Como você pode usar os insights do público para impulsionar o pensamento lateral?

First. What is an insight? It’s not a fact. It’s not data. An insight is not a broad commonly- accepted statement. It something deeper It’s a truth that is inherently uncomfortable. It stings and smarts. Because it reveals something tender. It has to feel new but true. Deeply human and connective And you have it you can do the most amazing branding from it.

How can you use audience insights for lateral thinking? First, analyze feedback and behaviors of your audience to understand their core needs and desires. Identify gaps or unmet needs that aren't immediately obvious. Challenge current assumptions about your audience and think of unconventional ways to meet their needs. Connect unrelated audience insights to spark new ideas. By understanding different perspectives and stepping out of the traditional mindset, you can use audience data to fuel creative, out-of-the-box solutions.

Finding those gaps might not be immediately apparent, but when you dig deeper into audience analysis and zero-party data to gather direct user feedback, you gain invaluable insights into what your audience preferences really are. This not only empowers brands to understand their core audiences but also enables them to captivate them with creative, personalized ads, ultimately leading to higher engagement rates and stronger brand loyalty in the short attention span world.

An insight by definition is novel— or it's not an insight. Using that insight to uncover what people feel, or shift their behavior is paramount in creative industries. Draw connections between your audience's needs and solutions from other domains. That's where innovation happens and 'The Blue Ocean Strategy' toward success is born. That audience-centric approach is where you can identify opportunities for creating new, untapped market spaces based on their preferences.

Start by knowing you audiences behavior, pain points, unmet needs, references, feedback. Doing the face-to-face interviews, surveys, focus groups and online reviews can help with understanding your audiences. Discussion with team members with diverse backgrounds can also help in getting new insights.

Depois dessa análise inicial, eu gosto de "afunilar" de público pra avatar. Ou seja, começar a dar uma cara pra essas "preferências e motivações". Em seguida, eu afunilo ainda mais, de avatar pra persona, adicionando detalhes mais específicos e simbólicos. Finalmente eu afunilo ainda mais e chego no personagem. Alguém como a gente. Com nome, sobrenome, apelido, data de nascimento e signo do zodíaco. Enfim, faço a biografia completa. A partir daí, eu passo a expandir ao invés de afunilar... Pra outras personagens desse universo: parentes, amigos, colegas de trabalho, rivais e assim vai. Pronto, depois disso é só dar "play" que a mágica do pensamento lateral acontece automaticamente.

In case you need to come up with new ideas quickly, you can research your audience behavior without even knowing their demographic data. You can simply type your brand/product name on answerthepublic.com. The platform will give you free insights on what are your audience needs.

As you collect data about the behaviors and preferences of your target audience, The Jobs to Be Done framework can help you organize and structure that information. Jobs to Be Done (JTBD) is a framework that helps you understand the progress customers are seeking to make in their lives. It helps you break down when customers have certain needs, their motivations to resolve them, and the outcomes they hope to achieve as a result. It's a great way to harness your empathy and build stories that can fuel ideas for potential products and services for your audience.

Consumer insight- it is basically a hidden truth that needs to be emphasized when you craft a brand strategy. Insights enable us to understand the depth of the problem/behavior that we need to solve or contribute towards if not directly then indirectly, by connecting the dots that lead to the end goal. Some solutions are straightforward, some are a little complex, and being creatively unique is what defines a lateral approach. A lateral approach to achieve the end goal might make the brand stand out in the cluttered market, this kind of approach works with mature audience. There is a thin line between having a lateral approach vs connectionless approach, a strategist needs to be mindful while connecting meaningful insights.

In a similar way to using the 5-whys technique to peel back layers of complex problems, you can uncover higher level emotional needs using 5-and-then-whats. With this tool you start with a functional need of a customer – for example "I want to eat more salads for lunch". And then to get at the next level of needs we ask "and then what". In this example, "I want to eat more salads for lunch" –and then– "I'll have more energy in the afternoon" –and then– "I'll feel better about my diet" –and then- "I'll have a better self image", etc. By repeating that question of "and then..." it helps you step into the emotional needs that drive customer actions.

