The Behavioural Science Annual - Ogilvy Consulting
OGILVY CONSULTINGOGILVY CONSULTINGThe Behavioural Science Annual 2018–2019The BehaviouralScience Annual2018–2019A collection of social changeinitiatives for brands, charities,non-profits and local government
Welcome to The Behavioural ScienceAnnual for 2019.We’re thrilled to share a selection of the projects that OgilvyConsulting’s Behavioural Science Practice have been working on overthe past year, with a particular focus on those developed in partnershipwith brands and local government supporting social outcomes.The ambition of our global practice is to creatively apply the insightsof behavioural science to diagnose, create and validate what we call‘Unseen Opportunities’. These can be fresh ways of looking at aproblem, as well as interventions helping us to address old challenges inunexpected and effective ways.Critically, the intention of The Annual is not simply to share the projectswhere we have achieved significant impact, but also interventionsthat are incomplete or unsuccessful in their objective. As public andprivate sector organisations increasingly look to behavioural insightsto address their challenges, we hope our experience and learning willadvance our success and ultimately, help us all achieve more positiveoutcomes through behavioural science.In this report, we’ll share examples of ‘Unseen Opportunities’ across aspectrum of challenges; from improving patient experiences, optimisinga self-help manual for people in debt, increasing charitable donations,and influencing a nationwide mental health campaign.We hope these examples start some conversations, open a few doors(maybe close some others ), and ultimately encourage others toexplore how applied behavioural science can help to make our worlda better place.We’re immensely proud of our work this year and we hope you enjoythe read!SAM TATAMConsulting PartnerHead of Behavioural Science,Ogilvy Consulting, UKTo get in touch, please email sam.tatam@ogilvy.com1
At A GlanceHELPING ORGANISATIONS.BY USING BEHAVIOURAL SCIENCE.Social NormsEffort Reward HeuristicAmbiguity aversionRisk CompensationReciprocitySelf-EfficacyConcreteness EffectCostly SignallingTO ACHIEVE. Nudging direct debit payments Creating a ‘Home Safe Checklist’ Giving ‘free’ a value for teenagers Optimising coffee cup collection bins Designing better debt advice Re-framing recycling waste Behavioural ergonomics for safer factories Improving banners to nudge donations New envelopes to nudge donations Asking twice for mental health2
ContentsTHE VIEW FROM RORY4INTERVENTIONS FOR THECHARITY AND NON-PROFIT SECTOR9INTERVENTIONS FOR THEPRIVATE SECTOR29INTERVENTIONS FOR 39LOCAL GOVERNMENT AND THE PUBLIC SECTOR3
Here’s to the peoplewho changed theirbehaviour this year.And here’s to thepeople who didn’t.4
THE VIEW FROM RORYThere are two great things about behavioural interventions. The first isthat they work. The second is that they don’t always work completely, ornot in the way we expect. For people obsessed with conceptual neatnessand reductionist models of the world, this messiness is a constantsource of frustration. I believe it is an underappreciated virtue of thebehavioural approach.Let’s take the example of direct debit payments on page 40. Thereare many ‘bad’ reasons why someone may not complete a direct debitmandate: they may not find the benefits salient, for instance, or they maynot realise that the council prefers you to pay that way. Maybe they’venever done it before. Or they may be focused on the short term: at timeof deciding, it may be easier to send a one-off payment than to dig outyour bank details, and so short-term expediency triumphs over longterm ease.But there are also ‘good’ reasons not to fill in a direct debit. Best of allmight be that you don’t have a bank account. Or perhaps your financesare so precarious that you could never be sure in advance that youhad funds available to cover the payment. Or perhaps you are secretlyplanning to skip town and hide out in the Ecuadorian Embassy for thenext seven years?Like all good marketing, behavioural science allows people to makenew decisions by presenting choices in a better light. But it does notinterfere with people’s basic right to use personal agency to make thebest of the situation they are in. Nor does it presume to understand thecircumstances of people’s lives better than they do themselves. If youhave one good reason to resist a nudge, the nudge doesn’t work. Andthat’s not a bad thing, it’s a very good thing indeed.5
When Richard Thaler wrote Nudge, the working title was LibertarianPaternalism. Since its release, there has been more attention paidto the paternalistic aspects of the idea than to the libertarian ones.But the libertarian aspect is vitally important. In the case study onpage 40 (indeed in many of the cases in this report) a lawyer or aneconomist would devise solutions that are wholly inappropriate orunfair for a large percentage of the sample. An economist might finepeople for not completing a direct debit or else subsidise people whodo; a lawyer might make direct debits mandatory. In each case theyare penalising people who have perfectly sound reasons for dissenting.(The annoying thing about government is that it is the lawyers andeconomists who tend to be consulted first; it makes no sense to trycompulsion before you have even attempted persuasion.)Or let’s assume that you charge people much more for running theirdomestic appliances during the day (when carbon emissions are higherfor every kilowatt used). Is this a good idea? Well it would work. Butit would be significantly unfair to people who work night shifts, whomight be understandably reluctant to leave their appliances runningwhile unattended (indeed it might even be dangerous). It would alsobe unkind to people in apartments whose bedroom lies beneath theirneighbour’s washer-dryer when it launches the spin-cycle at 3am.On the other hand, if you used persuasion to encourage this behaviour,many people could freely adopt it, but those for whom it wasinappropriate could continue as before. Law and economics are bluntinstruments by comparison.The great thing about persuasion is that it works just as far as itshould, and then it stops working. The end-goal in behaviour changeshould almost never be 100% conversion. Even in the case of organdonations there are people who have perfectly sincere religiousobjections to the practice. And, in any case, we don’t need 100% ofpeople on the donors’ register.6
