, and its treatment of the president, are high.

Distrust in the U.S. government falls hand-in-hand with distrust in the media. 

“Fake news” has posed particularly difficult challenges for the American public, and this problem will likely only get worse as we get closer to the election. 

41% of Americans say they don’t trust the media at all, and nearly half report they don’t trust some of the news stories they see online. 

Feelings of distrust differ across party lines, with Republicans generally being less trusting of the media. 37% of Democrats and 45% of Republicans say they don’t trust the media at all, for example, while the split among those who distrust news stories they see online is at 44% among Democrats and 60% among Republicans. 

Interestingly – and very consequentially – swing voters are the most distrusting of all. 48% of swing voters report they don’t trust the media at all, and 64% don’t trust some of the news stories they see online. 

As these are often the most influential group of voters, this finding is concerning as we come closer to the presidential election. It also has huge implications for how candidates, party leaders, and their super PACs try to credibly speak to swing voters. 

Attitudes towards political news coverage also reflect distinct party values – as well as who’s in office. 

While 30% of Democrats feel that major news outlets treat the President fairly, only 7% of Republicans agree. 

Meanwhile, only 27% of Democrats wish news outlets were less biased in their coverage, but 58% of Republicans share this concern over news coverage biases.

If voters feel they can’t trust the media, this opens up many questions this election season. Where will they turn for accurate information on the candidates? And how will they decide to cast their vote amid questions of potential hazards of in-person voting during a pandemic, and controversy around the veracity of mail-in ballots? 

Americans are both reliant on, and suspicious of, social media. 

Social media has transformed into an alternative outlet for political and other news. 

And in some cases, platforms have taken up the mantle of holding both leaders and traditional news outlets to account. Twitter, for example, has been flagging tweets that don’t follow community guidelines and values – including any that may dissuade people from voting.

These actions are key, particularly since the next generation of voters is highly active on social channels and largely relies on them for crucial information when forming their political views.  

But social media as a political news source goes far beyond the youth voter bloc. 

Nearly a third of all American internet users have viewed news clips or articles on social media in the past month.   

Despite increased use of social media for news in recent years, however, 23% of Americans don’t trust social media companies at all. This distrust is most strongly felt by non-voters (28%), followed by Democrats (26%), swing voters (24%) and Republicans (16%). 

Looking at this by age groups, nearly a fifth of 16-34s report they trust social media companies quite a bit – more than any other group. This reaffirms the crucial role social media plays as a news source for young audiences and shows as candidates and their supporters work to get the youth vote out, using social media responsibly will be key.  

However, despite a distrust in social media companies by older generations, these audiences view more news articles on social media than younger groups. This may partially be attributed to younger audiences using social for a myriad of reasons, whereas these platforms have more limited applications – namely maintaining connections to friends/family and the world – for older audiences.

This points to an interesting and important dichotomy that is often at the heart of our relationship with social media. Despite  being more distrustful of social media, older internet users are actively consuming its news content. More actively, even, than the younger user base. For all of the grumbling, social media is a core source of news – and that’s unlikely to change. 

What does this distrust in news and media mean for the election?

The issue of trust, news, and credibility is one to be reckoned with this election cycle – perhaps more than ever. This is a challenge for those who create and disseminate information, in finding the right messages and channels to resonate with their audience. But it’s also a challenge for consumers – where do they turn to for credible information? 

Additionally, the clear divide between political parties, swing voters, and even non-voters in their levels of trust adds complexity. On the one had, Republicans are trusting of the government but not of the media. On the other end of the spectrum, Democrats and younger voters distrust the government, yet are more trusting of both social and traditional media. 

National distrust in the government and media is unlikely to abade as we draw closer to the election. 

And the consequences on voting practices, perceptions of fraud, etc. may be far-reaching. The current debate around mail-in ballots and the USPS tells us that much already. By understanding the unique biases of both our target audiences as well as ourselves, those targeting Americans can enter this election season with a more informed outlook. 

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Shaping a B2B marketing strategy that’s driven by data

woman shouting into megaphone

Marketing to businesses isn’t the same as marketing to individual consumers. That much is obvious.

What’s not so obvious is what makes a strong B2B marketing strategy today – especially given most professionals are experiencing a totally new way of working since the modern workforce was turned on its head. 