A good way of guaranteeing diversity of points of view is inviting a ‘dissident’ to the room when collaborative thinking is happening. Think about that person that isn’t scared of disagreeing, an informed individual that has an opinion of everything and isn’t usually aligned with the majority. This person will acts as a natural challenger and will break the natural tendency to look out for likeminded people in the room with whom to come to an agreement and stop thinking, in the belief that a solution has been reached. This person will instead establish an interesting dynamic of ‘giving nothing for granted’, forcing the rest of participants to re-think hypothesis.

The best way to break free of assumptions during the creative process is use the mirror technique. Literally flip them around. For example, we needed to bring more organic traffic to our owned content. How did we do it? By talking about our competitors and helping people navigate their products. "But if you want people to come to your page, why immediately send them somewhere else?" Because they weren't looking for specific information about a competitor, they were looking to solve a problem they had. Which as a competitor, is usually a problem that Cleo could solve as well.

El principal error para el pensamiento lateral es pensar que todo ya esta establecido, y todo esta definido o inventado. No existen límites para la creatividad y para los modelos de negocios, dónde hay una necesidad existe una posibilidad. Muchas veces he repetido a mi equipos la importancia de "soltar lo aprendido", aferrarse a lo establecido es negarse a abrazar el cambio constante, y ver el mundo de manera sesgada. Una técnica que me encanta para esto, es la dinámica de los 6 Sombreros de Edward Bono, que es una metodología para resolver conflictos y afrontar la toma de decisiones, donde cada sombrero representa diferentes posturas.

Oooh, I’m so glad the ‘challenge your assumptions’ section is here! 🥳 Personas are there for marketers to feel a sense of control, but I’m yet to meet one in the real world. 😉  You need insights that are UNFILTERED, try this: - Social listening, to find out how people actually talk about their problems, your category, and product - Sales / Support call transcripts to gauge real-life emotions, when describing a problem they have prior to buying your product / with your product - Semi-structured (!) customer interviews, to let them wander off into real stories and opinions. When people use buzzwords - they’re either not telling you the truth, or don’t know what the truth is themselves. The real and specific quotes will make you go 🤯.

Conduct as broad research as you possibly can and use as broad and diverse group as you can to interrogate the findings. Bring in diverse colleagues that work in areas other than of the core problem - fresh eyes bring fresh perspectives and often help us challenge our unconscious and cultural bias.

"Safe" thinking is the inevitable outcome of time-constrained, cost-sensitive, target driven teams. The biggest way to fight this is to be deliberately dumb. In every creative sprint, we try to deliver something that we have literally know idea if it will work or not... it's just different from what we (and our competitors) are doing at that time. The only way to challenge assumptions is to do so consciously. Make a clean break from the status quo. And after years of following this practice, it's consistently where find the outliers that deliver 10x the impact.

I assume we're now talking about qualitative interviews or focus groups. I recommend making that clear in the article. One benefit of focus groups is the ability to get consensus and multiple perspectives in a shorter time and on a smaller budget. Individual interviews are better in a few ways. - Their thinking is raw and unprocessed (not filtered/influenced by a focus group). Perfect for finding out how your audience talks about their problem. If you can find out the words they use, you simply repeat it back to them in the ads/marketing. - You can go deeper, since you don't have other voices trying to move the topic or getting bored. You can go deep into the user's problem in an interview.

Challenging assumptions and using audience insights are vital for lateral thinking. By questioning our beliefs and understanding our audience's needs, we unlock innovative and audience-centric solutions. Techniques like "why-why-why" and "SCAMPER" help break down assumptions, while understanding our audience empowers us to create ideas with real impact. Combining these elements fosters imaginative, relevant problem-solving.

The single most important advice here is: don't cherry-pick. I know it's hard, time-consuming, and also increases the overall difficulty of the project, but this is where true insights really are. Insights are not what validates your opinion. They are the elements able to spark lateral thinking in you. Listen to the people.

Bring diversity into all areas of your research and analysis. Look beyond your immediate problem and consider wider factors like the Political, Economic, Sociological, Technological, Legal and Environmental context and always consider your problem through the eyes of various user personas.

In marketing it’s not just about what you offer; it’s about how well you can adapt to your audience’s changing landscape and aspirations. Remember, empathy is your secret weapon, and using it to fuel lateral thinking is the key to creating innovative marketing campaigns. Start with the “why” behind your audience’s actions and you’ll unlock the creative potential.

