Dynamic storytelling is a powerful way to inspire others to take a desired action. For companies and brands, this could mean purchasing a product, attending an event, or signing up for a subscription service. Consumers, who share their perspectives with researchers on what they want and need, play an influential role in shaping these narratives.
By leveraging quantitative and qualitative research, researchers get a 360-degree view of the consumer, which fosters cognitive empathy. In a sense, researchers are empathy activists entrusted with sharing knowledge about consumers to help brands make better marketing decisions that drive engagement.
Cognitive empathy works to dismantle judgments and biases. Researchers engage people through surveys, focus groups, and other data collection methodologies and offer insights that reveal stereotypes, biases and untruths. Marketers must act on those insights and deliver relevant marketing campaigns based on truth.
In this episode of The New Mainstream podcast, Rob Volpe, CEO of Ignite 360 and author of Tell Me More About That: Solving the Empathy Crisis One Conversation at a Time, shares how cognitive empathy can foster diversity and inclusion in the insights industry.
Florida’s recent block of an Advanced Placement (AP) African American Studies course for high school students sent shockwaves across academia and enraged supporters. Providing all students with access to diverse educational opportunities broadens their perspectives and fosters empathy for each other’s plight. To limit those opportunities is to limit their growth.
Limits lead to disparities between educational environments, resulting in barriers to learning for some, and privilege for others. As a result of these inequities, Black and Brown communities have disproportionate access to advanced curricula like STEAM (Science, Technology, Engineering, Arts, and Mathematics), which are essential to achieving high-income careers and establishing generational wealth, which could alter the trajectory of underserved and under resourced communities.
On this episode of The New Mainstream podcast, Dr. Hassan Brown, founder of Career Catalyst, talks about his journey into ed tech and the importance of training the next generation of BIPOC youth for STEAM careers.
About Dr. Hassan Brown:
Dr. Hassan Brown is the Chief Executive Officer of Career Catalyst, an education technology and multimedia endeavor within the Kapor Center, designed to cultivate confidence in young people of color from underrepresented backgrounds to pursue academic and professional STEM opportunities, increasing their odds of being full participants in the future of work and innovation economies, leading to more gainful employment and economic security.
Brown is passionate about bridging the gap between social justice, workforce education, and emerging technologies. He has served as the director of Harvard Innovation and Ventures in Education (HIVE) and has also been a startup advisor for the Harvard Initiative for Teaching and Learning (HILT), and currently serves as a startup advisor for Headstream, an accelerator from SecondMuse that focuses on youth wellbeing and centering youth voice in the discourse around emerging technologies.
Dr. Brown holds a Bachelor’s degree from Morehouse College, Master’s degree in Forensic Psychology from John Jay College of Criminal Justice, Masters in Education from Hunter College, and Doctor of Education Leadership degree from Harvard University.
Non-profit associations in Latin America produce valuable data that promotes and regulates good practices in opinion and market research. As part of their activities, they create questionnaires that help determine the socioeconomic levels of the population, which companies use to develop research studies tailored to specific profiles. Below is a list of some of the organizations responsible for these classifications, arranged by country:
Undoubtedly, the work of these organizations generates a practical vision of the socioeconomic diversity of each country, although their methodology continues to present some challenges, as listed below:
Each country has different methodologies, as well as different scopes. Some questionnaires, such as those in Mexico, attempt to measure socioeconomic level by well-being. Still, in other countries, it is determined by the postal code and the collection of domiciled public services. While these disparities do not allow us to compare Latin American countries exactly, they approximate the population's reality.
Different from the United States, Latin America never asks directly about income levels. As fraud and organized crime continue to grow, inquiries about income levels have become sensitive for Latin Americans, often generating fear and insecurity when shared openly. Thus, the questions do not directly address an individual's income but rather the number of goods and services they have. To determine the socioeconomic levels of our panelists, ThinkNow uses country-specific measurement questionnaires.
AMAI's 2020 study on socioeconomic levels suggests that the frequency of updating socioeconomic levels varies by country. Argentina, Colombia, and Brazil update their data annually, and Mexico and Chile update every two years, whereas Uruguay, Peru and Guatemala update every three years. It can be highly challenging for a panel company to maintain an updated database of millions of registered users since the socioeconomic level of panelists varies. To obtain current data, ThinkNow recommends posting socioeconomic-level questions before starting each survey.
The majority of the Latin American population comes from lower socioeconomic backgrounds. Market researchers and online panel companies face a considerable challenge in finding consumers who are connected to the Internet and have time to respond to customer surveys. The most common solution involves combining online and face-to-face sampling methodologies.
