Spark No. 9

Print isn’t dead. It just requires the right strategy. The Onion made headlines recently with a return to print, offering it as an exclusive perk to online subscribers. Will it generate new subscriptions? Maybe in the short term, but we don’t believe it's a sustainable growth strategy. Not long ago, we developed and tested customer acquisition strategies with a client offering both print and digital subscriptions. To our surprise, we delivered a purchase rate for the print product 10x that of the digital product. But here’s the thing. The print product was not a paper version of the digital product. In fact, the print product was distinctively gorgeous, with striking visuals and saturated colors that would be hard to duplicate online. It was a completely different experience from the one online, one that took advantage of its medium. The advertising experience we created for the print product accentuated the benefits of print—even though every strategy we tested was online. So here’s our advice to The Onion: if you’re going to take Vienna, take Vienna. Make your print version a spectacular experience that people are willing to pay for in its own right. (How will you know? Test it first.) #ThisIsWhyWeTest

Your organization is rolling in innovative growth ideas. So how do you distinguish among good ideas, great ideas, and the truly extraordinary ones? You let the market tell you. While instincts and internal insights are valuable, the true measure of success is how well your growth strategy resonates with your audience. Fortunately, reaching your market has never been simpler—your audience is just a click away. By targeting specific audience segments with ads on platforms like Google, Facebook, or LinkedIn, you can gather meaningful insights on audience response to your growth strategy in as little as one week. When an idea hits the mark, you’ll see it in strong engagement and impressive conversion rates. Testing your ideas concurrently gives you real-time data to identify the true standouts. Choosing the strategic direction of your company is no small decision. Testing—and the behavioral data it generates—identifies which paths to pursue and which to leave behind. #ThisIsWhyWeTest

"CMOs today should be able to go to their CEO, CFO, or board and say: 'For this investment, on the basis of everything we know, we expect to get this return.'" The fastest way to build an investment case? Generate behavioral data that shows exactly how strategies perform with target customers. It used to be almost impossible to know whether a strategy was going to work or not. Focus groups, surveys, and conjoint analysis were a slow road to data, and the data wasn't very good. "If this existed, would you buy it?" leads to an opinion, not a prediction that a board will put money on. Using real-world data to test strategies is a game-changer. Both social listening and advertising-based heat-testing (our specialty!) draw on data generated by real behavior, not opinions. By testing multiple ideas in parallel, you get data—clicks, sign-ups, sales—about which strategies are worth pursuing and which don't merit investment. Real-world behavioral data: the evidence that anchors a bulletproof case for your growth strategy. #ThisIsWhyWeTest

🥇 When it comes to new strategy, think like an Olympic committee. Every four years, countries identify their best athletes to compete at the highest level. The selection process is grueling. Trial after trial, athletes compete on the public stage to show that they can win. The proof? Data, in the form of points, goals, times, and scores. No one makes the team based on hunches or word of mouth. Marketers and innovators, take note: to ‘win gold’ with a new product or strategy, test multiple options rigorously. Pick the winner based on hard data, not hunches. Rigorous testing of new products and growth strategies gives you a better shot at winning gold. Let's go Team USA! 🇺🇸 #Paris2024 #strategy #testing #ThisIsWhyWeTest

New role? Those first months are when you see all the possibility for change--and often a lot of resistance. Plus, you're not alone. You probably have multiple stakeholders (read: multiple strategy ideas) at the table. One solution: data--the kind that's hard to argue with. Test strategies side by side with real people in the wild, not in contrived environments like focus groups. Choose a winner using real behavioral data like ad clicks or email sign-ups or sales. May the best strategy win.

A hard truth for innovators: your survey data may be flawed. What customers say they’ll do on a survey is hypothetical at best. So basing a big bet like a product launch on survey data is risky. To move forward confidently, you need real-life behavioral data that indicates what consumers actually *do*. How to get this real-life data? Test a handful of ads for a ‘coming soon’ version of your product. If people click on the ad and/or leave their email address to get on the waitlist--boom!--you’ve got real evidence of demand from consumers in the wild, not in a contrived, hypothetical environment. #ThisIsWhyWeTest

Will people buy this new product? It's the most important question when launching something new, and it usually doesn't get an answer till the end. That's a shame. A lot of investment is wasted on building products that seemed great in focus groups and panels but never generated real demand. Testing demand earlier in the process with 'coming soon' or 'in development' advertisements can reduce risk. It can help identify where to place your bets--and when to pull them. And, when tested comprehensively, pre-marketing your new product can inform your product development strategy by identifying the most important features and benefits. TL;DR: If you can’t successfully market your product, there is no point in building it.

Stepping outside of your comfort zone can feel scary. But what’s scarier? Missing out on major opportunities by sticking with what you know. Test results are richer when variables span a wider spectrum so that they can be distinct and disparate. Diverse, distinct test variables: 1. Help guard against bias. Assumptions about customer preferences (green, in this case) cause experimental bias from the very beginning of testing, which undermines the whole goal of experimentation: discovering new information. 2. Make research exploratory rather than confirmatory, casting a wider net that leaves much more room for surprises and novel learnings—not just small details that might not even matter. 3. Save resources. Testing redundant variables is a waste of time. An even bigger waste of time? Trying to glean solid learnings from muddy test results.

Brand recognition win: when you know the brand based only on its palette 🎨 Can you name this brand? Give us your best guess in the comments.

It’s not what customers say. It’s what they do. There is a difference between stated preference (what customers say) and revealed preference (what they actually do). Traditional market research methods, like surveys and focus groups, deliver stated preference. Taking them as gospel can lead to bad decisions. So how do you know what customers will do? Can you anticipate real-world behavior before taking a big development risk? Spark No. 9’s founder, Heather Myers, says YES, YOU CAN. Check out Heather’s chat with Bamboo Crowd’s Rachel Gordon on the Faces of Innovation podcast. Listen now. 🎙️ Spotify: https://lnkd.in/dZiKAQzu 🎥 YouTube: https://lnkd.in/dC-p9q88