1. The document discusses how participation disrupts traditional business models by disrupting supply, pricing, and distribution. 2. It advocates thinking about network insights and how to motivate participation through balancing effort and reward rather than just focusing on individual consumer insights. 3. The key recommendation is to shift from focusing on the single message to convey, to focusing on what product or experience can be created to enable the behavioral changes needed to address business problems.

1. Briefing for
Participation
Strategy Group: Modern Briefing

2. Strategy Group: Modern Briefing

3. We may well debate the commercial merits of
participation
Strategy Group: Modern Briefing

4. And some of our efforts may bemuse our consumers
Strategy Group: Modern Briefing

5. Nevertheless, for more and more of our consumers,
participation is a way of life
Strategy Group: Modern Briefing

6. More and more of the content they see is
filtered by friends’ participation
-17% of users consume news stories based on friends’ recommendations
-28.8% watch online videos based on friends’ recommendations
So if we want our content to be seen at all, we need a measure of participation
Strategy Group: Modern Briefing Source: Global Web Index

7. More importantly, participation disrupts
business models
Strategy Group: Modern Briefing

8. Participation disrupts business models
Disruption of supply
Strategy Group: Modern Briefing

9. Participation disrupts business models
Disruption of pricing models
Strategy Group: Modern Briefing

10. Participation disrupts business models
Disruption of distribution
Strategy Group: Modern Briefing

11. The challenge, of course, is Brian….
Strategy Group: Modern Briefing

12. So how do we get better at briefing for
participation?
Strategy Group: Modern Briefing

13. 3 key themes:
1. A business problem is a behavioural change
in disguise
2. Think about network insights, not (only)
consumer insights
3. From “the single thing we want to say” to
“the single thing we’re going to make or do”
Strategy Group: Modern Briefing

14. 3 key themes:
1. A business problem is a behavioural change
in disguise
Strategy Group: Modern Briefing

15. At the heart of every business problem today is an
opportunity to change consumer behaviour
-Even in those areas we previously struggled to impact
Strategy Group: Modern Briefing

16. Start with a clear, simple, granular problem
(NB. these aren’t easy to get to)
THE PROBLEM
-We need our 1m light users
to buy 1 more pack a year each
-Rate of sale is sky high but our
distribution is a barrier to
growth
-Delivery costs are stripping the
margin from our business
Strategy Group: Modern Briefing

17. Then identify the behaviour you need to
change to make that happen
THE PROBLEM THE BEHAVIOURAL CHANGE
-We need each of our 1m light -We need to create one
users to buy 1 more pack of additional baking occasion a year
butter a year for these users
-Rate of sale is sky high but our
-We need our fans to become our
distribution is a barrier to
distribution channel
growth
-Delivery costs are stripping the -We need to incentivise users to
margin from our business pool their delivery slots
Strategy Group: Modern Briefing

18. And think about the number of people you need this
change to happen among
Strategy Group: Modern Briefing

19. Move from “nice” sharing to, as Clay Shirky puts it
“jackhammer sharing”
Strategy Group: Modern Briefing

20. 3 key themes:
1. A business problem is a behavioural change
in disguise
2. Think about network insights, not (only)
consumer insights
Strategy Group: Modern Briefing

21. Strategy Group: Modern Briefing

22. Thinking about network insights ensures we understand
why our target might participate with our platform
Strategy Group: Modern Briefing

23. It ensures we know how to properly balance
effort and reward
Strategy Group: Modern Briefing

24. It ensures we know how to properly balance
effort and reward
Strategy Group: Modern Briefing

25. And it ensures we know how to design experiences
to maximise the participation we need
Strategy Group: Modern Briefing Source: Luke Wroblewski, The Impact
of Social Models

26. 3 key themes:
1. A business problem is a behavioural change
in disguise
2. Think about network insights, not (only)
consumer insights
3. From “the single thing we want to say” to
“the single thing we’re going to make or do”
Strategy Group: Modern Briefing

27. The heart of the traditional creative brief:
What is the single thing we want to say?
Strategy Group: Modern Briefing

28. But we’ve established….
Participation disrupts business models
Business problems are rooted in the need for behavioural change
If we want to change behaviours, we’re probably not going to
be talking at consumers
Strategy Group: Modern Briefing

29. Put another way:
“Behaviour is motivation
filtered by opportunity”
Clay Shirky, SxSW
Strategy Group: Modern Briefing

30. Strategy Group: Modern Briefing

31. What are we going to make or do that will enable the
behaviour we need to see?
Strategy Group: Modern Briefing

32. In summary
1. A business problem is a What do we need people
behavioural change in disguise to do?
2. Think about network insights, not
Why would they do it?
(only) consumer insights What are their network
motivations?
3. From “the single thing we want to
What are we going to
say” to “the single thing we’re
Make or do that will
going to make or do” enable them to do it ?
Strategy Group: Modern Briefing