Changing behaviour marketing theory

1. Changing behaviour marketing theory Jakub Bojczuk

2. Business Individuals The two target groups

3. Inner Directed Outer Directed Sustenance Driven Self Actualisation Beauty Symmetry To Know, Understand & Explore Aesthetic Cognitive Achievement Self Esteem Esteem of Others Recognition Approval Love Acceptance Belonging Security Comfort Safety Air Food Water, Sex There are three market segments

4. CULTURAL DYNAMICS Sustenance Driven Solidarity Security Community Family Thrifty Price Roots Local Comfort Escapist Fearful

5. CULTURAL DYNAMICS What Sustenance Driven people say about themselves?

6. Sustenance Driven business approach Business Leader Attitude Company Ethos Relationship with staff • Competitive yet conservative • Financially and margin driven • Risk averse • Use marketing / branding to promote business but not as an ethos of the company • Quite structured in approach / standardise systems for ease of administration • Parent – child style of management • Less social / engaged than other segments • Like a stable workforce to avoid logistics of having to re-recruit Traditional and conservative approach to business

7. CULTURAL DYNAMICS Outer Directed Importance Jet Setting Wealth Position Appearance Glamour Keeping Up with the Jones’ Right Neighbourhood

8. CULTURAL DYNAMICS STRATEGY & MARKETING What Outer Directed people say about themselves?

9. Outer Directed business approach Business Leader Attitude Company Ethos Relationship with staff • Innovative and creative • Entrepreneurial spirit • Competitive and ambitious • Actively seeking opportunities • Risk taking • Excellent business acumen • Strong branding and vision for the company • Want to be seen and heard • Company vision clearly communicated to staff and clients • Innovation rewarded • Potentially cut-throat / will do what is right for the business rather than staff if it comes down to it • Social and engaging environment • Modern style of management • Close and open relationship with staff • Fosters innovation • But free-flowing environment means employees can come and go quite easily Confident, innovative and ambitious businesses

10. CULTURAL DYNAMICS Inner Directed Confident Quality Value Knowledge Information Discerning Contacts Individuality People-Focused Risk Takers

11. CULTURAL DYNAMICS STRATEGY & MARKETING What Inner Directed people say about themselves?

12. Inner Directed business approach Business Leader Attitude Company Ethos Relationship with staff • Feel strong in industry but out of depth beyond their specialism • Keep on top of the day to day management • Can rely on processes to help manage their business • Little marketing knowledge or interest • Fear change – either growth or decline • On a steady trajectory, not to be swayed off course by business leaders or employees • Less likely to have brand or mission statement / mantra • More ‘jobbing’ approach to business • Culture of staff socialising but management can sometimes be a bit distant • Like to think of themselves as staff focussed • However, in reality they tend not to proactively seek feedback from staff • Wait for staff to come to them Day-to-day approach to business is more challenging in current climate

13. Triggers for consideration per segment Greater Productivity Responsible business practices Security Driven Traditionalists Outer Directed Idealists A healthier & happier workforce Reputation benefits Advantage over competition Cost saving Protecting the environment (a benefit of Enterprise but not a driver to trial) Inner Directed Pragmatists

14. Research comissioned by TfL • Enterpriseis a support package designed by Transport for London (TfL) for Small and Medium sized Enterprises (20-250 employees) offering free advice and assistance in creating a tailored Workplace Travel Plan. • Market research companies SMP and 2CV were commissioned by Enterprise to undertake research on increasing Expressions of Interest (EoI) for the Enterprise scheme • This strategy has proved successful to date, with 228 Enterprise workplace travel plans (WTP) developed since the program started. There are also a further 43 pledge signings and 106 Expressions of Interest recorded in iTRACE.

15. Recommended targeting approach Target Challenge Opportunity Security Driven Traditionalists Inner Directed Pragmatists Outer Directed Idealists

16. Our experience showed suitable channels to engage with businesses • Case studies – tailored to different segments • Sponsorship and Networking Events • Word of mouth • Merchandise • Direct Mail marketing • Accreditation scheme • Local marketing resources • Feature articles in relevant publications

17. Our usual enagagement process First Contact with Enterprise Immediate Follow-up Survey Reminder follow-up Development of the travel plan Final follow-up On-going implementation Face-to-face Meeting / Sign-up

18. Example of marketing initiatives targeted at staff • Sharing survey results wth staff • Travel plan on intranet • Posters • Staff events (e.g. Bike Week) • Incentives (e.g. for car-sharers) • Newsletters and email-campaigns