BUILD A BETTER FOCUS GROUP

1. BUILD A BETTER FOCUS GROUP Learn more about your stations place in the community Thursday, Sept. 1 2016. 3:00 pm Eastern Time Hosted by NETA Communication Council Producer/Moderator: Alyson Trevino, Basin PBS

2. Welcome Experts Barbara Gordondirector of audience & market researchWNET/NY Public Media Jennifer Videsvice president of marketing & communicationsPBS SoCal

3. What to expect WelcomeIntroductionsBarbara’s presentationJennifer’s presentationQ&A – while we will answer questions at the end, you can type in your questions as we go in the chat feature in the bottom left hand corner of your window. That’s a wrap!

4. FOCUS GROUPS Barbara Gordon Director Audience and Market Research WNET New York Public Media

5. FOCUS GROUPS Vs. SURVEYS • Surveys • Provides breadth over depth • Are less targeted, and require large samples • Are standardized and do not allow researcher • to explore answers in depth • Can be simple to analyze, objective and free from bias • Yields less rich data • Results are projectable • Focus Groups • Provides depth over breadth • Uses small samples, more targeted • Allows moderator to be nimble • Generates complex ideas, but are complex • to analyze • Prone to subjectivity and bias due to group • dynamic • Sample not selected randomly • Results are directional

6. FOCUS GROUPS • GOOD FOR … • Invite and explore depths and nuances of opinions • Understanding the what and why of opinions and behaviors • Testing products, services or programs • Aiding in the design a larger quantitative study • Understanding the results of a larger quantitative study • NOT SO GOOD FOR … • Capturing a broad range of information about a population • Projecting results over a larger population • Collecting very sensitive or personal information

7. THE BASIC STEPS • Identify your purpose and objectives (should be narrow and well defined) • Identify your target populations (participants) • Decide on the number of groups to be conducted • GET BUY-IN FROM STEAKHOLDERS • Find an experienced group facilitator (moderator) • Create a moderators guide (stick to the topic) • Arrange logistics (location, food, stimuli, etc.) • Recruit participants • Conduct focus groups • Analyzing focus group results

8. STARTING THE PROCESS Getting Buy-in • Plan the study with the input of your strategy team and stakeholders • What do you want to learn • Who do you want to talk to • Timetable – when will you need to have results • How will you apply what you learn • Agree on stimuli (video, printed materials, etc.) • Budget OK, So we all agree? Yes! OK! Yes! Sure!

9. THEMODERATOR Choose Carefully • Ask if you can attend a group they are conducting OR • get a recommendation from a reliable source • Make sure they understand your goals – get them involved • in the project early • Is someone the group can relate to • Can listen and think at the same time • Probes for more detailed responses • Covers all questions with the time allotted • Will not let someone dominate the session • Encourages all to participate • Can manage challenging group dynamics • Keeps personal views out of the facilitation Thank you Joe, Bob how do you feel about the subject? Blah, Blah, Blah, Blah, Blah ,Blah, Blah, Blah, Blah When will it by my turn? Hope she doesn’t call on me!

10. THE GROUP • Define your group (s) – Homogenous group of strangers – levels the playing field and reduces inhibitions • Develop screening guide for recruitment • Decide how participants will be recruited • 8-10 Participants is ideal (recruit more) • Groups usually last for about 50-90 minutes • Record and Video if possible • Ask probing or additional questions at end I have one more question from the folks in the back Great, this was fun!!! Always attend your groups – invite Stakeholders

11. OPTIONS THERE’S MORE THAN ONE WAY Pros: Easier for participants to attend Can cover a broader geographic area Allows for more participants Participants are “anonymous” and might speak more freely Are not as strongly influenced by others Cons: Can’t see faces or read body language Participants may be easily distracted More difficult to get feedback on stimuli NEED TECHNICAL SUPPORT TO HANDLE PROBLEMS • Pros: • Explores issues in depth in an open environment • Participants can build upon comments of others • Allows moderator to be more nimble • Can read body language • Cons: • Small groups • Participants can be influenced or intimated by others