Ideally, when conducting a consumer study in Latin America, the questionnaire that measures the socioeconomic level of the country should be included in the data collection. We recommend, however, reviewing the methodology employed by each country to determine if the points covered in the questionnaire are relevant to your market research.
ThinkNow offers expert survey programming, including questionnaires for the LATAM region. Contact us today for a quote.
Black Americans have historically had a strained relationship with the U.S. healthcare system. Insufficient access to quality care and affordable medication, negative health outcomes, and inadequate cultural competency have defined healthcare delivery for People of Color for many years. How Black Americans view their own health, however, differs. To gain a deeper understanding of Black Americans' views on health and well-being, ThinkNow and Quantasy + Associates conducted a multi-wave study on the current state of Black Americans. This wave's findings suggest Black health is more encouraging than the prevailing narrative implies.
While the disparities mentioned above are real, and the rate of uninsured Black adults is slightly higher than the general population, they are more likely to say they have the support they need to manage their health than non-Blacks (73% vs. 70%). In fact, Black Americans rate their current state of health on par with non-Black Americans. Seventy-nine percent believe their state of health is good compared to 76% of non-Blacks. Black Americans are also more likely to claim that being healthy is something they're intentional about, with 72% stating that being healthy is something they work hard at compared to 66% of non-blacks. Being healthy was also more likely to be mentioned as a life goal in this community, and that desire increases with education and income.
Black communities have strong cultural traditions of healing and wellness. The use of alternative and complementary medicine is popular regardless of income or health coverage status. When given a choice, 57% of Blacks prefer to use natural remedies over prescription medication compared to 49% of non-Blacks. This does not mean, however, that they aren't aware of prescription drug options since 63% state they pay attention to advertising about health and medications compared to 52% of non-Blacks.
Black men have some of the worst health indicators among racial and ethnic groups in America. They don't, however, view their own health negatively. Their positive attitude may be counter-productive since they're less likely to visit doctors than Black women. Fifty-three percent of Black men state that they only see doctors when they're sick vs. 43% of Black women. They are also more likely to state that good health runs in their family (57%) than Black women (38%). This optimism may influence their decisions on whether to seek the preventive or early care needed to improve health outcomes.
Black Americans are prioritizing their mental and emotional well-being. They are more likely than non-Blacks to "completely agree" that mental health is a significant part of overall health (58% vs. 50%), and Black women are especially attuned to the importance of mental health with 63% in complete agreement that it's significant. There also appears to be less stigma in seeking medical help for mental health issues with 48% of Black respondents stating they're comfortable doing so vs. 42% of Whites, 36% of Hispanics and 27% of Asians. Additionally, Blacks are more likely to state they know what they need to do to stay mentally healthy than non-Blacks.
Black Americans are on par with other segments in understanding the components of a healthy diet. Seventy-seven percent choose fruits and vegetables when looking for healthy food, which is the same percentage as non-Blacks. They are slightly less likely to go for 'low sugar or sugar-free' products, but they shift to this more with age. Younger generations were more inclined to look for fortified, keto or high protein, low carb, and plant-based/vegan products. Rates of exercise were also similar to non-Blacks though they are slightly less likely to do cardio exercise and slightly more likely to engage in team or competitive sports.
Despite prevailing systemic obstacles, the Black community is taking ownership of its health outcomes and seeking to stay healthy. Black Americans increasingly rely on natural and plant-based approaches to wellness, prioritizing mindfulness and valuing mental and spiritual well-being. Marketing to this segment should be grounded in these truths and focused on preserving health, which aligns with Black Americans' optimism, as much as preventing and treating illness. By listening to and embracing Black voices, we take a positive step toward achieving health equity in the U.S. that serves the entire community's needs.
Volunteer-led Employee Resource Groups aim to foster inclusion, belonging, and community among employees. An ERG with executive sponsorship, a clear vision, and shared values can increase employee engagement and be a vital component of a successful organization.
There are many different types of ERGs, and in recent years, organizations have focused these efforts on promoting diversity, equity and inclusion. Many of these groups center around employee populations disproportionately represented within an organization. Those tasked with leading these groups are the bridge between group members and organizational leadership. It’s a heavy lift, often without additional compensation, but it’s not without its benefits.
Participating in ERGs gives employees, particularly leaders of the group, access to various tiers of the org chart and opportunities to execute meaningful programming for persons who identify with those groups and the employee base as a whole. ERGs also facilitate professional development and the ability to showcase skills and capabilities, which can lead to job promotions and recognition. But key steps should be taken to launch and sustain an effective employee resource group.