This transformation isn’t just changing how B2B buyers think and behave – it’s making them reevaluate their readiness to adapt to change fast, among other things. 

Staying in the know about what that change is, and what it means for your strategy is crucial to survive and thrive in the new landscape we find ourselves in.

Our latest wave of research from our GWI Work data set, representing over 330 million professionals across 10 markets enables marketers in the B2B space to pinpoint who their ideal buyers are, what defines them, where to reach them, and what content will resonate most. 

Here’s how data like this can provide a window into the world of the new working professional, and what it takes to weave the findings into your strategy for the right results.

What drives the B2B buyer? 

1. Information (but in certain formats).

Professionals, like consumers, expect to find the answers they need quickly and easily. The best purchase journeys are those that pinpoint exactly what your customer needs at their stage of the process. 

And like the B2C consumer, professionals have certain expectations of the types of content they’re presented with, and where to look to find it. 

While you may see social content and reviews as the go-to mediums of product research for the B2C buyer, the B2B buyer might be more likely to seek testimonials, case studies, white papers and personal recommendation.

36% of professionals use social media for product research, compared to 44% of consumers in general.

Being attentive to the kind of information, messages and formats expected at certain stages is key to staying top of mind.

2. Security.

When it comes to making the final purchasing decision, security is valued above all else.

54% of professionals say security is very important when deciding to buy a product. 

This specifically refers to the use of data, which they want to be protected and encrypted. Armed with this kind of knowledge about the B2B buyer, vendors can tailor their product offering and messaging to ensure they’re hitting on key requirements.

3. Ambition. 

Perhaps unsurprisingly, professionals are an ambitious bunch. 

66% say they’re very career-oriented, and 73% say they’re driven to achieve more in life. 

For vendors, capitalizing on this comes down to presenting the ‘right kind’ of value to them on a professional level. Giving your buyer the tools to support their progression and demonstrate to decision-makers that your product will benefit the business makes the process much smoother. 

Even though B2B buyers aren’t parting with their own money, the stakes are arguably higher for them. 

4. ROI.

The aim for any business is to make profit, so this should be at the forefront of your mind when developing your targeting strategy. 

Professionals want to see the value your offering will provide, and although money isn’t something you’ll shout about in your content from the beginning, it will play an important role later on in their purchase journey.

51% of professionals state value as a very important factor in the decision to purchase, whilst price is slightly lower down the list at 48%. 

Remember, the professional will need to make a case for purchasing a product so they’ll need to demonstrate the rewards are worth the investment. 

Steps to shaping a data-led B2B marketing strategy

Crafting an impactful B2B marketing strategy comes down to knowing who your audience is, sizing the market, mapping out the journey, and delivering the right message at every stage. 

But the key to succeeding in each of these areas comes down to the accuracy of the research – this is where data takes center stage. 

1. Find the right data.

A detailed source that offers a detailed look into the roles, sectors, demographics and behaviors of your target audience goes a long way towards detailing who your audience is, and what they do. 

But to take this to the next level, you need to understand the thought processes behind these actions. 

Having the ability to integrate psychographic data points into your analysis adds a layer of clarity that demographics and behaviors alone can’t offer. 

Combining this with the ability to trend the data over time means you can  get to grips with the evolution of the B2B landscape in their field.

2. Define your personas.

Developing a B2B persona appears daunting because of the extra layers of complexity added when targeting an individual as part of a wider business. 

And because businesses don’t willingly offer information about their needs, who makes the decisions, who might influence decisions and so on – using third-party data sets like GWI Work is the key to unlocking these insights.

When developing your target persona, here are areas to focus on (with a small sample of the thousands of data points you could collect for each): 

  • The roles: Who are the people within the business who will benefit from your product or service? Will they make the decision to purchase, or will they need to pitch it to a manager?
  • Demographics: How old are they? Are they male or female?
  • Behaviors: How and where do they search for solutions, brands and products? What are their preferred methods of communication with vendors?
  • Psychographics: What are the main purchase drivers? How do they perceive themselves and their roles? What do they value most from the products and services they search for? What are their top reasons for purchasing new products? 

3. Size the opportunity.

Because you’re targeting professionals, which already represents a segment of the wider population, the B2B target markets tend to be smaller than B2C markets.

With GWI Work, once you’ve identified your audience, it’s possible to get an accurate estimate of the size of your market – and the most lucrative areas to target with your content.

