As a preview to his presentation, Antony shares his perspectives on “Leveraging Insights to Drive Intel’s Future Vision of the Laptop.”
Peggy L. Bieniek, ABC: How is Intel’s Insights & Analytics team helping to shape the organization’s future success?
Antony Barton: Our insights function is focused on driving insights into product development (e.g. 12 to 36 months) and marketing strategy (e.g. 0 to 18 months). This includes helping our business unit (focused on the development of next generation PCs) to bring forth the best products as possible; and support our marketing strategy team to develop effective marketing campaigns that communicate the benefits of Intel’s new technologies. We deploy a number of different types of insights methodologies to drive our insights into decision making including ethnographic studies, more traditional qualitative techniques, quantitative approaches including feature prioritization and optimization, pricing studies, audience segmentation, and message testing.
PB: What role does Intel’s Insights & Analytics team play in helping to measure brand performance?
AB: Measuring the health of the Intel brand among our target audiences (both B2B and consumer) is a key part of our insights function. From time to time, we also deploy more in-depth methods to better understand what our brand means and stands for; including looking by different age groups. This is important as perceptions of technology brands are constantly changing as new products and services arise.
PB: How does Intel’s Insights & Analytics team help tell a compelling marketing story?
AB: Helping our marketing colleagues bring our technology to life in an easy to understand and compelling fashion that encourages our target audience to buy a new PC is a super important part of our job. We are also often working with our eco-system partners to ensure we are coordinated in our approach (e.g. Microsoft and Dell and HP), including sharing insights.
PB: What will people gain from your conference presentation? AB: Today the ability to impact significant decision-making with insights is often dependent on how you can best bring together multiple streams of insights into a coherent story that executives can quickly understand and take action on. My talk will center on what I believe are best practices as its relates to leveraging multiple research methodologies (e.g. deep ethnographic, synthesizing secondary research, and traditional qualitative and quantitative) and the resulting insights that significantly impacted Intel’s most important mobile computing innovation decision in the past 10 years.
Want to hear more from Antony? Join us at The Market Research Event(TMRE). Learn, network and share best practices with the most influential leaders in market research. Stay connected at #TMREVENT.
Welcome to Brilliance@Work, a series of profiles about stellar communication professionals and their best practices at work.
Robin McCasland, Executive Board Chair of the International Association of Business Communicators (IABC), is a communication expert recognized for her creative approaches to employee engagement strategies and internal branding. She recently joined Tenet Healthcare in Dallas, Texas as Director of Internal Communication.
Previously, she led employee engagement and internal communication for a business unit of Dell Inc. Over the past two decades, Robin received IABC Gold, Silver and Bronze Quill awards and earned several Communicator Awards for her work on clients’ recruiting and benefits communication projects.
At the May 15 IABC Phoenix professional development luncheon, Robin will present “Growing Your Personal Brand and Protecting Your Reputation.” During this event, you’ll learn how to recognize the intangible qualities that enhance your personal brand and make you more valuable and marketable as a communication professional. You’ll also learn why it’s worthwhile to go “ego surfing” online to ensure your reputation is solid.
For more information, visit www.iabcphoenix.com. In the meantime, read on to learn more about Robin and her creative approach to communication planning:
Peggy Bieniek: What is most important for people to know about you?
Robin McCasland: I believe that creativity and an open mind can overcome virtually any challenge (including a lack of budget). Also, it’s helpful to know that I believe if you’re not having fun, you shouldn’t be doing it, whatever “it” is.
PB: What are you most interested in and speak most enthusiastically about?
RMC: I love the process of employee engagement. I’ve experienced first-hand how workplace cultures can transform for the better with a long-term, consistent and creative engagement strategy. I love showing people how to take a more creative approach to strategic communication planning. I use a slightly different method that helps get at the “heart and soul” of an organization, engages employees and inspires them to do their best.
I also love presenting on personal branding and reputation. Most people don’t often think about their personal traits and habits that make them more desirable to employers and clients. Those traits are, in my opinion, key to their personal brands – more than their actual communication skills. It’s fun to get people thinking about how they can enhance those positive qualities that make them stand out from others.
PB: How have your leadership roles within IABC influenced your career? RMC: I’ve been a chapter leader twice – in Fort Worth and Dallas. Each experience taught me much about managing people (volunteers), public speaking, presenting, managing a budget, event planning, fundraising and more. I’ve used all of those skills in my jobs.
Those chapter roles provided management experience that prepared me to take on more senior roles in my career, with far greater responsibility. My IABC experiences over time have given me the confidence and courage to seek bigger horizons – in my career and within IABC.
IABC is in a challenging but necessary transition. The International Executive Board (IEB), staff and I have worked through some difficult situations to move IABC forward. It’s not been fun. However, the experience as IEB chair has made my career seem so much easier by comparison! The things that used to rattle me at work don’t usually faze me now.
PB: What communication projects are you most proud of?
RMC: If I had to choose one, it would be the work I did at Texas Instruments (TI) to help transform its university recruiting program with creative employment branding. I had the good fortune to work with amazing human resources pros at TI who gave me a real budget and a lot of freedom to do incredibly creative work. Overall, our work was so effective in this area that the Corporate Leadership Council benchmarked our programs as best in practice. The work was so much fun that I couldn’t wait to get to the office each day. How many people can say they’ve had a job like that?
PB: What are some communication best practices you’ve developed and/or helped to implement?
RMC: When I’m developing a strategic communication plan, I ask a few additional questions that will evoke an emotional response or cause people to take action or think differently. That’s the essence of developing clear, compelling messages. Depending on the circumstances and what we’re trying to accomplish, I might ask questions like:
–How do we make a difference in the world?
–What do leaders expect from employees? And – equally important – what should employees expect of their leaders?
–How do shareholders, customers and vendors view us? Is it easy to do business with us?
–How would we feel if any negative comments from those stakeholders were posted in social media? How would we respond?
–What do we value in this organization? Do we value the right things? How would others perceive our values? How would they discuss us in social media?
The answers to those questions and others help me build a more engaging, “living” communication plan.
Oh, and there’s one more unrelated, boring but tried-and-true best practice: Always have someone else proofread your work before you finalize it! Don’t rely on spell-check. Don’t rely on your own brain and eyes that have looked at the same copy for days. Have someone “fresh” read your copy. Always.
PB: What are your current projects as you continue to develop your professional skills and knowledge?
RMC: I’m leading special event planning to launch a refreshed brand among employees. I’m excited to pull all the messages and activities together for this special event, which has the potential to impact tens of thousands of employees positively.
I’m developing a second-half 2014 internal communication plan for an organization in the healthcare industry. I’m learning the challenges of communicating with very diverse audiences, many of whom don’t sit in front of a computer on a daily basis.
PB: What are some of your favorite resources that inspire your work?
RMC: I’m an audiophile. Music inspires my creativity. Music can literally change my mood in minutes! Some of my best ideas come when I’m listening to music. I love alternative and classic rock, but sometimes a beautiful movie soundtrack will help me engage emotionally in developing good communication.
Children inspire me. If they’re young enough, their creative minds aren’t stifled by people who tell them “no.” I like to approach each communication opportunity with no limits. Brainstorm as if there is unlimited possibility – and unlimited budget. That’s how kids think, generally. No limits.
PB: What is your contact information for questions, comments and ideas?
RMC: The easiest way to reach me is via email at email@example.com or on Twitter @robinrox.