UniWorld 2-5-REVISED FINAL

COPYRIGHT 2012 BRANDYIELD CONSULTING LLCCOPYRIGHT 2012 BRANDYIELD CONSULTING LLC

Cultural Identity Project


February 8, 2013

Building a better Cultural Identity Model

Page 1


Today’s Agenda

• Your Objectives"

• Our Focus & Relevant Experience"

• Cultural Identity Segmentation"

• A Simple Brand Development Model"

• Approach to Diagnostics and Insights"

• Example Integrating Identity, Brand and Franchise"

• Working together

Page 2


Imperatives for Your Business Model

• Uncover Cultural Identity insights that enable cultural targeting and help clients target the most relevant segments in their brand marketing and advertising campaigns."

• Use the Cultural Identity model to tailor messaging to different cultural segments that will resonate with them and influence their category behaviors."

• Apply Cultural Identity insights to advertising, creative, content, marketing communications, and social media."

• By applying the Cultural Identity model to different product and service categories , identify the categories in which cultural identity plays a significant role."

• Develop a cultural segmentation tool that can be used for future research in different categories."

• Create a point of difference vs. other multicultural agencies.

Page 3


Your Strategic Objectives

• Understand how cultural identity influences marketplace behavior, brand interaction, brand choices, and brand preferences."

• Understand how cultural identity impacts needs, wants/desires and life choices."

• Identify cultural segments that exist across and within ethnic groups in the US:"• What are the common values, attitudes and lifestyles across ethnic

groups?"• What are their shared symbols and stylistic cues?"• What are cultural nuances within ethnic groups?"

• Determine each segment’s interactions with different categories and brands"

• Identify which categories are impacted by cultural identity and which are not and why.

Page 4


Cultural Marketing: Today’s Magic

• Celebrity affiliation "• Marketers create affinity through celebrity endorsement, not the brand"

"• Casting Popular Culture as proxy for Cultural Identity and relevance"

• Early adopters adapt then persuade ‘the rest’ of us to follow and believe""

• Entertaining society with hocus pocus cultural illusions to make an impact"• Emotional hyperbole to distort authentic brand, product experiences""

• “Popping Culture” – exploding and exploiting reality to gain short-term popularity"• Alicia Keys: Global Creative Officer, Blackberry; Lady Gaga: Creative Director,

Polaroid; Wil.i.am: Creative Director

Page 5


Magic Can Work, But…

! Magic is often not grounded in brand"

! Magic today is often based on powerful personalities"

! Magic when based on personalities is difficult to manage"

" Magic is often about short term popularity. Celebrities have a life span when brands can be eternal"

! Magic may be attractive, but does it fit the needs and wants of the consumer targets?"

! Magic may sell in the short term, but does it strengthen the brand?

Page 6


Putting More Science Behind the Magic

"

BrandYield’s expertise is building decision support models which integrate consumer segmentation, brand equity, and customer franchise/loyalty models within clients’

corporate culture, for the purpose of improving the power of marketing investment, and financial return.

Page 7

COPYRIGHT 2012 BRANDYIELD CONSULTING LLCCOPYRIGHT 2012 BRANDYIELD CONSULTING LLCCOPYRIGHT 2012 BRANDYIELD CONSULTING LLC

BrandYield researches and consults on the dynamic relationships between Cultural Identity segments, Brand Equity, Customer Franchise, Marketing Power, and Financial Returns

MARKETINGINPUTS

CULTURAL IDENTITYGROUP

Page 8


Our Experience is Relevant to the Success of this Initiative

• We have built and integrated:"• Global Consumer segmentations (4C’s)"• Brand Equity models (BAV, Equity Engine, Engager)"• Customer Loyalty models (Brand Resonance, CBBE, lectured with Prof. Kevin Keller at

Dartmouth’s Tuck School.)"

• We have over 140 years combined experience in general and multi-cultural advertising and marketing communications companies working across most product categories and segments"

• We interpret analytical insights to creative intelligence "• We relate marketing sciences to human behavior and consumer motivation"• We are involved with a leader in the field of cultural identity. Prof. Daphna Oyserman (Dept

of Psychology, U Michigan) who has authored over 125 publications and led numerous cultural identity research engagements."

• We know how to help maximize the return to UniWorld by:"• evolving the business model"• unique positioning and marketing"• new offerings"• improving profitability, and "• enhancing client relationships

Page 9


A Few Basic Questions Before We StartWhat does UniWorld really need?" "• Clarity of competitive frame and superiority over Multicultural Agencies and broader

segments? "• A ”how to” for Cultural acceptance of analytics. Feed or teach to fish?"• Partnership and Alliances with the initiative?"