With a clear picture of this, you can effectively forecast spend, and campaign returns. 

See our full step-by-step guide to market sizing here.

4. Optimize your presence in the right places. 

We already mentioned the B2B buyer has specific expectations of the kind of content they expect to see at their stage of the journey.

Solid insight can help you pinpoint exactly what your target sector (and the buyers working there) look for from their products and services, and where they look for them. 

This will focus your channel strategy across: 

  • Paid campaigns: Knowing the lucrative platforms, sites and formats your audience enjoy is key here, and how much budget to assign on a campaign level.
  • Organic channels: Knowing where to invest in building your presence, the kinds of information your audience looks for, and the types of content that will cultivate a dedicated following.

Finding your niche and harnessing the opportunity

The challenge of B2B marketers has always been getting visibility into who, what and where their audience is.

This limits how far you can effectively reach your audiences with engaging B2B marketing campaigns.

Armed with the right kind of data, it’s possible to gain clarity into the often murky world of B2B marketing, allowing you to: 

  • Identify your buyers.
  • See how they think.
  • Map their journey.
  • Track trends over time.

This will result in more refined campaigns, more effective spend and, ultimately, greater returns – it boils down to sizing up the opportunity, and delivering on the needs of your audience.

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Why we’re redefining gamers

Lockdown has expanded the ranks of gamers. There are now as many gamers as there are people who watch TV.

While this offers brands huge potential in reaching new consumers, it means targeting them has become more challenging.

It’s time to change the way we define gamers.

Using data from our core survey and custom research fielded in the UK and the U.S. in July, we explore the following questions:

  • How has mobile gaming impacted the industry?
  • Why is the term “gamers” no longer viable?
  • How can using gaming motivations improve in-game advertising?

Gaming is attracting the attention of some unexpected audiences.

We’ve witnessed gaming’s popularity explode in a short space of time, with the industry value expected to reach $250 billion by 2025.

Between Q4 2019 and Q2 2020, gaming via any device grew by 7 percentage-points, with 87% of global internet users doing so.

To put this in perspective, gaming as an activity experienced somewhat of a downturn before Q4 2019, having fallen to 80% of internet users from 88% in Q4 2015.

This quick rebound stems from activity during lockdown, as the first wave of our coronavirus research in March shows over 1 in 3 internet users across 13 markets playing more video games.

As the figures haven’t budged by our fifth wave from July, it appears these habits are here to stay.

To really understand the importance of this surging popularity, we have to look at gaming engagement among some unexpected audiences.

Traditionally, gaming was associated with young males, of which 92% aged 16-24 played games on any device in Q4 2019, compared to 85% of females in this age group. 

But as of Q2 2020, however, 92% of females aged 16-24 play games on any device – putting them just 3 percentage-points behind their male counterparts. At the same time, gaming on any device among 55-64 year-olds grew from 57% to 67%. 

Smartphones are at the heart of this. They’ve proven crucial in attracting new audiences to gaming for some time and the outbreak has only accelerated this.

No longer requiring users to make an expensive, one-off purchase to play high-quality games, smartphones are providing budding gamers with a valid means to get into the activity.

Additionally, some of the world’s most popular franchises can now be played on mobile devices, further adding to their popularity. 

A major advantage is their equal appeal among male and female audiences, with 74% of male and female internet users playing games on this device. 

It’s something consoles and PCs have struggled with since their inception, both of which are more popular among males instead (29% vs 21%).

In Europe and North America, smartphone gaming is actually slightly more prominent among females than males (typically around a 5 percentage-point lead). This follows a similar trend to APAC, where mobile gaming has been a real hit for budding female gamers.

Likewise, 45% of 55-64 year olds now play games on their smartphones, but the real growth among this audience has been on PC/laptops – up 10 percentage-points in Q4 2019 (now on 35%).

Gaming on PC/laptops has risen just 2 percentage-points since Q4 2019 on a global level, but their popularity among older age groups signals a new lease of life for these devices, having experienced a period of slow decline prior to the outbreak. 

It’s worth noting also that mobile-gaming has promoted cooperation between smartphones and other gaming devices. This is dramatically furthering the development of cloud gaming – such as Microsoft’s XCloud service – which provides high quality gaming anytime, anywhere.

