Four personas of connected consumers

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Meet the four personas of connected consumersMeet the four personas of connected consumers

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Meet the four personas of connected consumers
The most successful marketing campaigns
deliver a core idea that effortlessly spans
multiple channels, allowing each component
to amplify the effect of its predecessor. Media
is carefully and effectively planned to touch the
target audience with the right message, in the
right channel at the right time.

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This might be stating the obvious, but in 2014
achieving this is extremely hard. Budgets are tight,
and consumers are fragmenting their time across
more and more devices and channels. Finding the
elusive target consumer is hard enough in one
channel, let alone across many different ones. As we
know from our cross media work, interactions across
multiple channels nearly always amplify engagement
and hence drive success.
In essence, the art of good strategic planning is
more important than ever before. Success can only
be driven by a deep understanding of the target
consumer: their values, desires and behaviour. In other
words, it is driven by good strategy.
Anjali Puri
Head of Centre of
Excellence, TNS Qualitative
Jonathan Sinton
Global Digital Director
Since the 1950s, segmentation has been at the heart
of strategic planning. Most segmentations are built
upon category needs or behaviour and attitudes,
and can successfully identify discrete segments for
prioritisation and targeting. However, the same
approach can be too blunt to pick up the nuances of
different connected lives. Traditional segmentations
alone are not precise enough to distinguish between
someone who will respond to social content and
someone who will not, for example. The fact that we
are targeting traditional segments in an environment
that actually fragments their behaviour helps to
explain why campaigns often feel bland and generic
and why marketing dollars can end up being wasted.
After all, there are 2.9 billion internet users worldwide
and each and every person has their own unique
digital footprint. No two people truly behave the
same. But digital is all about personalisation –
the segment of me. This makes it vital to build a
meaningful understanding of the different types of
connected consumer.
In essence, the art of good
strategic planning is more
important than ever before.
Success can only be driven
by a deep understanding of
the target consumer: their
values, desires and behaviour.
In other words, it is driven by
good strategy.

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Secondly and most importantly, we are not yet able to
measure or target the same person across devices and
channels to the extent where we can truly understand
their behaviour; nor can we typically capture in-app
behaviour, which is around 80% of mobile and tablet
usage. Initiatives such as the Facebook Atlas ad-
buying tool are doing a good job of understanding
behaviour across devices, but still do not break the silo
of the ad network itself (which represents complete
non-Facebook behaviour) or integrate the offline
(traditional media) world.
With neither traditional segmentations nor
behavioural targeting providing an adequate
framework for planning across our increasingly
complex media environment, something else is
clearly needed.
The paradox of personalisation
It is almost impossible for brands to cost-effectively
personalise advertising or content to an individual.
The ‘Share a Coke’ initiative probably got as close as
one could hope for (over 150 ‘pre-canned’ names
with personalised editions printed in shopping centres
and via Facebook) but few have the marketing budgets
of The Coca Cola Company. Instead, attempts at
personalisation usually rely on behavioural targeting
via a programmatic buying platform: you browsed the
auto section of the New York Times website, so surely
you are in the market for a car… now we are going
to follow you around the internet showing you car
ads on every site you visit.
Behavioural targeting has two potential weaknesses.
Firstly, because the person is already displaying
behaviour relevant to researching the category, they
are probably already down the path of decision
making and harder to convert, or have already
made their decision but continue to be served ads.
YOUR
NAME
HERE

