Tuesday, 21 September 2010

Scarcity and Online Buying: Digital Behavioural Economics

The current advertising & media industry push towards a greater understanding of Behavioural Economics isn't a new thing. From Walter Dill Scott's succinctly named "The Psychology of Advertising: A Simple Exposition on the Principles of Psychology In Their Relation to Successful Advertising" in 1908 and John Watson's transition from academic to VP of JWT in the 1920's through to the en vogue works of Gladwell, Thaler & Miller today, psychology has been applied in a myriad of formats and combinations (who stole my neuromarketing & replaced it with behavioural economics!?)

That being said, looking within marketing and advertising, we can find manifestations of psychological principles in intentional and unintentional situations. While case studies are present in both online and offline mediums, examples within the digital space lend themselves to special analysis, due to the unique nature of consumer interaction online. Throughout this series of posts, I plan on taking a principle and highlighting a clear example of how a marketer has made it work well.

Scarcity and Online Buying

The power of scarcity (and/or perceived scarcity) has been heavily written about in various academic and non-academic circles through the marketing and economics fields. Given that the more academic implications of scarcity have been covered thoroughly, I'm going to focus more on the way it applies to online e-commerce.

So what is scarcity? Economics defines it loosely as "The condition in which our wants are greater than the resources available to satisfy those wants" (Arthur, 2008). However, given that arguably every purchasable good available is in someway scarce, the power of scarcity has a greater psychological power than the economic definition gives it. One psychological implication of scarcity is that it "binds rationality" (Altman, 2006), meaning that it takes an otherwise rational decision and effects the decision or purchase process. To understand the full implications of this, we need to understand how it fits into the purchase model.

The Consumer Purchase Process provides a good model to think about where different concepts effect the consumer and how we go about buying

As with many applied concepts, scarcity speaks directly to the base instincts of the consumer. The act of purchase at its most basic involves the minimization of risk and the amplification of perceived value. Everyone wants to feel like they made the best decision to get the best deal. As value is a rather unclear concept to individuals, we draw upon previous experiences (formed during previous post purchase experiences) as well as our current evaluation of alternatives presented to us. Scarcity speaks more to the way we evaluate alternatives, as it imparts a greater perceived value to alternatives deemed scarce. As the consumer search for information doesn't always produce a 'perfect' level of information about alternatives available (due to limitations or marketing communications), scarcity can be real (as in there are actually very few goods available) or perceived (as in the market is being manipulated and/or a sense of urgency is given through messaging).


Scarcity Working Well Online - Woot!

 Woot's main page features a clear message about the product on offer for the day and provides a clear path to purchase

Classic examples of creating scarcity exist in concepts such as the '1 week'/'Limited Time' sale, but also in the relatively new trend of 'Deal a Day' sites. Sites such as Woot! or larger retailers such as Amazon.com and Buy.com offer a product a day, ceasing sale of the product 24 hours after launch or when stock has sold out. By offering a desired product at a lower price, the draw to the site is already an established value. Given the threat of a sell-out, perceived scarcity becomes a heavy motivator in a quick purchase.Woot's selection of products already being considered by their target market (i.e. MP3 players, computers, etc.) means that scarcity can help along a purchase already being mulled over by the consumer.

As seen with Woot.com, scarcity as a motivator works best when a clear message exists about the urgency surrounding the product and the path to purchase is clear. With Woot! a few clicks and a login allow you to quickly and easily purchase the daily product on offer. Woot also leverages the interest created by its scarcity model into user involvement, with users supplying comments and support for the product.



Importantly, Woot! also provides metrics about how sales are going, allowing users to feel as if they have a handle on understanding how scarce the product is. In reality, the information provides no real indicator on how long supplies will last, but easy to understand metrics help to fulfill the consumer's 'search for information'.

 Woot's flashing lights on site (shown here as a real product) indicate low stock or a special event called a 'Woot Off'.

After building up a constant daily level of scarcity around its products, Woot! sporadically increases urgency through a series of cues and events. Flashing lights feature around the product as its stock is low, driving home scarcity and increasing urgency to purchase further. The Woot! flashing lights also feature on their random 'Woot Off' events, in which previously unsold stock is resold consecutively, with multiple items being featured, one after another until all are sold. Such events don't effect the scarcity of the item's original day on the site, as a sell out would prevent it from being featured in the next 'Woot-off.'

By combining a desired item, with an interested target market & a sense of urgency, Woot! creates an opportunity for purchase that might not have occurred. Looking back on the consumer purchase process, the website stimulates 'problem recognition', helps in the 'information search', negates an 'evaluation of alternatives' through perceived scarcity and drives a clear path to purchase.