In this episode of The New Mainstream podcast, Illianna Acosta, Senior Manager of Channel Sales and Global Co-Chair of LinkedIn’s Hispanic ERG, shares how Employee Resource Groups can be used to create an environment of inclusion and how to measure their impact.
About Our Guest:
Illianna Acosta has over 20 years of experience in AdTech, Partnerships, and Sales. Today, she is a Senior Manager at LinkedIn, managing Global AdTech Partnerships that accelerate innovation, revenue, and customer growth and the Global Co-Chair of LinkedIn’s Hispanic ERG. Illianna serves on the National Board of the 100 Hispanic Women Organization and is the Co-President of the Cornell Johnson School NY Alumni Organization. She is a sought out speaker on DEI topics and the author of “Lost In Translation,” an e-newsletter focused on highlighting challenges and limitations under-represented groups experience that have shaped them and how they show up in their personal and professional lives.
While the demise of cookies may have expedited the shift to zero-party data, consumer demand is driving its adoption. Privacy and personalization are key concerns for consumers, and zero-party data delivers both.
Typically obtained through interactive experiences, opt-in forms, or consumer surveys, zero-party data comes directly from consumers. It can include explicit information, such as purchase history and preferences, and implicit information inferred through behaviors and interactions.
As zero-party data is provided voluntarily, it affords marketers an unrestricted view of consumer needs and preferences, facilitating long-term relationships and loyalty.
For digital media buyers using programmatic demand-side platforms (DSPs) such as MediaMath, The Trade Desk, and Google DV360, zero-party data is a game changer. These platforms rely on data to inform targeting and optimization decisions, and zero-party data provides a more nuanced and relevant understanding of consumers.
For example, a digital media buyer using a DSP may target a specific audience segment based on third-party data indicating a certain affinity level for a particular product or service. Zero-party data, however, offers a self-reported accounting of an individual's interests and preferences, allowing the buyer to create more personalized and effective campaigns.
In addition to its benefits for targeting and optimization, zero-party data can also help digital marketers overcome the challenges posed by the phasing out of third-party cookies by 2024. Businesses must find alternative ways to gather and use audience data. Since zero-party data is obtained directly from consumers and can be used with their explicit consent, it provides a more privacy-sensitive and sustainable solution than its predecessor.
Digital media buyers can leverage zero-party data in various ways, such as creating interactive experiences or opt-in forms on their websites or social media channels. Through these tools, explicit information like purchase history and preferences can be collected, as well as implicit information inferred from behaviors and interactions.
Another option is to use marketing automation tools that allow businesses to collect zero-party data through email opt-ins and other direct communication with customers. Marketers can use these tools to segment and analyze zero-party data to better understand their audience and tailor their marketing efforts accordingly.
Zero-party data is the future. By putting consumers back into the equation instead of just focusing on their digital breadcrumbs, digital media buyers and marketers can usher in a new era of personalization resulting in more effective campaigns and increased brand loyalty. In the wake of the highly anticipated end of cookies, embracing zero-party data now and incorporating it into targeting and optimization strategies gives digital media buyers the tools to position themselves for success in a post-cookie world.
This blog post was originally published on MediaPost.
Diversity, equity, and inclusion have been at the forefront of public consciousness since 2020. While these tenants were commonly known in academia, awareness among the general public is relatively new. Many companies and brands, in particular, are now grappling with balancing consumer expectations for DEI and navigating their learning curve.
DEI doesn't exist in a silo, however. It's not a department or a destination – it's a journey that winds through every aspect of an organization. It takes the total commitment of executive leadership for DEI to permeate an organization's culture and show up in its practices, from hiring diverse talent to launching inclusive marketing campaigns. This is particularly pertinent for firms interested in multicultural marketing. Firms with little to no representation of diverse professionals will find it challenging to attract multicultural consumers, and these firms may also find it harder to attract qualified candidates. Like consumers, job seekers want to work for an organization that shares their values, especially Millennials and Gen Zers, who comprise a large percentage of today's talent pool.
In this episode of The New Mainstream podcast, Dominique Dickson, Diversity, Equity and Inclusion Manager at Heidrick & Struggles, explains why executive buy-in is crucial for building an inclusive workplace culture, attracting diverse candidates, and achieving better business outcomes.
About Our Guest:
Dominique Dickson is a Diversity, Equity and Inclusion Manager at renowned executive search and leadership consulting firm, Heidrick & Struggles. She began her career there in 2016 as a member of the Global CEO & Board practice that manages recruitment of the world's top leaders across a wide range of industries. Dominique was promoted to the internal DE&I function at the firm in 2021. Prior to joining Heidrick, she held various corporate operations, communications, executive support and project management positions in the legal, asset management and business consulting industries.