Thoughts on the most efficient way to get there!• Academic partners can enhance model development, publication, and provide

publicity (producing cost savings). "• A Clear understanding of your definition of Cultural Identity and the level of cultural

specificity for each segment.."• Focus on key categories and key sectors determined by best opportunity (existing

and new business prospects). "• The internet enables inexpensive multiple waves of new brands and trending."• Create an Advisory Council (internal and eternal) to lead and build market awareness,

reputation and penetration.

Page 10


Our Perspective on a Unified Model for UniWorld Group

What is my primary identification group?

In what manner do I identify?

What are the experiences and attributes that increase my preference and usage frequency?

Impact on Margin, Market value/sales

CULTURAL IDENTITY

BRAND EQUITY MODEL

Brand And Customer Franchise

DIAGNOSTICS

CUSTOMER FRANCHISE

DEVELOPMENTRETURNS

Page 11


Our Perspective on a Unified Model for UniWorld Group

What is my primary identification group?

In what manner do I identify?

What are the experiences and attributes that increase my preference and usage frequency?

Impact on Margin, Market value/sales

CULTURAL IDENTITY

BRAND EQUITY MODEL

Brand And Customer Franchise

DIAGNOSTICS

CUSTOMER FRANCHISE

DEVELOPMENTRETURNS

Cultural Identity Segments: Heritage Lifestage"

Generation Food

Acquisitiveness Ethnicity

Country of Origin Religion

Affiliations Acculturation

etc. " "

Understanding Attraction

Initial Differentiation Lasting Differentiation

Satisfaction Love

BRAND EXPERIENCE FACTORS

How the Brand Makes me Feel:

Mentoring, There for me, Self –Expression Self-Esteem, Pleasure

Me BRAND ATTRIBUTE

FACTORS The brands attitudes

and essences Responsible, Relaxed

and Stylish, Initial Dfferentiation.Lastiing

Differentiation, WISIWIG, Old Style,

etc.

FOR EXAMPLE: • Growth From New

Users • Maintain the Core

• Enhance Involvement • Protect Vulnerables

• Re-attract Lapsed Users

BENEFITS TO CLIENTS:

• Marketing Power • Sales, Share • Profitability

• Market Value BENEFITS TO UWG:

• New Business Success • Deeper Involvement in Client Business

Yielding Higher Margins

• New Product Offerings • Improved Lifetime Value of Clients

Page 12


CULTURAL IDENTITY SEGMENTATION

Page 13


We Share your Beliefs about Cultural Identity

• That is, Cultural Identity

• Is learned through our life stages and others lifestyle – we become what we experience"

• Does not isolate race or ethnicity but champions their individuality "

• Isn’t static – it recognizes shifts in social mores and human perceptions"

• Cuts across ethnicities and explains choice behavior better than either race or ethnicity alone"

• Is a significant driver of brand loyalty, but drives brand choice in some categories more than others"

• People don’t pigeonhole themselves in a singular Cultural Identity, they can have different identities for different reasons and in different environments

Page 14


Affiliations

Religion

Ethnicity

Language

Lifestage

Heritage Values

Generation

Race

Accultur- ation

Lifestyle

Personal Values

Segment 1

Segment 2

Segment 3

Segment 4

Segment 5

Segment 6

Country

Gender Roles

Family

Clustering processes multiple characteristics into relevant groups

Page 15


EXAMPLE: Segment Portrait

Ethnicity 20% AA 5% Asian 10% Hispanic 65% White

Acculturation 70% Acculturated 20% Bi-Cultural 10% Unacculturated

Generation 15% Silent 40% Baby Boomer 20% Gen X 25% Gen Y (Millennial)

In Country 15% 1st Generation 15% 2nd Generation 70% Longer

Lifestage 15% Young Single 20% Young Married 20% Married w Kids 45% Empty Nester

Example: Segment 2 Segment Size 20% 55% male $45K median HH income 40% 4-yr College

Family and Faith 40% Traditional values 40% Individual values 20% Mix

Segment Impact on Choice Behavior Average (Index 102)

Category Involvement ↑ Automotive ↔ Beverage ↓ Retail

Interest Index 160 Sports 140 Music 130 Current events

Page 16


EXAMPLE: Cultural Identity Segments by Size, Accessibility Value

Segment Size Segment 1 Segment 2 Segment 3 Segment 4 Segment 5 Segment 6

Size 30%"(LARGEST)

25% 15% 15% 10% 5%"(SMALLEST)

Segment Size Segment 1 Segment 2 Segment 3 Segment 4 Segment 5 Segment 6

Opportunity Index

140 150"(HIGHEST)

110 90 60"(LOWEST)

70

Impact of Cultural Identity on Category Interaction

Segment 1 Segment 2 Segment 3 Segment 4 Segment 5 Segment 6

Accessibility High Very High

Low Average High Average

We can build a model incorporating variables such as (but not limited to) the above reflecting UniWorld’s business goals and addressing issues such as: how large is the segment? How amenable to persuasion? How accessible? How affordable? How valuable?