Scarcity Backfires -SecretSales.com & the iPad


While Woot! manages to leverage scarcity in a way that provides a relationship with the consumer, other sites illustrate what can occur when the power of the concept is utilized incorrectly. Secretsales.com's iPad promotion, illustrates what can occur when scarcity isn't handled in a clear way for the consumer. 

Secretsales, a members only sales site, created a wave of interest on Twitter and Facebook by offering a 3 day sale of iPads at 50% their normal price. By spreading the sale's stock over three days, Secretsales hoped to graft an increased perception of scarcity on top of an already rare offering, a cheaper iPad. In doing so, they encountered site crashes on the run up to the sale, leaving many unable to even attempt to buy. Those that could get through quickly exhausted the relatively small stock, leaving a stock out message for consumers who later connected. Due to an outpouring of network abuse, Secretsales then decided to release all remaining stock, quickly clearing out and ending the promotion early. What followed was continued online abuse, with many claiming the entire sale was a scam. 



While scarcity quickly drove sales in the Secretsales promotion, the campaign itself could be considered a failure. If they planned on utilizing scarcity to drive sales this would be considered a success, but given the already rare nature of the product, such a promotion left many consumers wary of the brand and reticent to engage with them again. While Woot! and others utilize metrics and visual cues to empower consumers to understand and act on a perceived scarcity, the unclear situation put forth by Secretsales left them powerless and angry. Given the sites' objectives, raising awareness, driving registrations and encouraging repeat visits, a different promotional mechanism would have proven more effective.



Scarcity is a powerful concept to drive sales within online shopping, but it needs to be inline with marketing objectives. Post purchase behaviour can shape future interactions with online shopping portals, so scarcity must be tempered with providing an empowered experience for the consumer. By providing a clear path for purchase, informing the consumer about both the product and the buying situation and considering consumer perception once 'rationality' returns, scarcity can be applied efficiently, but not at the cost of the consumer relationship.

Saturday, 18 September 2010

Customer Service & Online Presence: A Personal Example

The rise of social media brand presence has led to greater levels and variety of engagement with the consumer. However, just as a brand's social presence is on 24 hours a day, a branded level of engagement must be ever present more of the time. In this way, engagement itself is a double edged sword, enabling in depth and different types of consumer messaging, but requiring more resource to provide support and response in a timely fashion. If done correctly, consumer support can become a valuable part of a social media engagement, with brands such as Best Buy's 'Twelp Force' & O2 illustrating how to utilize Twitter for outreach. However, social media based (and general) customer support isn't just about setting up a page and manning it, but also about empowering employees, making a clear line of responsibility and making responses clear and timely.

While this might be normal conversation in 'media land', I found a personal example in Domino's UK over the weekend. While I normally hate complaining about service, especially on a blog or microblog, I found myself both annoyed and intrigued with Domino's customer service. Given that Domino's has previously credited social media for a 29% spike in pre tax profits, e-commerce now accounts for 32.7% of their sales and their Foursquare promotion was hailed as an interesting effort, I thought the experience might make for a great personal case study on online/offline customer support.

Background

Initially, I must say that I consider myself a pretty typical consumer.  Though I work in media, outside of the office, I have a pretty normal appetite for products and am probably below average in my readiness to complain about service. I do engage with brands on social networks more than most (out of professional curiosity), but as the normal consumer increasingly does this, it may mean I'm ahead of the curve more so than outside of it.

This is a version of what I wanted....

With that said, I found myself on the couch on Saturday afternoon, nursing a cold after a long week at work. Given that pajama pants and a hoodie aren't the best things to wander around town in, I decided to order pizza, a.) so that I could get a nice lunch without leaving the house and b.) so that I could get some Diet Coke for the evening without having to leave. Logging onto 'dominos.co.uk' I ordered a late 'lunchtime special', as well as a side and a 1L of Diet Coke. Optimally, my meal would have appeared looking like a thin crust version of the photo above, only with a slightly smaller Diet Coke & a side.

What showed up first (and wasn't bad)....

 What showed up 50 minutes later...

However, once my delivery arrived, I quickly noticed that it lacked any drink. Given that this is probably a common issue, I notified the driver and was told he would return in 5 minutes with my 'Diet Coke'. 50 minutes later, he returned with a 'Coca Cola' classic and told me that as the store was out of anything else, this would do, before noting that 'it is the same price, you wont be charged any more!'. Being that I had used Domino's e-comm and paid by card, the common response of not paying for part of the meal was now off the table.