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The need for holistic Connected Life planning
Over the past 20 years, TNS has undertaken extensive
research on media habits, device usage and online
behaviour in just about every market and category on
earth. In this time, we’ve developed many different
frameworks for segmenting consumer behaviour,
in response to the changing dimensions on which
segmentation needs to be based. Internet access,
mobile usage, eCommerce participation have all come
and gone as factors that define behaviour.
In 2014, we believe that two dimensions differentiate
connected consumers, and each has its own
implications for how marketers reach them.
1. Digital influence
The first dimension is the degree to which a
consumer is connected throughout the day across
multiple devices; the degree, you might say, to which
they are addicted to being online. Typically a higher
degree of connectedness would result in higher
consumption of online video, a greater engagement
with eCommerce, more multi-screening and the
use of multiple online touchpoints in the path to
purchase. At the extreme, this also means a reduced
consumption of traditional media. In short, this
dimension measures the degree to which digital is
influencing a connected consumer’s life.
If your target audience scores highly on this
dimension, the implication is that your strategy
(media, commerce, content) needs to be more
digitally focused. There are of course a considerable
number of people who register lower on this
dimension, and for these, more traditional media and
strategies will still play a considerable role.
2. Social engagement
The second dimension is the degree to which social
(media) connection and content is important to a
connected consumer. Do they feel the urge to check
their Facebook status all day? Are they vocal online,
or more voyeuristic? Are they likely to respond to
branded content in social channels? And in mature
economies, does social play a role in the purchase
journey? Fundamentally, are they the type of person
who embraces social media, warts and all?
Through knowing the answer to this question, you
can determine whether a strategy led by social
content is right for your target audience, or not.

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Clearly when simplifying the entirety of human online
behaviour down to two dimensions, there are going
to be nuances. Every market is unique, so you need
to recognise that a high ‘digital influence’ individual
in one market may only be a low ‘digital influence’
individual in another. A further nuance is that in rapid-
growth economies, we find the two dimensions are
more strongly correlated than in mature economies.
This is ultimately because internet penetration is
lower and those who are online represent a more
homogenous group.
What we have found, however, is that these two
comparatively simple dimensions, above other
metrics, can best explain the landscape in all markets
and categories in 2014. They can, in themselves,
separate consumers into groups distinct enough to
command unique strategies.
The four personas of the connected world
When we look at the two dimensions together,
we end up with four different patterns of
behaviour; four different personas with core
behavioural characteristics that are remarkably
similar no matter which part of the world we are
talking about. We will go on to describe each of
these, and by looking at the UK and China, we
have choosen two markets which are about as
different as can be.
High
Digitalinfluence
Low
Digitalinfluence
High
Social engagement
Low
Social engagement

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At the top end of digital
influence and social
engagement are Leaders
– people who are highly
invested in both digital and
social media. Leaders ‘live
online’, tend to be constantly
connected through the day,
and are typically more vocal
on social media.
The actual number of devices they own may be higher
in the more affluent markets such as Europe and
developed Asia than it is in many Asian and African
markets (for example). However, Leaders are always
set apart by their constant, energetic participation in
the virtual world, their curiosity about technology and
their heavy dependence on it. And this is not a niche
group by any means. Leaders typically form a third of
the online population across markets.
Julian is a 21-year-old university student in London
who loves to post content on Facebook, Twitter or
Instagram. He is very keen on the latest devices and
likes to get the most out of them. For example he
syncs his Twitter and Facebook account with his sat-
nav and also links it to Google maps to check pictures
of his destinations. He is a confident online shopper
and his interaction with online and offline retail is
seamless: he chooses where to shop based on where
he can find exclusive products, rather than whether
the channel is online or offline.

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sold online, Hu Dong has found a way to make it
work – for better prices, convenience, access to
exclusive products, and, very simply, fun! For Julian,
being online is a choice. For Hu Dong, there is no
other way to be.
“I feel alive and have a sense of presence because
the internet allows me to stay connected all the
time, as well as saving my time, and money on
entertainment.”
The meaning and value of technology may differ
for Julian and Hu Dong, but for marketers targeting
either of them, it is clear that traditional channels are
not the way to go. This group is far more likely to
engage with brands online, especially via social media,
and will both consume and broadcast; brands should
look for ways to trigger conversations amongst this
group which can reach and influence other segments.
Because digital and social exercise their greatest
influence on the decision path of this group, both
owned (brand websites) and earned media (user
reviews) need to be managed well.
He is also quite savvy about finding great deals. Far
from being anxious about being cheated online,
he has found ways to ‘outsmart’ e-tailers and get
the best prices. He says he’s aware of what he calls
‘the tricks’ used by travel companies. He says that
they increase the costs if a shopper has looked at
something more than once, and so he clears his cache
when checking flight prices.
In a different corner of the world, 24-year-old Hu
Dong works at Shanghai airport. Like Julian, Hu Dong
is excited about technology and likes to keep himself
up-to-date on the latest gadgets and applications. He
may not be able to afford as many devices, but he
is no less enthusiastic and participative in the online
world. His phone is the centre of his life, essential for
keeping him connected to his social group.
What is also significant about Hu Dong is the
transformative effect technology has had on his life,
giving him access to a world he would otherwise be
disconnected from. His news consumption has moved
entirely online, and online video has replaced TV as
a source of entertainment. And despite rampant
insecurity in China about the authenticity of goods

