Article paru dans le n° d'avril du Magazine MISC

1. SPRING 2016
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The Collapse
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Game
Changer

2. 101100
Enjoyment now versus benefit later:
an increasing tension is shaping how we
master time.
As the digitized pace of our world accelerates day after day, the rhythm
of our lives keeps getting more personal, punctuated by new moments,
new gestures, new signs. Consumption habits are evolving, and so are
the means to define them. Beyond the classic socio-demographic
criteria, brands need to listen more (and more carefully) in order to
comply with the increasingly paradoxical expectations of end
consumers – who are no longer behaving in expected and usual ways.
This paradoxical behavior is most commonly illustrated in the
healthcare and wellbeing sectors.
Everyone’s aspiration is to remain in good health for as long as
possible. Yet this aspiration also implies the need to take control,
take time for one’s own health and wellbeing, and invest in new habits
that drive long-term results, most of which are not necessarily visible
and tangible immediately. Paradoxically, we see the simultaneous
emergence of the wish for everyday enjoyment, with people taking
pleasure in the present moment, existing in a truly hedonistic and
almost fatalist tension alongside long-term choices where pleasure is
not immediate, and only hoped for.
This begs the question: Is the future about radical game changing
or progressive game shaping? There is certainly a shift towards the
post-demographic marketing era. In this novel, individually shaped
time/value context, brands have a duty to stay on track with new
flows and trends via customized listening and communication channels,
to be in the right place in the right moment, and to do so without
becoming disconnected from people’s lives. From the customer’s point
of view, brands need to stay interested in who their consumers
are in order to maintain brand loyalty; this is the new manifesto of
post-demographic marketing.
But today, there is also a trend toward a much more radical evolution:
a much-needed paradigm change and complete redefinition of the
role of a brand. Instead of a punctual expression and presence of a
brand in a specific moment of one’s life, brands need to continuously
appear throughout consumers’ everyday lives, adapting to specific
attention spans. It is now the duty of the brand to find the right tempo.
This is especially true in the healthcare space, since fundamental
health and life outcomes are at stake – all the while, individuals are
increasingly taking control of their own health decisions via
information and interaction channels, facilitated by a digitized pace.
Be Kind.
REWIND.
The PLAY Mode
The PLAY mode reveals the “Tinderization”
of our societies. Driven by more playful,
experiential, immediate consumption modes
associated with mobile communication,
brands are able to instantly execute and
become increasingly emotional via pictures,
pictograms, and emoticons. We live in a
“swiping” culture that offers everyone instant
power and a new intensity of action, often
with an increased risk of superficiality and
boredom. It is becoming a major challenge,
especially in healthcare, as it creates a crucial
need to competitively offer immediate
enjoyment and wellbeing through services.
In the 24 hours allotted to us each day,
what is the most likely way we want to spend
our time: enjoying the moment immediately,
or opting for an alternative action that will
bring better life quality and wellbeing 10 or 15
years from now? For an increasingly
digital-savvy population, eHealth solutions
could offer the right tools for healthcare
brands willing to bring some “play” to their
interactions with end consumers and
patients. For the moment, the broadest impact
is driven by lifestyle smartphone apps,
such as sleep management, fitness, and
calorie trackers, allowing brands like Nike
or a startup to embody the role of a
privileged life guide for the end consumer.
The PAUSE Mode
The PAUSE mode, on the contrary, allows
for orchestrating moments of resourcing and
relaxation to allow time for mastering our
lives again. This is illustrated in our need to
discover a sense of purpose, and our desire
to rediscover life by escaping big cities
in favor of the countryside, practicing slow
consumption, being more thoughtful and
selective, and developing new expectations
for more genuine, transparent communication.
The titles of the most recently launched
print magazines, such as Real Simple, Flow, or
Simple Things, perfectly illustrate this trend.
A recent study in France shows that 16% of
the population is regularly practicing yoga
or relaxation. Simultaneously, the rediscovery of
printed books activates different areas of our
brain and allows us to momentarily go into
“pause mode.” In healthcare, this would mean
adopting more holistic approaches, anchored
in a caring zone of wellbeing, to offer a
comprehensive mastery of personal time and
incorporate a mindful and seamless service
pathway, going far beyond a simple product
and service addition.
Patients have expressed a desire to receive
more holistic healthcare services in order to
solve this time tension. The fundamental shift
from problem-solution marketing to consumer/
patient centricity is what is at stake. When
Sanofi proposes to its diabetic patient a leaflet
explaining how to manage daily dieting with
a specific recipe book, it marks a moment that
goes far beyond a pill or an injection. Some
hospitals have even started to use aromatherapy
in their oncology departments, not for the
sake of treatment, but to help patients feel more
relaxed and calm while in a stressful environ-
ment. Further, GE Healthcare has brought
mammography to a whole new level by
designing SensorySuite: an interactive, multi-
sensorial patient experience.
//
Brands must
integrate
themselves into
individuals’
patterns – rather
than creating
these patterns
themselves.
//
B y n a t h a l i e e s k e n a z i,
f r a n ç o i s e h e r n a e z f o u r r i e r ,
a n D J a n l i s k a
Structuring our lives between periods
of “anticipation” and periods of “action”
has become a thing of the past. Timing
for appropriate and specific engagement
with brands and services has shifted
from brands deciding the “when” and
the “what” to consumers choosing
and deciding how they want to interact.
Nowadays, brands must integrate
themselves into individuals’ patterns –
rather than creating these patterns
themselves.
So how does one succeed in playing a part in the end
consumer’s new, customized life tempo, keeping pace
with their needs and desires? Brands need to rethink the
entire “communication contract” and find more relevance,
coherence, and differentiation. It’s time to rewind, push the
delete button, and wipe out existing engagement slates,
drawing forth a new vision based on the individual and how
they prefer to manage their time.
The prospect of game changing is always a strange
and daunting exercise. Consider this article an attempt to
uncover new holistic approaches to time perception
and how it relates to engaging people through marketing
and brand strategy. This insight aims to shed light on a
range of industries, be it beauty, wellbeing, or healthcare.
Brands need to
be easily accessible to
the end consumer.
PLAY, PAUSE, EJECT, RECORD:
These four main relationship
modes have been identified as
the drivers of understanding
and analyzing new brand engage-
ment and durable connection
opportunities with end consumers.