Gaming’s ubiquity puts it on the same level as social media usage or movie watching. Marketers would not target these groups indiscriminately, so why do the same with gamers?

The “gamer” tag is no longer useful.

Gaming hasn’t been limited to a niche group for some time, making the process of defining “gamers” a near impossible task.

Only by recognizing the numerous subcultures within gaming can we gain a truly harmonized perspective of different gaming audiences – instead of using an umbrella term to describe them all. 

Brand safety is at stake here. Making an ill-conceived effort to reach out to these subcultures through blanket advertising can do more harm than good.

Acknowledging how each franchise has its own very different set of players is the first step to understanding the tribalistic nature of modern gaming.

For example, franchises such as the Endless series attract a player base more likely to be community-minded, with over 1 in 3 players saying they buy products to access the community built around them. 

By comparison, just 1 in 5 Plants vs Zombies players buy products for this reason, and will require a different marketing approach to that of Endless players.

Lawrence Chan, Managing Director at MyRepublic Singapore, says brands need to understand that communication is about engagement.

“If you’re talking about a gaming community, focus on what you need to do to reach that audience. It’s a big market. And it’s a big base of consumers who are very interested in consuming your products if associated with the things they care about.”

Marketers should conduct research into the culture, history and community of the specific games their target audience plays. Rather than assume two different sets of players will be equally receptive to the same marketing strategy.

We can demonstrate these differences further by comparing two sets of franchise players based on their preference for community.

For example, 31% of Total War players say they want brands to run customer forums, in-line with their community-oriented mindset – while for Mario fans, this falls to 23%. The former want to be connected, and brands will have more success speaking to this player base en masse. 

But for players who are less community-minded put a greater emphasis on individuality, meaning they’re unlikely to respond to campaigns that fail to treat them as such.

Call of Duty fans, for example, want brands to make them feel valued (46% say this) against 38% of Endless fans. 

While these differences at a franchise level are indicative of the vast differences between gaming subcultures, brands also need to be aware of the reason these players are gaming in the first place.

Alongside gaming subcultures, identify motivations.

Gaming is a diverse activity, and people have different motivations for doing it. 

We used custom research fielded in the UK and the U.S in July to spotlight the motivations of those playing games during lockdown – specifically casual gamers, who game solely to pass the time, and habitual gamers who game out of habit. 

Here, we look past the act of gaming and zero in on their motivations for doing so. Brands that do this can thereby identify the most committed individuals and make an informed, data-driven approach to tap into the growing gaming advertising opportunity.

For example, of all those who say they played games during lockdown, 19% say they do so to socialize with friends. 

But by segmenting audiences by their motivation, we see 32% of habitual gamers play games for this same reason.

We can then go deeper, with male habitual gamers more likely to play games for social reasons (35%) than females in this audience (26%). 

Had we stuck to traditional gaming definitions, this is a sizeable female audience that would have otherwise gone unnoticed.

Another key motivator are online tournaments. They’ve proven extremely popular on the mobile scene and are important to both male and female habitual gamers who show equal interest in this feature (19%). 

In the absence of live sports and large events, advertising in tournaments presents a lucrative opportunity. And since many mobile games require ads in order to fund their free-to-play model, brands should have no trouble reaching these audiences.

But they need to bear in mind that casual audiences who game less aren’t as receptive to ads as their habitual counterparts. Hence identifying the greater need for a deeper look into gaming behaviors.

71% of casual mobile gamers say it’s important games are free to download (vs. 63% of habitual gamers), with 48% in this group also insisting games have as few ads as possible. 

Because they’re generally less committed gamers, casual audiences are more bothered by costs to their time and money.

But they shouldn’t be ignored in favor of habitual gamers, given their size and influence in the industry – casual gamers represent 48% of UK and U.S. internet users, while habitual gamers account for just 19%.

The growing importance of in-game advertising cannot be understated. And with more people gaming than ever, brands haven’t been slow on the uptake.

More mainstream brands in this space include such examples as JD Sports hosting esports competitions or Estée Lauder developing their own branded game, each having catered to a huge market of loyal fans by recognizing the diversity of gaming.

The lockdown has proven itself a real game changer for brands. Those who continue to treat “gamers” as a term befitting everyone who picks up a controller are missing out on a huge audience – and greater rewards.

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