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A measure of skepticism continues to flavour their
interactions with the online world, and they are
relatively reluctant online shoppers.
Raj in London is a typical Functional. He is vociferous
about his concerns regarding online security and
guards his privacy zealously. He’s been drawn
into Facebook after years of avoiding it, because
he has now started to feel a bit left out of family
conversations.
“I dislike having to give my details out online
without a good reason and I’m wary of
organisations knowing too much about what
I’m doing on the internet.”
He uses technology very purposefully, and is more
excited about its practical rather than social uses. He
does own a lot of gadgets but this is more out of the
pressure to keep up; he admits he doesn’t do much
with them. For example he has a tablet which he
uses only to play games. He uses his phone mostly for
texts and calls but makes an exception for his mobile
banking app, which allows him to check his finances
on the go.
At the other end of the
spectrum are Functionals,
who typically form another
third of the digital population
in most markets. Functionals
are slower, more cautious
adopters of technology, often
being nudged along either
by the need to keep up with
the world or a conscious
awareness of tangible
practical benefits.

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transition. Many of those who resist acknowledge
that they are eventually likely to succumb out of
pressure to keep up with the world, and many others
are excited about learning, and adopting more
connected lives.
From a marketing perspective there are a couple of
implications to think about. This group represents
important users of traditional media and retail
channels currently, spending more time on offline
entertainment, news and shopping. At the same time
though, heavier online engagement is inevitable in
many cases, and Functionals will need help in finding
their feet in an online environment they are currently
uncertain about. The real opportunity for brands lies
in facilitating this transition by finding ways to provide
guidance and reassurance.
The Functional behaviour pattern could be driven
by security concerns, which we see in many people
around the world, or it may be a rejection of the
perceived addictive or frivolous nature of tech
applications like social media and gaming. Wang Min,
a 33-year-old mother of two in Shanghai, is cautiously
feeling her way around the convenience of being
online, but she disapproves of too much screen time
for herself as well as her sons, limiting the amount of
time they spend gaming.
“I’m curious about new technology, but I don’t
have the time or energy to get the hang of it.
My smartphone makes my life easy, for example
shopping online. My life is a lot more than
what I do online. I’d rather spend more time
with my sons.”
While some Functionals are digging their heels in and
resisting conversion, it is also worth remembering that
many are simply at the beginning of the adoption
curve. They are open and excited, but have simply
been slower than others because of factors affecting
their access to technology such as age, income, or
the market they are based in. This is a segment in

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In this respect they are a niche group, whose adoption
of digital media and devices has been driven by their
interest in the functionality of technology rather than
social engagement. Typically we find that Observers
range from around 10 to 20% of the online
population in a market.
Being an Observer could be an enduring mindset
or may be a life-stage related shift. For Becky, a
33-year-old freelance videographer in London, there
has been a significant change in the way she uses
social media in recent years. If we’d interviewed
her five years ago, she would probably have fallen
into the Leader segment, but as she’s gotten older
she has reduced the status updates she posts on
Facebook. She doesn’t want current or potential
employers to see what she gets up to out of working
hours, or for them to be able to see any potentially
embarrassing photos. Her need for privacy has gone
up, and she doesn’t want acquaintances to know the
intimate details of her life. Indeed, in the last year she
conducted a cull of her friends on Facebook, cutting
them down from 1,500 to 400, as she only wants to
be friends with people “there is at least an outside
chance I’ll go for a coffee with.”
Observers are highly
curious about and enthused
by technology, and take
pride in knowing about the
latest innovations. They are
extremely comfortable around
technology and enjoy being
able to figure things out for
themselves. They are set apart
from Leaders by their lack
of a similar enthusiasm for
social media.