3. 103102
The EJECT Mode
The EJECT mode represents the very core
expression of this new mastery of personalized
time in the era of post-demographic marketing.
Different from slowing down or pausing (which
changes the tempo and not the rules), the
EJECT mode requires entering into people’s
behaviors – much like a hacker – to reinvent
the rules of relationship building as a whole.
In healthcare, this mode is expressed via
the rise of natural and alternative therapies. In
France, 41% of people have reported a
preference for alternative medicines. Yet in
the complex and highly regulated world
of healthcare, it may not be feasible to
immediately find a suitable alternative. Should
it then be a question of reframing the
dialogue between patients and healthcare
professionals?
The case of Salvatore Iaconesi, a patient
who was diagnosed with cancer in 2012, is an
interesting example. His medical data was
not accessible, but he refused to let that stop
him from finding answers. He hacked into the
medical system and managed to “download”
his medical file, and proceeded to invite
influencers on the web to have a look at his
case. Iaconesi essentially built his own
therapeutic strategy via his own team. Although
this is an extreme case, it exemplifies
how even trust in healthcare can be ejected.
Another example of the EJECT mode is
the website and app, Ginger.io. Big data
allowed this company to start paving the way
to better healthcare via smartphones. This
mobile app meets patients wherever they are,
and allows them to manage chronic conditions
by talking to healthcare professionals
directly via the app, building a more seamless
link to their physicians.
The RECORD Mode
The RECORD mode, which paradoxically
emerges in tandem with the EJECT mode, is
driven by the willingness to get back to
basics, back to the origins and fundamentals
that have been building the link between
brands and their end customers. Relationship
management, respect, and a considerate
and polite attitude with apt listening skills are
back at the forefront of engagement capabilities
that every brand should master.
Whether it’s beauty, wellbeing, CPG,
or healthcare, the RECORD mode aspiration
seems common to all: it’s a desire for
re-alliance and humanization, whether
serving individual, real-time management
or helping empower longer-term
investments and benefits.
For example, the Eye Mitra program put
in place by Essilor aims to train young Indians
to become optometrists and help bring
eye correction procedures to patients. Up to
2.5 million people could be treated by the
end of 2016. And e-NABLE, now with over
5,200 members worldwide, focuses on
the design and fabrication of 3D printed
prosthetic arms and legs. Members work
strictly on a volunteer basis, sharing their
design files, ideas, and assembly instructions
with each other, leading to the 3D printing
of what has become thousands of
very affordable prosthetic devices in just
a few years.
REWIND
Let’s take a step back and REWIND. Time
has forced us to reconsider both the old
and new rules of engagement, and to start
addressing the individual’s unique consumer
needs and respecting the operating modes
of the end consumers’ time management
matrix. Let’s accompany the flow of their
tempo, be there when they skip from one
mode to another, and stay in the soundtrack
of their lives. ////
Nathalie Eskenazi is department director
at Ipsos.
Françoise Hernaez Fourrier is director
of strategic planning at Ipsos.
Jan Liska is global head of patient business
strategy at Sanofi.
//
Beyond
the classical
socio-
demographic
criteria,
brands need
to listen more
(and more
carefully).
//
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