Page 17


Example: Category Impacts

Segment Size/"Opportunity Index Segment 1 Segment 2 Segment 3 Segment 4 Segment 5 Segment 6

Automotive 127 140 56 99 150 104

Beverage etc

Retail

Banking

Hair Care

…etc

Page 18


From Cultural Identity Segment Insights to Brand

" Why Cultural Identity Insights should be connected to a Brand Framework "

" " Credibility: Does the insight translate or fit with the brand’s " essence, DNA, and can it be credibly connected to the brand?"

! ! Competitive Advantage: Will the insight help build a competitive "advantage? Does the insight fit with an existing competitive " advantage?"

! ! The Right Brand Domain: Is the insight correlated to the specific "brand domain that needs to be built in order to move up the purchase "funnel?"

" " ! !

Page 19


A SIMPLE BRAND DEVELOPMENT MODEL

Page 20


Love

Attraction

Understanding

Satisfaction

Marketing and Communications

BRAND EQUITY

Brand Equity and Brand Franchise components

Marketing and Communications

Financial & Market Returns



The key to unlocking the financial value

of branded business is decoding

the brand dimensions that build equity

and grow the!Strength of the!

customer !franchise

Page 21

Unavailable Never & lapsed;

not consider

Vulnerable Only if no alternative

BRAND FRANCHISE

Maintain"Preferred,"Repertoire

Growth"Acquisitions & Win-backs

Unavailable Never & lapsed;

not consider

Vulnerable Only if no alternative


Economic Value is created by Brand and Consumer Franchise Strength: Profit and Market Valuation

Regression of Market Value/Sales ratio on

Stable Franchise and Brand Relationship

StrengthUnstandardized

Coefficients Std. Error

Standardized Coefficients

t Sig.

B Beta(Constant) -45.11 18.26 -2.47 0.020392Stable Franchise 0.44 0.14 0.48 3.16 0.003956Brand Relationship Strength 60.71 21.08 0.44 2.88 0.007869Dependent Variable: MV_S

R R Square Adjusted R Square

Std. Error of the Estimate

0.63 0.39 0.35 12.19Predictors: (Constant), Brand Relationship Strength, Stable Franchise

• Combined, our two models explain more than one-third of Market Valuation* (Market Value/Sales, which includes the intangible portion of value)…35%

• Brand Equity is 90% as important as the size of the franchise in explaining valuation multiples.

• A significant portion of franchise strength is not explained by brand, indicating that selling and brand building strategies are key to building value and together can be strategically planned .

* A Universe of Mono brand financials in a corresponding time period Page 22


Understanding

" Understanding represents the base upon which all other impressions are built. It grows with usage, and increases with frequency of usage.

Love

Attraction

Understanding

Satisfaction

BRAND EQUITY

Non Users, No considerationNon Users, ConsiderationInfrequent usersOccasional Users Regular Users

Understanding

4.4

5.3 "

5.6 "

6.0 "

6.5 "

Page 23


Attraction Components

Co

nsi

dera

tio

n

1.5

1.9

2.3

2.6

3.0

Early Differentiation

0.1 0.4

User R =.77

Non User R=.33

Futu

re C

on

sid

era

tio

n

1

2

3

4

5

6

Lasting Differentiation

0.0000 10.0000 20.0000 30.0000 40.0000 50.0000

Love

Attraction

Understanding

Satisfaction

BRAND EQUITY

Lasting Differentiation Early Differentiation

Positive Differentiation assists Consideration for non-users; Enduring Differentiation helps secure Future Relevance for users

Page 24


Satisfaction

" Satisfaction is explained by Relevant Experiences, and is highly related to the Maintain Group among Franchise users. Some experiences are highly related to Satisfaction (needs)

Love

Attraction

Knowledge

Satisfaction

BRAND EQUITY

Experiences R with SatisfactionThere For Me (Factor) 0.84Responds to my Needs 0.84Self Expression (Factor) 0.72Simplifies my Life 0.71Frees Me to Be Myself 0.63