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“Watching TV while playing on my smartphone
relaxes me. I’m also amazed by how fast and
easily I can access various resources such as
finding where I am and apps recommending
restaurants. The internet makes my life more
colourful, exciting and richer than before. I feel
like I’m having a second life. I like mobile news
feeds, as I can be among the first to know”
From a marketing perspective Observers are
consumers rather than broadcasters of content. They
are some of the heaviest online researchers and utilise
user reviews, search engines, independent reviews
and brand and retailer websites. Brands should move
more budget online when activating this segment,
compared to other groups. However, whilst Observers
are open to brand engagement initiatives, it must be
remembered that their interaction with technology
is purposeful. Brands must focus their engagement
efforts around functional benefits.
While she doesn’t create a lot of online content, she
is technologically advanced, owning a MacBook and
an iMac apart from her smartphone. Her smartphone
broke two days before we conducted the interview,
and the thing she missed most about it was her
access to Google Maps.
“Since my smartphone broke I can’t find my way
around London. I’m literally lost without my
maps app, but I’m not fussed about not having
Facebook 24/7.”
Liang Ying, 42, has a full and busy life balancing job
and family in Shanghai, and her Observer behaviour
may be a life-stage outcome as well, since she has
less time on her hands. Unlike Becky though, for
Liang Ying technology was never primarily about
social media; more about entertainment, news and
efficiency. For her, a smartphone provides a retreat
into an inner space – it provides her some personal
downtime without having to make a lot of effort, as
well as tools to make her life convenient.

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Gary, 44, is a London-based Connector who started
using Facebook in the last few years to get back
in touch with his friends. The tipping point for this
was a change in his lifestyle, when he split up with
his partner. When we asked him why he didn’t
use Facebook prior to that he told us, “I just didn’t
have time!” However he now regularly updates his
status, uploads pictures and communicates with his
friends on the platform. He is logged onto Facebook
constantly throughout the day, using his mobile when
on the move, his laptop while watching TV with his
daughters. He’s also discovered instant messaging and
is a big fan of WhatsApp. But by his own admission,
he is anything but a tech buff and his device usage
beyond social media is relatively unsophisticated.
“The internet has been a great way to get back in
touch with old friends that I’ve lost touch with. I’ve
started doing that in the last couple of years; it has
changed my life for the better, without a doubt.”
Connectors are the opposite
of Observers, in that their
interaction with the online
world is driven primarily by
social media. They tend to
form 15-20% of the online
population in most markets.
They are not especially
interested in having the latest
devices, provided the ones
they have are good enough
for accessing social media
and connecting with friends
and family.

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From a targeting perspective, Connectors are
receptive to brands online since being in touch with
what’s happening out there is a primary driver. While
not tech buffs, the fact that they spend a huge
amount of time online means that a mobile-centric,
social-first strategy is likely to be effective with them.
They are likely to be open to following brands, but
are looking for “useful information” and an explicit
personal benefit, such as a price advantage that might
encourage them to buy online.
In Shanghai, 48-year-old Fan Heping says she finds it
hard to keep up with technology and is not interested
in electronics and all that “boy stuff”. But she does
use her mobile phone to IM with friends and consume
news and entertainment. She likes to forward news,
tips and knowledge on WeChat, a way of being
helpful that she says makes her feel good about
herself. Her smartphone allows her to stay connected,
but significantly, digital connection does not become
a substitute for real connection.
“When my husband and I finish dinner, we sit in
front of the TV, talking to each other. I prefer
to know about his day than to play on my
smartphone.”