Diversity is great, but the mark of a great creative is that they can obsess and go deep into a particular area. The problem with much of the creativity research is that it measures diversity of ideas, but has a hard time (methodologically) measuring the relevance of ideas. The best creativity develops many ideas that are highly relevant. So while diversity is great, make sure you have a creative who can create lateral thinking WITHIN A TIGHT SOLUTION SPACE. (sorry to yell; just trying to emphasize) :)

Audience insights open doors to imaginative scenarios. If you're in the travel sector and know your audience craves adventure, ponder how they'd respond to unconventional destinations or unique travel experiences. Keep their preferences at the forefront, nurturing creative journeys.

The analysis of data will not by itself produce new ideas. It is the audience mindset of perception and emotion that gives a starting point. Double back to stress-test a new concept against the fresh data once the updated emotional decision is made.

Another way to leverage audience data for lateral thinking is to play the ultimate "What If" game. Imagine different scenarios and contexts your audience might find themselves in—or even wish they could. Think of it as writing a choose-your-own-adventure story, but for marketing. You can use the "What if" technique to predict how your audience might react or behave in various situations. What if their environment changed? What if their goals shifted? What if they suddenly had double the resources—or none at all? And don't stop there; throw in the "How might we" technique to reframe problems or opportunities as questions that spark a dozen creative solutions.

Nothing shatters group think better than asking "what if". When we solve problems, we're working from a set of assumptions. Change the assumptions and you'll change the outcome. This is the biggest problem when tackling creative briefs as well. If the execution is falling flat, the problem is grounded in what we want to say vs. how do we want to say it.

Here's an old trick: Find an audience insight and match it to a product insight. Both sets of insights need to be mutually exclusive e.g. the audience insight is about them not about how they would use the product. The magic happens when you can bring two independent ideas together based off the divergent or unrelated insights.

Utilizing audience insights for lateral thinking involves considering diverse scenarios. Employ the "what if" technique to envision audience reactions in various contexts, adapting to new environments, goals, or constraints. The "how might we" approach reframes challenges as questions, inviting multiple solutions. This dynamic exploration of scenarios amplifies creativity and innovation.

The "how might we" technique is quite intriguing. It's all about reframing a challenge or opportunity as a question that opens the door to multiple solutions. This mindset shift can help break away from the usual thought patterns and lead to some fresh and innovative ideas.

I always tell my designers to stop looking at D&AD Annuals and Cannes winners for inspiration - they'll only end up trying to copy work that's already out there. If you want fresh ideas, you need to look outside of your comfort zone and start consuming content that will help you experience the world in new ways - Go to an art gallery, browse vinyl at a record store, haggle for something at a farmer's market. Inspiration comes later, you need to build up the 'experience' part first. It's a slow burn process (for everything else, there's ChatGPT).

Siamo tutti in una competizione allargata sempre Meno focalizzato sul prodotto, ma molto di più su un bisogno primario Che spesso può essere soddisfatto anche da un servizio. Oggi ad esempio non c’è più bisogno di un’automobile ma resta il bisogno di mobilità che infatti puo’ venire soddisfatto anche da chi si può inventare servizi di sharing mobility, noleggi, o mobilità peertopeer. Capire questo permette di affrontare e soddisfare i bisogni della nostra audience con idee di pensiero laterale

It's always important to know what's working in the industry. -Start with Marketplaces What are the other competitor brands in the same space with high reviews? What are the customer's complains for them? (Now you know how to place your product as a solution) Use that in the creative scripts -Use Tools like Foreplay. This will help to go beyond the industry with different expert broads. Check the competitor brands and other leading brands I usually create multiple boards and segment them in terms of hooks, UGC, etc. Choose creators aligned with your customer persona and brand. Ensure a mix of skills, with some excelling at B rolls and others great at speaking to the camera.

Invite a Generalist to the table. They'll be able to apply their knowledge of a greater range to bring a different perspective. While we love specialists and their depth, generalists can create something extraordinary by pushing the boundaries of conventional thinking to foster creativity.

You might also identify other brands with same challenges and study their solutions. For example, GLOCK is a synonimous of a category of pistols, same thing as Listerine, for mouthwashing (at least in Brazil). How does top of mind brands act? Same thing for the opposite: new brands. What are the most successful launch strategies implemented now?

