At Amusement Park, we like to think of strategic output being rooted in ‘foresights’ rather than insights.
And let me share with you why. Insights are motivational aspects for consumer preferences that come from a body of research conducted in the past. And while this is beneficial, it is still based in research that measured consumer opinion or behavior based on a point in time, which was in the past.
Foresights, on the other hand, are motivational aspects for consumer values based on future trends. Future trends help marketers anticipate how our target is likely to behave in the future, which allows us to tap into a more leading-edge mindset that anticipates the market rather than follows.
The marketing world has always been filled with buzzwords. Words become ‘hot’ and then get used over and over in virtually every article, seminar and sales presentation. Some of the buzzwords of the last few years have been voice of the customer, disruption, storytelling and big data. But the latest seems to be insights.
Everybody is talking about insights today as if they never existed before. There are more Fortune 500 companies changing their research analyst titles to Customer Insights Manager, Insights Team, Brand Insights Director, etc. Agencies are turning Strategic Planners into Insight Planners. Conferences are based on “How to Turn Information into Insights” and webinars featuring “What Is a True Insight.”
It is encouraging to see more brand managers viewing the world from a consumer perspective and speaking about insights. This is an indication that marketers are finally putting the customer ahead of their product benefits. Strategic analysis of customers is now being elevated to something that impacts organizational behavior and not just marketing communications. That is a big step forward, but Amusement Park goes a step further.
Here are three recent examples of foresights used at Amusement Park to
give clients the advantage of being ahead of their competition
As you will see, foresights help marketers stay ahead of the curve rather than lag at the top of the bell.
Hilton Garden Inn
Foresights enabled us to anticipate business travelers’ desire to combine travel with passion for personal growth by deliberately moving away from the fray of marketers who were profiling the draining grind of today’s travel. Instead we made Hilton Garden Inn a champion for discovery and connection while on the road.
California Avocado Commission
Profiling individual local California growers and their artisan craftsmanship gave us a tangible way to differentiate California Avocados from the import competition by tapping foresights that ‘small was the new big’ and that ‘local’ could be defined by national boundaries rather than just miles.
Foresights allowed us to highlight consumer’s freedom of choice by delivering an unbundled Internet alternative. This was based on more and more Millennials rejecting cable and telcos because those monopolistic companies still act as if we need their television subscriptions to watch video programming.