Domino's UK's portal for customer support...

While I found the entire issue rather trivial in terms of price & product, I thought that the response was bad enough that I would notify the manager. Logging onto the Domino's.co.uk website, I found this screen, which recommends three levels of customer response: Store level, Regional Level & Corporate. Given that the store level version of customer support wasn't the most encouraging thing after speaking with the delivery driver, I decided to try the middle option, which put me in touch with the regional manager.

Regional Information....

After ringing the number given, I was put in touch with the regional service representative who promised to rectify the situation, going as far as promising a refund (when all I really want is someone to drop off a Diet Coke). I was told that the manager of the store would be ringing my phone shortly and that everything would be quickly sorted.

After returning a missed call to the store manager however, I was greeted by a variety of wrong names 'Bobbie, Charlie, etc." before introducing myself and then met with a variety of wrong products he didn't include 'Desert? Ice Cream?'. A 2 minute conversation with him led me to believe that: a.) he was in no mood to help b.) he was quite peeved the regional service rep had called him and c.) he wasn't about to get me any closer to my Diet Coke. The conversation ended with the store manager promising that something like this wouldn't happen again, but not rectifying any of the current situation.

Finally lodging a complaint over something as small as a Diet Coke..

After this conversation and with no resolution, I finally decided to take my rather trivial issue and send a comment to corporate. Using the third option provided, I lodged a complaint and received an automated email that someone would be in touch shortly. Given that I had previously checked-in on foursquare during the beginning of their Foursquare campaign, I put a quick tip on the location about the bad service and tweeted a bit about my annoyance.


Oh how far I've come from being the mayor of this place...

Update (18/08/2010): Serendipitously, as a finished this section, I've noticed that  @Dominos_UK's twitter page has messaged back responding to my two Domino's UK tweets. 

2nd Update (19/08/2010): After speaking on Twitter with a very nice person operating the @Dominos_UK account, I referred them to this blog post, which described the experience in a more efficient way than Twitter could. After three messages, they nicely asked that I email their twitter@dominos.co.uk address for further conversation.  


3rd Update (20/08/2010): I received an email from the corporate feedback form I left on the 18th, which stated that the matter would be referred back to the franchise owner for a 'personal response'.

Given that I just went ahead and popped down to the shop for drinks, I don't really want any other response from Domino's about my experience (and I especially never want to talk to the store manager again). An issue that could have been quickly solved by either: a.) notifying the customer that a product was out b.) picking up a 1L of Diet Coke from the myriad of stores that line the path between Domino's and my house or c.) refunding that part of the meal has instead become a journey through an interesting and reasonably complex response network with no real resolution. Given Domino's social credentials and the interest piqued during this journey fueled by a 1L soft drink, I thought that a few different implications for social customer response can come out of the experience.

What Domino's UK can show us about customer service and social media....

Domino's sits in a business model that doesn't lend itself to much of a delay in customer response. Before e-commerce, the path for response was pretty straight forward for pizza delivery, as the local store served as point of distribution and communication for most issues. Without online activity, each of Domino's 600+ UK stores represents its own personal relationship with the customer.

With online activity though, the direct link from customer to store is partially severed, with the brand's website, social media pages & associated networks becoming a port of call for customer communication.

The Domino's Support network as percieved through my consumer experience...Which point has the main license to solve my problem, how many of these do I need to talk to?

Linking together regional and local stores with each other and online communication is key to providing a timely response. Given Domino's focus on online activity, it was quite surprising to find that the website didn't mention the twitter page as a point of communication. However, by splitting avenues of communication, they put the responsibility on the Twitter page to respond quickly for scanned issues (something they seem to have done very well).In other examples though, the risk exists that without an 'always on' Twitter point of contact, responses run too late to provide timely support.

Given that I've gone through one channel of customer support and found it lackluster, whatever happens now on any other isn't as timely or effective.

The issue also highlights the strengths and limitations of Twitter for customer support. Given the short nature of Tweets, long retelling or detailed handling of issues needs to occur on another channel and the transition from Twitter to email/phone etc. needs to be seamless and not involve further action on the part of the consumer. Considering that I've already retold my experience on three forms and this blog post, I'm not too excited to revisit what at its heart was a small issue or go through yet another channel of support. 

Overall, the Domino's experience shows the need for a coordinated response structure that provides a response in a timely and effective manner. No matter what outcome results from this, a small issue and a  mixed response from talking with various brand channels and then an apathetic store manager has turned me off from that specific location forever. For me, the experience has shown that considering all touch points for support as a coordinated message is the only way to provide an efficient offline and online response.