Don't limit inspiration to your industry. Say you're in tech; consider how a luxury fashion brand connects with its clientele. Implement their engagement strategies, adapting them to your tech audience. Fresh ideas often flourish at these intersections.

By drawing upon audience insights, we are inspired to think outside the box, crafting unique expressions of our users' experiences. True creativity involves viewing the world through a fresh lens and experiencing reality differently. Adopting diverse perspectives and insights can pave the way for problem-solving with innovative and non-obvious approaches. When choosing the best ideas, it's vital to remember that an idea's value doesn't lie solely in its novelty, but also in its genuine capacity to provide solutions and deliver value.

Seeking inspiration from others is a cute way to say copy. Yes copy as much as you can but steal like an artist in the words of Austen Kleon. There is almost nothing new about humans or the world. Gather principles and ideas from different fields and cultures to see how they can overlap in your context. One great example is biomimicry, learning from and mimicing the strategies found in nature to solve human design challenges

Companies these days are constantly looking for the next best thing in design, they're always chasing trends. Good creative leadership challenges the status quo and becomes that change in the trend. Inspiration can come from design blogs and portfolio sites. Discovering good design comes from refrencing vintage design at an estate sale, or flipping through vinyl covers at a record shop seeing the new vs the old. Going outside, getting your fingers dirty and experiencing design is the best way to discover something new and inspire the next trend instead of sitting behind a screen and waiting for it.

It’s always worth exploring industries when looking to seek inspiration. How you do this is dependent on your access. Working with a broad client base is a good grounding for shared insight. We have been lucky enough to work with a broad range of clients, from startups in manufacturing through financial service and pharma. Retaining that learning and being able to apply it is critical so this comes down to robust processes within your agency. There still a place for a good internal knowledge base to share insight across your organisation.

La iteración en las estrategias creativas es sumamente importante ya que la generación de prueba / error es una fuente importante y muy rica de información para lograr el éxito. Además nos brinda la posibilidad de romper paradigmas y estereotipos.

Last year, we were one of the most effective advertisers in the fintech space. What's our big secret? We learn at speed. We've changed up our process since, but for years we worked in weekly sprints making 10-20 pieces of creative. That creative was tested for 1 - 2 weeks and from it, we'd put more spend behind the winners, then do it all over again. I won't share numbers, but I'm confident we have a bigger testing budget than anyone else in the space. As a result, we found more outliers. And with outliers comes outstanding results.

Experimenting with audience-driven ideas is paramount. Suppose you're a software company catering to small businesses. Prototype a simplified version of your software and gather feedback. Iterate based on audience input for a product that truly aligns with their needs.

Experimentation and iteration are pivotal in leveraging audience insights for lateral thinking. Employ "prototyping" to craft preliminary versions of your ideas, testing them with your audience or stakeholders. The "feedback" technique helps gather and assess audience responses, aiding in idea refinement or redirection. Lateral thinking, enriched by audience insights, fosters innovative strategies, ensuring your creative endeavors are both original and audience-centric, ultimately enhancing your brand's effectiveness.

The most important thing to remember when building a creative strategy is this: Thou shalt not be boring. You don't need me to tell you why this is important, especially as generative AI floods the world in content. You also don't have to be a creative genius to differentiate yourself. All you need is a process. Here's a simple one to get you started. Step 1: Lay out your competitors work alongside your own Step 2: Are you different or not? It doesn't take much. Go back to your brand promise: What are you about as a company? Then ask yourself, how can we show this? The rest will take care of itself.

En mi experiencia, para utilizar la información de la audiencia para impulsar el pensamiento lateral, debes entender a la audiencia, recopilar información, analizar datos, desarrollar una estrategia, comunicar efectivamente, incorporar la retroalimentación, fomentar la participación y evaluar y ajustar constantemente.

Collaborating with a diverse range of people and ideas is one sure way to keep things interesting, the intersection of perspectives, experiences and thoughts makes all the difference.

Your audience is in tune with what they like, and they're the lifeline of your brands success. Never stop challenging them and show them new and engaging content to keep them interested and invested in the brand, but respect when they push back and listen to them when they do. When you're in sync with your audience, you'll rarely see pushback, and that's the metric for success.