There are often debates on the importance and role of brands in the B2B world.  Is brand perception driven totally by satisfaction with the customer experience?  Clearly more rational aspects such as product performance, experience and value are critical components, but in today’s procurement-led selection of suppliers and partners, is there a place for the softer, more emotional dimensions of a brand – and what implication does this have for the assessment of brand performance in the B2B arena?

At a strategic level, brands are brands, irrespective of the sector in which they operate, although with a seemingly more rational set of decision-making criteria, brands in the B2B world would appear to be built around rational benefits, value and service.  Interestingly though, one regularly-quoted brand saying from the 1970’s playing strongly in the emotional space is from the B2B arena:

‘No-one ever got fired for choosing IBM’

GfK recently took over the AOP Gallery in Shoreditch to host another TechTalk Live event and hear from former AdMob top exec, Russell Buckley, and his thoughts on the future of disruptive innovation, mobile technology and the future for civilisation.

In attendance were over 90 people from all walks of the London Tech community from researchers and journalists, to entrepreneurs and marketers. Here’s what they had to say about the night…

You can watch Russell’s full presentation

By Ryan Garner (GfK) and Alex Kozlof (IAB UK)

The irrepressible tide of smart, connected, mobile devices is changing the way we shop at every stage of the purchase process. This poses new opportunities and challenges for product marketers and retailers in both the online and offline world.

The ‘always on’ nature of smartphones – not just in your pocket but also connected to the internet – makes them the perfect companion for shoppers throughout the entire purchase journey, both online and offline.  Recent research by the IAB and GfK shows that while PCs (laptops and/or desktop computers) are still the most used devices throughout the online purchase process, smartphones are an increasingly important complement to existing methods of shopping. The number of shoppers using smartphones will inevitably increase, but this usage will in many cases be in conjunction with the PC or an aid to the consumer while in store. Indeed, the research showed that the most common behaviour was for the smartphone and PC to be used together in the purchase process rather than independently.

In an age when consumers research their purchases thoroughly online, talk to their friends for recommendations, and test out their potential purchases in store, exactly what role do store staff have to play beyond facilitating the experience? Recent research by GfK shows that the suitable mix of in-store recommendations and demonstrations, achieved by store staff training, can be highly effective at increasing sales.

A new GfK research programme has provided some unique insights into the ROI of store initiatives by combining mystery shopping results with individual store-level sales data. The programme reveals how the in-store experience translates into sales and shows the average uplift in sales resulting from different types of in-store activity. This is highly useful for brands that want to understand how to prioritise in-store marketing budgets, benchmark against competitors, negotiate better rates for display space, and calculate the ROI on in-store marketing spend.

So what are some of the key findings of this programme that are useful for marketers?

I’m a relative newcomer to the ideas behind disruptive innovation (when Clayton Christensen first published The Innovator’s Dilemma, which provides an evidence-based framework for how new entrants to a market can displace the incumbents by introducing products and services that compete asymmetrically, I was still at school).

When I did, eventually, come across Christensen’s work, I could probably have skipped over the majority of the evidence part; as a market researcher in the tech sector, I only had to look around at the changes taking place in the computing and telecoms markets.

“If I’d asked my customers what they wanted, they’d have said a faster horse” Henry Ford

The pressure on offline retail is growing with online retail’s move onto mobile platforms creating instant price transparency. The GfK finding that customer journey patterns are mixing online and offline in the purchase process means that retailers now need to invest in a truly omnichannel approach where both online and offline retail complement each other. By taking this creative route, bricks and mortar will continue to have a successful role in the market for tech products.

The first 2012 edition of our magazine, TechTalk, is now out, exploring current trends, issues and market developments affecting technology organisations today. In this edition we take a closer look at the customer purchase journey for technology products, with a particular focus on retail (read it here).

Retail, both online and offline, represents the part of the customer journey where value is ultimately generated and money changes hands. Given the current tough trading environment technology brands are facing across markets worldwide, it is hardly surprising that there is so much interest in how retail is evolving. Retailers are feeling the effects of disruption as technology itself changes the way consumers shop for technology products. It is this which sets the topic for the lead article where we explore the nature of these changes and set out a vision for traditional ‘bricks and mortar’ stores through an omnichannel approach.

I am pretty convinced that the shiny new tablet PC I’ve been playing with in the shop around the corner from work will bring me a lot of satisfaction – just think of all the new things that I will be able to do…..and that new on-demand film service I signed up for at the weekend will make a family film night in easier and more enjoyable.  In fact, a lot of the purchase decisions that I make are because I think they will make me happier.   Our quest for future happiness seems to figure strongly in many technology purchases where consumers often make pricey investments in the belief that a new device or service will bring them happiness in the future.

This is typically relevant to discretionary purchases but the choices made within even non-discretionary purchases can be for this reason (e.g. by choosing this broadband supplier I will have greater peace of mind = happiness).

There is little doubt that online now forms an integral part of the retail experience for many consumers, particularly in Western markets.  In 2011, UK online trade accounted for 12% of all retail, the highest in Europe[i], and this trend only looks to increase with the inexorable rise of mobile commerce that recently achieved the milestone of over 5% during Q4 of last year[ii].

Using the internet for retail has become so commonplace that for many, the added benefits of convenience, easy research ability, and price comparison tools outweigh the effort required to physically visit the traditional bricks-and-mortar store.

But is online delivering everything consumers need from a shopping experience?  As we move further into the digital age, consumers expect a personalised, tailored and social shopping experience regardless of the medium through which it is conducted.

Think of your last holiday….did you put aside the camera in order to savour those special moments?  Or did you take numerous photographs to capture the memories?  When you returned home, how did those photos shape your memory of that holiday?

The reason I ask is because Behavioural Economics has recognised consistent differences between the way we report our experiences in the moment (such as whilst on holiday) and the way in which we subsequently recall our experiences (once we return from holiday). Daniel Khaneman, leading psychologist, calls these ‘two selves’ the ‘experiencing self’ and the ‘remembering self’ respectively. The distinction between the two selves has huge implications for consumer experience in areas such as service design and marketing.