Sati

sfact

ion

2.0

4.0

5.9

Maintain75 83 92 100

User R =.97

Page 25


Pre

fer

0

20

40

60

Love 3.0 3.7 4.3 5.0

Love" Love relates to Advocacy, Preference and Frequent Usage

It also explains a significant portion of Financial Valuation (MV/Sales)

Love

Attraction

Understanding

Satisfaction

BRAND EQUITY

Freq

uen

t U

sag

e

0

14

28

42

56

70

Love3 4 5 6

R =.62

Rec

to a

Fri

en

d0.00

0.50

Love 3 4 5 6

R =.97 R =.60

Page 26


Beyond Brand Assessment

Page 27


Beneath the Brand Domains are Brand Attribute Factors. “How I think about the brand”

Responsible and Reputable!Smart Prestigious Visionary High Quality Helpful Socially Responsible Trustworthy Caring Sensible

Relaxed and Stylish!Fun Cool Easy Friendly Stylish Different

Early Differentiation!Distinctive Unique

Lasting Differentiation!Dynamic Excitingly Innovative Leader Progressive

Disreputable!Arrogant Dishonest

"WYSIWYG!

Open and Transparent Authentic

"Old-Style

Boring Old Fashioned Traditional

COPYRIGHT 2012 BRANDYIELD CONSULTING LLC

Image/Personality

Page 28


Beneath the Brand Domains: Brand Experience Factors “How I feel about the brand”

Mentoring"Challenges Me To Think Differently"Teaches Me"Inspires Me"Shares My Values""There For Me"Appreciates My Business"Is Recommended By People I Care About"Responds To My Needs"Has My Interests At Heart""Pleasure"Brings Back Good Memories"Provides A Little Treat For Me"Excites Me

Self-Expression"Simplifies My Life"Helps Me To Express Myself"Frees Me To Be Myself

Self-Esteem"Makes Me Look Good To Others"Makes Me Feel Good About Myself

COPYRIGHT 2012 BRANDYIELD CONSULTING LLC

Experiences

Page 29


AN EXAMPLE OF INTEGRATING CULTURAL IDENTITY, BRAND EQUITY AND FRANCHISE DEVELOPMENT

Page 30


Segment 1 . Segment 2 .

Understanding the Hair Care Category

Participation

Defining Attribution

Drivers of: Consideration

18% 23%

Drivers of: Usage

Drivers of: Loyalty

Defining Experience

Reputable 75%

Identification .78

“There for me” .73

Self-esteem .67

There for me 69%

Pleasure .72

Pleasure 79%

Relaxed & Stylish 83%

Role Model .86

“There for me” 79

Page 31

Usage Usage

Each Cultural Identity segment will differ in how they participate in a category, and how they think and feel about it


Page 32

Every brand will be examined by each Cultural Identity segment on brand development, franchise, and motivational drivers

BrandDevelopment

BrandFranchise

BrandMotivations


Two factors account for most of the variation in franchise size

John Frieda

Clairol

Dove Hair Care

Head & Shoulders

Herbal EssencesL'Oreal

Pantene

0.10

0.11

0.12

0.13

0.14

0.15

0.16

0.17

0.18

0.08 0.10 0.12 0.14 0.16 0.18 0.20

Self-

Expr

essio

n

Emotional Attachment

57.2

42.8

36.1

63.926.3

73.7

39.1

60.941.5

58.5

48.1

51.9

38.2

61.8

User % Non-User %

Identification

Rol

e M

odel

0.11

0.10

73.7%

63.9%

58.5%

60.9%

51.9%

41.6%

61.8%

Usage %

Page 33


A TOTAL ENGAGEMENT

Page 34


Key Phases in this Engagement

Discovery & Planning

Generative input

Segmentation development

Brand integration

• Kick-off meetings • Audit past research

and knowledge and identify knowledge gaps

• Expert & Executive thought leader opinion

• Workshopping and planning "

• Qualitative understanding of how consumers relate to ethnicity and cultural identity

• Generate lexicon of language about cultural identity.

• Generate items for segmentation phase

• Bulletin Boards

• Quantitatively identify cultural identity segments that are homogeneous differentiated and actionable

• Size, profile and value the segments

• Understand segment impacts on category involvement

• Create segment assignment tool (power questions, algorithm)

• Quantitatively measure impacts of cultural identity on brand interaction, choice, preference.