12. THE RESULTS “One opinion does not a finding make!!!” • REMEMBER: Focus Groups are designed to identify themes raised • by participants and not to capture the exact level of agreement among • participants • Combine the answers from all participants in all groups • Categorize similar answers to identify common themes • and sub-themes • Review answers and categories to identify trends, pattern • and outliers, as well as differences between sub-populations Report back to Stakeholders and those impacted by results!!! USE RESULTS … IDENTIFY NEXT STEPS

13. BUILDING THE PBS SOCAL BRANDBrand Positioning Research Strategy

14. OUR SITUATION NEW STATION ROLE KOCE became the primary station for Greater Los Angeles and Southern California in January, 2011, when KCET decided to leave PBS CONTENT EVOLUTION PBS SoCal focused on delivering PBS programming to a new, massive region, and cut back on local content production A FRAGMNTED MARKET NEW BRAND KOCE re-branded as PBS SoCal as a part of the transition Two PDPs Independent public station, formerly PBS

15. WE SERVE A MASSIVE REGION • ALMOST THE SIZE OF NY STATE • 39 square miles • Six counties • 18.8 million residents THREE NIELSEN TV MARKETS • #2 Los Angeles – 5.489M TV HH • #124 Santa Barbara -228K TV HH • #146 Palm Springs – 155K TV HH DIVERSE POPULATION “New Census figures show nation is following Los Angeles in diversity” “Just over half, or 50.2 percent, of young children in the United States were part of a minority race or ethnic group as of mid-2014. In Los Angeles County, that percentage is now 83 percent.” - Long Beach Press Telegram, 8/25/15

16. OUR RESEARCH OBJECTIVES • Establish benchmarks for viewer awareness and understanding of the PBS SoCal brand • Develop brand strategy. Goals include: • Solidify PBS SoCal’s position as the go-to source for safe educational PBS content and experiences in Southern California • Spark the interest of more diverse, technology-savvy audiences by making them aware of the content we have available over-the-air and online – driving continued increases in ratings and streaming • Expand awareness of and gain broad esteem and financial support for the work PBS SoCal does in the community • Track progress and refine brand building efforts

17. THREE-PHASE RESEARCH PLAN 4

18. Phase 1: Focus GroupsWHAT WE LEARNED HOW THEY SEE “HERE” THEIR POV ON FUNDING • They identify mostly with their specific neighborhoods/cities • They see their cities as diverse and evolving • The term “Southern California” resonates as a regional descriptor • They know we are non-commercial and like that – but weren’t aware that individual donations are so important • Informing general viewers about our educational impact on children and the less fortunate would be effective at encouraging viewers to give (or give more) HOW THEY SEE OUR ROLE • They look to us to connect them to the world around them • They are not deeply aware of our work in the community – but find the idea inspiring and motivating • They like the idea of a “primary PBS station” but not all are clear which one that is

19. Phase 1: Focus GroupsWHAT WE LEARNED HOW THEY SEE OUR BRAND • PBS SoCal’s identity is very tied to the PBS brand and programs • But we clearly have opportunities to build on our “SoCal” identity Unaided Brand Associations

20. Phase 1: Focus GroupsWHAT WE LEARNED HOW THEY SEE OUR BRAND • They found our vision statement inclusive and inspiring, and our mission reflected their view of our role in the community • But they did not like us describing ourselves as the “flagship station” – it wasn’t humble enough. “Your home for PBS” was far better received.

21. Brand Positioning StatementsINFORMED BY PHASE I RESEARCH We created five positioning statements for quantitative testing CURIOSITY As children we’re wonderfully inquisitive. But as an adult I’ve gotten busier, and have had less time for that. Maybe that’s why, when something special sparks my imagination, it’s such a delightful experience. PBS SoCal indulges my curiosity. DIG DEEPER When I allow myself to step back and take a good look, I see the world can be a fascinating place. But I think so much programming and content out there just scratches the surface. PBS SoCal helps me dig deeper into what matters. DIFFERENT I prefer experiences that are more meaningful. I think that's why I tend to gravitate to things that are a little outside of the mainstream. PBS SoCal gives me a different experience. TRUST I think in today's word, with the Internet and social media, there are too many "expert" opinions that may not be "expert" at all. That sometimes makes it hard for me to figure out what sources I can really trust. PBS SoCal is an organization I can trust. CONNECTED The fact is everything around us these days changes pretty quickly. And it's not always easy to keep up with what's really important –whether just around the corner, or on the other side of the planet. PBS SoCal connects me to all the worlds around me.