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Developing and implementing strategies
to reach your audience
Knowing your market-level personas is useful, but
what’s critical is determining the relative role of
personas within your category or target audience.
In this graphic we show how buyers of beers and
ales in the UK differ compared to the market
average, and how they differ depending upon their
age. In both age groups, about half of people fall
into one persona, which theoretically makes the
strategy decision relatively easy (assuming you are
targeting just one age group). But there are three
areas of caution. Firstly, half of the age group
falls outside of this persona. Secondly, in an era
where audience reach is purported to be the only
marketing metric that matters, ignoring the other
age group may prove foolhardy. Finally, just because
there is one large persona, it doesn’t mean they will
engage with your brand.
In the UK, 18% of 18-65 are offline: strategies should be
dramatically different when targeting the under and over 40’s
Segment split among
beer purchasers aged 18 to 40
Segment split among
beer purchasers aged 41 to 65
Market average
UK
Source: Connected Life segments / Base: UK: 18-40 year olds (165) | 41-65 year olds (175)
High
Digitalinfluence
Low
Digitalinfluence
High
Social engagement
Low
Social engagement
High
Social engagement
Low
Social engagement
High
Social engagement
Low
Social engagement
20%
13%13%
54%
19% 21%
49%
11%
18%
16%
35%
31%

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The Connected Life framework we’ve described is
just one lens through which to view the complexity
of online and offline behaviour. Our goal in creating
and sharing this framework is to highlight that,
whilst consumer behaviour has evolved and become
increasingly complex, you can still cluster consumers
into sizeable segments, enabling effective yet cost-
efficient development of considered strategies for
engaging them. In an era where digital media has
become saturated with advertising and branded
content, we believe the need for such strategies is
greater than ever before.
The era of multi-target integrated strategies.
We operate in an era where multiple integrated
marketing strategies are required to reach your
consumer base effectively across a fragmented
media landscape. Each of the four personas we’ve
described will be influenced in different ways by
digital media. Each requires careful examination
when it comes to how they behave regarding your
category, which channels you should aim to reach
them through, when you should seek to do so,
and what types of content and execution you
should use to engage them.
A key question for all brands is: how many personas
do I need to target in order to drive growth? If you’re
managing a single brand, it won’t necessarily make
financial sense to target every persona, particularly
in emerging markets where those online are a more
homogenous group. But if managing a portfolio of
products, the fragmented media landscape creates a
perfect opportunity to diversify strategy to meet the
needs of different consumers.
A key question for brands is:
how many personas do
I need to target in order
to drive growth? If you’re
managing a portfolio of
products, the fragmented
media landscape creates
a perfect opportunity to
diversify strategy to meet the
needs of different consumers.

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About Connected Life
Connected Life is a leading global study of the digital attitudes and behaviours of over 55,000 internet users
across 50 countries, exploring how technology is transforming the lives of consumers across the world. It offers
essential insight into the impact of the growing digital ecosystem on the media landscape. Connected Life also
uncovers new and exciting opportunities for marketers to connect with their consumers in this increasingly
complex environment; it is a powerful tool that helps brands make better digital decisions. The fieldwork was
undertaken in all markets between March and June 2014.
Please visit www.tnsglobal.com/connectedlife for further information.
About TNS
TNS advises clients on specific growth strategies around new market entry, innovation, brand switching and
customer and employee relationships, based on long-established expertise and market-leading solutions. With
a presence in over 80 countries, TNS has more conversations with the world’s consumers than anyone else and
understands individual human behaviours and attitudes across every cultural, economic and political region of
the world.
TNS is part of Kantar, the data investment management division of WPP and one of the world’s largest insight,
information and consultancy groups.
Get in touch
If you would like to talk to us about anything you have read in this report, please get in touch via
enquiries@tnsglobal.com or via Twitter @tns_global
Jonathan Sinton is Global Digital
Director for TNS’s clients. Jonathan
leads high profile projects around
digital strategy development,
opportunity development and assessment,
website, social media and digital advertising
development and measurement.
Anjali Puri heads the Centre of
Excellence for TNS Qualitative,
where she is responsible for
developing TNS’s qualitative offer,
providing clients with cross-cultural insights and
leading new thinking, particularly in the areas
of consumer choices, behaviour change and
social media.
To find out more about strategically targeting
connected consumers, contact Jonathan or
Anjali at jonathan.sinton@tnsglobal.com or
anjali.puri@tnsglobal.com
About the authors

Four personas of connected consumers

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