• Impacts of cultural identity on profitability and financial return

• Diagnostic insights and assessment of brand-consumer relationships

Page 35


Monetization Potential Kicks in Early

Discovery & Planning

Generative input

Segmentation development

Brand integration

$ $$ $$$

Page 36


Segmentation Development phase

Data collection"• 4000

interviews"• 25 minutes"• Mainly

online (20% CAPI for some ethnicities)"

• 1000 African Americans"

• 1000 Hispanics"

• 1000 Asian Americans"

• 1000 non-

Data Analysis"• Data

processing"• Factor

Analysis"• K means

Cluster Analysis"

• Correlative Analysis"

• Bivariate and Multivariate Regression Modeling"

• Sequential equation

Segmentation Outputs"• Presence

within the population and any marketing, ethnic, cultural or other subgroup "

• Full Profiles on values and attitudes"

• A brief Assignmen

Key Learning and Insights"• Role of

Cultural Identity (CI) in marketplace behavior"

• Influence of CI on needs, wants, choices,"

• Relationship of CI to ethnicity. culture and

Page 37


Brand Integration phase

Data collection

••Option A. 4 cell study with 64 brands (16 brands per cell). 4000 interviews."

••Option B. 6 cell study with 96 brands (16 brands per cell). 6000 interviews. "

••1000 interviews per cell"

••20 minutes"••Sample

composition and method same as Segmentation phase

Data Analysis

••Brand Usage associations, experiences"

••Brand Differentiation, Love and Loyalty"

••Category meaning"

••Brand Franchise representation"

••Correlates of brand usage and experience (drivers)"

••Motivating influences"

••Media Usage"••Involvement

behaviors

Brand Model outputs

••All of the below by opportunity Culture Identity groups"

••Brand Assessment on key domains"

••Brand Experience Factors"

••Brand Attribute Factors"

••Brand Relationships"

••Assessment of Customer Franchise Strength ( gain- loss- maintain)"

••Competitive superiority/vulner-ability on above"

Key Learning and Insights

••Relative Brand and Franchise strengths of key segments"

••Strategic guidance on building key brand sales components"

••Cultural segment insights for brand positioning"

••Segment insights of communication strategy"

••Insights into building segment sale via pricing, distribution, partnering and alliances"

••New product ideas/attributes to build new offering for cultural segments

Page 38


WORKING TOGETHER ADVISOR SUPPLIER HOPEFULLY, THIS DISCUSSION HAS CONVINCED YOU TO FURTHER EXPLORE WAYS WE CAN WORK TOGETHER

Page 39


OUR BRANDYIELD TEAM

Page 40


Ed Lebar FOUNDING PARTNER Ed is the Founder and former CEO of BrandAsset Consulting, a division of Young & Rubicam Brands. He specializes in creating new businesses, new brand models, brand extensions, and the business and economic impact of brands. The author of The Brand Bubble book and numerous articles, Ed guest lectures at many of the top business schools in America. With forty years of brand marketing experience, Ed has worked in most economic sectors.

Ed Lebar

Page 41


Paul Fox FOUNDING PARTNER Paul is a consumer behavior and psychometrics expert and statistician with a long career at ad agencies, most notably Young & Rubicam where he was a co-developer of BrandAsset Valuator. He designed many of the analytic approaches used by BrandAsset Consulting, now a division of Y&R Brands. Paul teaches marketing courses on Consumer Behavior at NYU and has also taught Psychology at Brooklyn College. He received his M.A. and Ph.D. (abd) in Experimental Psychology from the City University of New York.

Paul Fox

Page 42


Lee “Chappy” Chapman

Page 43

Lee “Chappy” Chapman "BRANDYIELD PLANNING CONSULTANT Chappy is the founder and principal of Crosscut Advisory Partners, a cultural brand and consumer advisory. "He specializes in understanding and evaluating how brands and consumers intersect, and their effect on marketplaces. " Chappy founded the first African American-owned brewing company in the United States, was a securities analyst on Wall Street, and has worked as a senior planning executive for some of the most icons advertising agency networks."


Mark Stapylton FOUNDING PARTNER Mark is a customer insights and marketing research specialist with more than 25 years experience consulting with global clients on their strategic branding, reputation and communications issues. He was an original co-developer of BrandAsset Valuator at Young & Rubicam. Mark has led brand practices for global research firms such as Research International, Knowledge Networks, Wirthlin Worldwide and Hall & Partners. Among other adventures, he has explored market opportunities for American beer brands in Eastern Europe, American motorcycle brands in China and American beef in Japan.

Mark Stapylton

Page 44


Max Blackston PARTNER Max is a brand strategist and consumer psychologist. He headed up Research International Companies in England and Italy, and was Head of Planning and Research at Ogilvy & Mather, New York. Max has been designing and building market models for nearly 40 years, and his most recent experience was with BrandAsset Valuator at Y& R New York, for whom he was a senior consultant for 5 years. Max has been European Marketing Manager for Soda Stream, the maker of home carbonated soft drink machines; he was once a script consultant for “Mad Men”, and he is writing a book on Relational Branding.