22. Phase 2: Quantitative ResearchWHAT WE ASKED ABOUT • Defining the community • Perceptions of the local PBS market • TV viewing: habits & interests • Membership & funding • Reactions to brand positioning statements

23. WHAT WE LEARNEDPhase 2: Quantitative Research DEFINING THE COMMUNITY THE LOCAL PBS MARKET “My station” and “primary station” seem to be synonymous concepts Most don’t know about the “primary station” role, but those who know it consider it important They describe “their” PBS station as: “publicly supported,” “educational,” “of substance,” “family oriented,” “intelligent,” “entertaining,” “enriching” and “trustworthy” • They’re from a specific “city” or “community,” yet view Southern California as a unifying point of reference • They describe their areas as “diverse,” “having a creative vibe,” and “changing” • They view the people as “intelligent,” “open-minded,” “progressive,” and “community-minded.” • And most consider themselves as “typical” of the area • They largely view Southern California as different from the rest of the country

24. WHAT WE LEARNEDPhase 2: Quantitative Research TELEVISION VIEWING PBS STATION FUNDING Most underestimate the proportion of funding that comes from individuals Contributors are more likely than DMA viewers to donate to causes or organizations DMA viewers are more likely to donate to PBS SoCal for exclusive programs; contributors prefer fewer pledge drives Informing DMA viewers about our educational impact on children and the less fortunate would be most effective at encouraging them to give (or give more) Contributors would be most likely to give more if they knew how much of our funding came solely from individual contributions • Television viewing is network agnostic and program specific • They say they are watching more TV content by streaming (to computer, mobile device or Smart TV) than they did one year ago • The most popular TV genres: local news, crime drama, comedy, news analysis and commentary and original scripted drama • Contributors were interested in news analysis/commentary, historical drama, original scripted drama and science and nature shows • 82% of contributors report they watch PBS regularly, compared to ¼ of total DMA viewers • They tend to watch TV live or pre-recorded, but among those who also stream content, Netflix dominates

25. BRAND POSITIONING TESTSBackground on Methodology • In the survey, respondents who reported watching PBS at least occasionally were presented with 5 distinct positionings around the PBS SoCal brand • Total DMA sample: n=746 • PBS SoCal contributor sample: n=159 • The positionings were randomized in the order in which they were presented • Respondents were prompted to rate each on a 5-point scale in three areas: • How believable the positioning is • How relevant it is to them personally • how motivating it is to them personally • After evaluating each positioning, respondents were then presented with the benefit statements for each, and asked to rank them in terms of importance

26. BRAND POSITIONING TESTSSide-by-Side Overview of Ratings for Positionings Themes of “trust” and “difference in experience” rise to the top All five positionings were well received, as nearly 3/4 of viewers from the total DMA sample assigned each positioning a top 2 rating for believability, and nearly 2/3 assigned each a top 2 rating for relevance PBS SoCal contributors were even more receptive across the board, as they tended to assign top 2 ratings more frequently for all 3 areas (believability, relevance, motivation) Although there was minimal variation in top rating frequencies among the positionings, those built around “trust” and “dig deeper” rose to the top for all 3 areas of assessment, for both the contributor and DMA sample. The positioning built around “difference in experience” also performed well among contributors Total DMA sample Top 2 ratings (4/5 or 5/5) n=746 Contributor sample Top 2 ratings (4/5 or 5/5) n=159

27. WHAT’S NEXT? • Developed combined campaign positioning statement around the idea of “a different experience,” with “trust,” and “dig deeper” being top “reasons to believe.” • Creating rough TV spots, print ads and out-of-home executions for each of three concepts centered around the positioning statement. • Creative will be tested in early September in one-on-one interviews with DMA viewers and members. • Campaign will be developed based upon feedback, and launched in the winter of 2016.

28. Q&AYou’ve got questions?We’ve got answers. Got a question? Add it to the chat feature in the bottom left hand corner and we’ll get to it!

29. That’s a wrap! Barbara Gordon Jennifer Vides jvides@pbssocal.org • gordonb@thirteen.org Alyson Trevino Lisa Lehman • atrevino@basinpbs.org • lisa@netaonline.org