Max Blackston

Page 45


Jim McManus PARTNER Jim is the founder of Complex Stories, a firm focused on helping organizations communicate their complex ideas. "He has worked with many of the world’s leading publications including Fortune, Newsweek and The New York Times and has acted as consultant to news organizations around the globe. "Additionally, Jim taught at Columbia’s Graduate School of Journalism and spent more than a decade working on strategic communications and corporate culture initiatives for a highly successful global technology company.

Jim McManus

Page 46


Professor Daphna Oyserman

Page 47

CURRENT ACADEMIC POSITIONS (since September 2004) Edwin J. Thomas Collegiate Professor of Social Work, University of Michigan

Professor, Department of Psychology, University of Michigan Research Professor, Institute for Social Research, University of Michigan Adjunct Professor, Department of Sociology, University of Michigan

AWARDS

2012 Fellow, Society for Personality and Social Psychology 2012 Senior Fellow, Michigan Society of Fellows 2011 Journal of Consumer Psychology, Top 20 most cited papers Journal of Consumer Psychology, 2006-2011 2009 Alexander von Humbolt Research Prize 2009-2010 Fellow, Center for Advanced Studies in the Behavioral Sciences, Palo Alto, Ca. 2009 Faculty Fellowship Enhancement Award, Rackham Graduate Program, University of Michigan2009 Society for Social Work Research Best Scholarly Contribution Award Oyserman, D, Fryberg, S., & Yoder, N. (2007).Identity-based motivation and health.Journal of Personality and Social Psychology, 93,. 2009 Fellow, Society for Experimental Social Psychology 2007 Edwin J. Thomas Collegiate Chair, School of Social Work and Department of Psychology, University of Michigan 2005 Fellow, Association for Psychological Science 2005 Society for Social Work Research Best Scholarly Contribution Award Oyserman, D., Bybee, D., & Terry, K. (2003).Gendered Racial Identity and Involvement with School.Self and Identity, 2, 1-18. 2004 ISI Essential Science Indicators Top 3 Hot Papers Published in the last three years for Psychology/Psychiatry (Jan 2004). Oyserman, Coon, & Kemmelmeier. (2002). Rethinking Individualism and Collectivism: Evaluation of Theoretical Assumptions and Meta- Analyses. Psychological Bulletin, 128, 3-73. 2002 Hot Topic in Psychology/Psychiatric, ISI Web of Science. (July 2002). Oyserman, Coon, & Kemmelmeier. (2002). Rethinking Individualism and Collectivism: Evaluation of Theoretical Assumptions and Meta- Analyses. Psychological Bulletin, 128, 3-73. Fellow, American Psychological Association, Division 9, SSPSSI. 2001-2005 Member, Russell Sage Foundation Working Group on Social Identity and Institutional Engagement. Research Scholar Award, W.T. Grant Foundation. " IN PRINT 2012Oyserman, D. (2012). Not just any path: Implications of identity-based motivation for disparities in school outcomes. Economics of Education Review. http://dx.doi.org/10.1016/j.econedurev.2012.09.002 Summarized in http://phys.org/news/2012-11-aspiration-assets-youth-path-college.html (November 16, 2012, physorg.com, Science Physics Tech Nano News) Williams, D. R., John, D., Oyserman, D., Sonnega, J., Mohammed, S. A., & Jackson, J. (2012). Unresolved measurement issues in research on discrimination and health: An exploratory study. American Journal of Public Health, 102, 975-978. "


APPENDIX

Page 48


Segment 1

Involvement profile Non-usage Usage Frequency

What is the consideration, usage and Frequcny of usage?

Descriptives AttitudesExperienc

es SourcesWhat are the perceptions, experiences and from where

do they come?

CorrelatesDrivers of consideration, Usage, Frequency

What is related to involvement in tis category?

Category Understanding

Page 49


Segment 1

Franchise profile

Non-usage Users FrequencyWhat is the Strength of my franchise?

Descriptives Attitudes Experiences SourcesWhat are the perceptions, experiences and from where do

they come?

Correlates Drivers of consideration, Usage, FrequencyWhat is related to consideration and usage among m

franchise?Competitive Comparisons

Where is the leveragability for my brandWhere is the key leverage to grow my franchise?

ConsiderationUsage

Frequency Involvement

Brand Understanding

Page 50


A Segmentation ExampleBased on Mark Williams’ 10 Lenses

Assimilationists want individuals to submerge their individual and cultural identities in favor of nationalistic and patriotic ideals.

Elitists believe in the superiority of the upper class and embrace the importance of family roots, wealth and social status.

Integrationists support breaking down all barriers between racial groups by merging people of different cultures together in communities and in the workplace.

"Meritocratists believe in the individualist credo of America: if you have the abilities and work hard enough, you can compete with anyone to make our dreams come true.

Multiculturalists celebrate the diversity of cultures in the United States and the contributions they make to our national character and history

Seclusionists feel strongly that they should protect themselves from racial, cultural, and/or ethnic groups that diminish the character and quality of their group’s experiences within the society.

Transcendents focus on the human spirit, our universal connection, our shared humanity.

Victim/Oppressed see their liberation as a crucial goal. They feel that they are still suffering from the generational impact of previous oppression.

Culturalcentrists seek to improve the welfare of their cultural group by accentuating their own history and identity.

The Colorblind see people as individuals and ignore race, color, ethnicity and other external cultural factors.

Page 51


Reporting Structures

Upon completion of the segmentation, basic tables will allow immediate utilization of the segments for clients and pitch work.""Examples follow.""Subsequently, a front-end user-friendly interface can be constructed allowing in-house operators to easily specify client-ready reports.

Page 52


CATEGORY FOUNDATION Assimilationists

The Colorblind

Cultural centrists Elitists

Integrationists Meritocratists

Multi culturalists Oppressed

Seclusionists

Transcen-dants

LOVEBrand ABrand BBrand C

SATISFACTIONBrand ABrand BBrand C

ENDURING DIFFERENTIATIONBrand ABrand BBrand C

POSITIVE DIFFERENTIATIONBrand ABrand BBrand C

UNDERSTANDINGBrand ABrand BBrand C

Profile on Brand Foundational Elements

Page 53


Profile on Brand ImageryCATEGORY IMAGERY

Assimilationists

The Colorblind

Cultural centrists Elitists Integrationists Meritocratists

Multi culturalists Oppressed Seclusionists

Transcen-dants

UniqueBrand A

Brand B

Brand C

DifferentBrand A

Brand B

Brand C

TrustworthyBrand A

Brand B

Brand C

For someone like meBrand A

Brand B

Brand C

UnfriendlyBrand A

Brand B

Brand C Page 54


CATEGORY EXPERIENCESAssimilationist

s The

ColorblindCultural centrists Elitists Integrationists Meritocratists


Transcen-dants

It brings back good memoriesBrand ABrand BBrand C

It reminds of happy family times Brand ABrand BBrand C

It makes me proud of my heritageBrand ABrand BBrand C

Challenges me to think DifferentlyBrand ABrand BBrand C

Teaches MeBrand ABrand BBrand C

Helps me to Express MyselfBrand ABrand BBrand C

Makes me Look Good to Others

Profile on Brand Experience

Page 55


CATEGORY PERFORMANCE

Assimilationists The Colorblind

Cultural centrists Elitists Integrationists Meritocratists


Transcen-dants

PERFORMANCE vs COMP.

Brand A

Brand B

Brand C

PERCEIVED VALUE

Brand A

Brand B

Brand C

PERCEIVED VALUE

Brand A

Brand B

Brand C

SERVICE

Brand A

Brand B

Brand C

FIT WITH YOUR SELF

Brand A

Brand B

Brand C

Profile on Brand Performance

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Initial Output Examples: To Understand the Difference in Category Experiences. Hair Care

CATEGORY AVERAGE: HAIRCARE PRODUCTS


EXPERIENCES % Index % Index % Index % Index % Index % Index

Brand Experience Brings Back Good Memories

Makes me Feel Good about Myself

Excites Me

Challenges me to think Differently


Teaches me Is Recommended by People I Care About

Helps me to Express Myself

Frees Me to Be Myself

Provides a Little Treat for me

Inspires Me

Shares my Values

Responds to my Needs

Has my Interests at Heart

Appreciates my Business

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Initial Output Examples: To Understand the Difference in Brand Experience: Citibank

BRAND PROFILE: BRAND (Citibank)


EXPERIENCES % Index % Index % Index % Index % Index % Index

Brand Experience

Brings Back Good Memories

Makes me Feel Good about Myself

Excites Me

Challenges me to think Differently


Teaches me Is Recommended by People I Care About

Helps me to Express Myself

Frees Me to Be Myself

Provides a Little Treat for me

Inspires Me

Shares my Values

Responds to my Needs

Has my Interests at Heart

Appreciates my Business

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Dashboard/Frontend Interface

Designed to be a user-friendly interface, the Reporting System will develop in two stages.

Stage 1 will offer standardized reports, Stage 2 will provide the ability to produce additional customized options

Both stages would present the operator with screens which prompt them to

specify inputs

.

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Stage 1: Standardized Reports (example)

UniWorld Cultural Identity Reporting Please select among the following reports: Please select from the following charting

options:

□ Associations □ Standard profile

□ Demographics □ Sorted by Index

□ Usage □ X-Y Plots

□ Relationships □ Driver Fundamentals

□ Leveragability

Please select the categories to be included:

□ Automotive

□ Banking

□ Restaurants

□ Credit Cards

□ Hair Care

□ Banking

□ Restaurants

□ Retail

□ Telecommunication

" Cultural Identity Reporting

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Sample Output Option Examples

STANDARD REPORT Segment 1 Segment 2 Segment 3 Segment 4 Segment 5 Segment 6

LOVE Category Cat Avg % Index % Inde

x % Index % Index % Index % Index

Bank of America Banking 43 89 221 83 198 80 176 78 201 92 242 91 233

Citibank Banking 43 82 196 80 175 73 142 75 178 83 214 82 214

Chase Banking 43 42 111 77 167 48 133 67 153 79 173 73 173

TD Bank Banking 43 38 75 43 98 40 85 43 98 42 96 43 98

Wells Fargo Banking 43 34 64 36 76 36 67 37 77 41 89 40 86

SORTED BY INDEX

MeasureCategor

y Cat Avg Segment 1 Index Segment 2 Index Segment 3 Inde

x Segment 4 Index Segment 5 Index Segment 6 Index

Love Banking 43 Citbank 221 Chase 198 Citbank 176 Citbank 201 Chase 283 Chase 283

Love Banking 43Bank of America 196 Citbank 175 Chase 142 Wells Fargo 178 Wells Fargo 214 Wells Fargo 214

Love Banking 43 Wells Fargo 111 Wells Fargo 167 Wells Fargo 133 Chase 153 Citbank 173 Citbank 173

Love Banking 43 Chase 75Bank of America 98

Bank of America 85 TD Bank 98

Bank of America 96

Bank of America 96

Love Banking 43 TD Bank 64 TD Bank 76 TD Bank 67Bank of America 77 TD Bank 89 TD Bank 89

Standard Profile

Sorted by Index

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Charting:

Segment 1

0

23

45

68

90

Bank of America Citibank Chase TD Bank Wells Fargo

LOVE

Segments by Category Measure Category By Segment Measure

Banking Usage

0

12

23

35

46


BANK OF AMERICA

Segment 4

Segment 3

Segment 2

Segment 1

Segment 6

Segment 5

0 20 40 60 80 100

LOVE

Brand By Segment

LOVE

Category By Segment Measure

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Charting:

Segments by Category Measure

Banking Hair Care

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Segment 1 Segment 2Segment 2

Segment 4Segment 6

Cultural Identity Segment by Brand Measure

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Charting Example: Correspondence analysisSymmetric plot"

(axes F1 and F2: 73.35 %)

F2 (2

2.63

%)

-0.0400

0.0000

0.0400

F1 (50.72 %)-0.0600 0.0630

0.0023

0.0078

-0.0057

0.0037

-0.0148

-0.00220.0009

-0.00170.0021

0.0045

-0.0031

0.00530.0086

-0.0054-0.0023-0.0002

0.0193

-0.0163

-0.0036

-0.0322

0.0367

Columns Rows

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Key Correlations (Drivers) identify the factors which move significantly moving up the franchise funnel

R R Square Adjusted R Square

0.48 0.23 0.221

B Std error Beta

(Constant) 2.61 0.017

Identification 0.237 0.016 0.161

Reinforcement 0.157 0.004 0.203

Chrisma that excites

0.203 0.072 0.058

Factors which “drive” non-users to consider the brand

Category: Hair Care

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Input Generation phase: Bulletin Boards• 5 Boards: African Americans, Spanish-speaking Hispanics, English-speaking Hispanics,

Asian Americans (English-speaking Chinese/Indian), non-Hispanic Whites. • 20-24 participants per Board. Conduct over 2-4 days. Structure Boards by age, marital/kids in

HH status, level of acculturation, generation in US, language, etc. • Actively moderated. Varied tasks. 45 minutes activity per day.

• Daily topics • Category

contextual • Open and 1 on 1

discussions • Mini-surveys • Whiteboards • Images, video

& web stimuli • Homework • Data exports

& transcripts

• How relate to ethnicity

• Role and expression of cultural identity

• Test hypotheses • Explore values

and other factors • Develop lexicon • Generate

measurement items for Quant phases

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UniWorld 2-5-REVISED FINAL

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