I make this point because understanding the upside to the limitationsof persuasion is vital if we are accurately to assess the success ofany nudge-style intervention. If a benign behaviour which waspreviously adopted by 40% of people is, post-nudge, adopted by 60%,how successful have we been? Framed one way, we have increasedconversion by 50%, which is significant. But how successful havewe been overall? Is our intervention only 33% effective, since wepersuaded only one third of the audience to change their minds? I thinkthis understates things. Indeed, if 30% of people have a good reasonnot to change their behaviour, I would argue that we have been 66%effective, since two thirds of the people who can and should adopt a newbehaviour have now done so. And (unlike a typical solution proposed bylawyers or economists) we have imposed no unfair penalties or coercionon people who are perfectly justified in continuing doing what they didbefore.In short, we are in danger of forgetting that libertarianism has a valuealongside paternalism: for an intervention shouldn’t be judged solely bythose people whose behaviour it changes; it should also be valued for thepeople whom it leaves free not to change.“Like all goodmarketing,behavioural scienceallows people to makenew decisions bypresenting choicesin a better light.”RORYSUTHERLAND,Vice Chairman,Ogilvy UK7
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1INTERVENTIONSFOR THECHARITY ANDNON-PROFITSECTOR9
Increasing donationswith heavy envelopesAUTHOR: MADDIE CROUCHERBehaviourally optimising charity donationenvelopes to increase the frequency andamount of donations from door-to-door fundraising.The Behavioural ChallengeChristian Aid run house-to-house charity collections in May everyyear; volunteers hand-deliver donation envelopes to houses in theirlocal area, and return to collect them along with any donations inside.During Christian Aid Week the charity distributes approximately sevenmillion envelopes across the country. The success and effectiveness ofthese envelopes is paramount to the success of Christian Aid Week andoverall donation revenue.Our challenge was to use behavioural science to increase the frequencyand amount of donations elicited from Christian Aid Week donationenvelopes.Our ApproachFirst, we reviewed the extensive academic literature around charitablegiving and identified 20 key behavioural barriers and drivers todonating. To supplement this, we explored the strategies that others,both within and outside our category, had used to overcome challengessimilar to engaging and acting on direct mail.We creatively applied these insights to develop strategies for people toNotice the envelope, Engage with it, and Donate.A long list of ideas were then refined, developed, and prioritised withChristian Aid, guided by anticipated feasibility and impact. Thisresulted in six final behavioural strategies, brought to life in six newenvelope designs.We tested the impact of the six behavioural envelopes in a randomisedcontrol trial during Christian Aid Week 2018. Each test conditioncontained 200,000 envelopes.10
Country: UKTrial length: 1 weekDate: May 2018Sample: 200,000 per conditionOur ideasOur six new donation envelope designsincluded the following:1. Hand delivered stamp“Hand Delivered, Hand Collected,by your local volunteer” stamp.Strategy: Labour Illusion2. Urgency“We’re collecting donations thisweek only!” banner.Strategy: Scarcity3. Appeal“Appeal. Donation Envelope”banner.Strategy: Cognitive Ease4. OrientationPortrait orientation envelope to givecues that it was an envelope ratherthan a leaflet.Strategy: Affordance Cues5. Gift AidHighlighting the benefits of Gift Aid“Boost your donation by 25% forfree”.Strategy: Salience6. WeightUsing thicker paper stock to increasethe perceived value of the envelope.Strategy: Costly Signalling11
Our ResultsOur analysis revealed that four of our behaviourally optimisedenvelopes significantly increased total donations relative to the control. Orientation 17% Weight 14% Hand Delivered Stamp 13% Appeal 10%Specifically, the Orientation and Hand Delivered Stamp drove returnrates, the Weight envelope drove average donations, and Appealdrove both.By contrast, the Urgency and Gift Aid envelopes significantly reducedreturn rates and total donations.This may be because Urgency gave people a justification not to donate.Similarly, our hypothesis is that calling out that Gift Aid was “Free”made donating too transactional (crowding out the ‘warm glow’ ofdonation).The results revealed that heightening cues of the envelope’s purpose(affordance cues & cognitive ease) and value (labour illusion & costlysignalling) encouraged donations.12
RETURN RATE: NUMBER OF ENVELOPES RECEIVED (CHI-SQUARE TEST)AVERAGE PER ENVELOPE: AMOUNT OF PEOPLE DONATED (UNPAIRED T-TEST)TOTAL DONATIONS: TOTAL REVENUE GENERATEDNote: only gift aided envelopes were tracked as part of this trial13
Start small, ask twice!Creating simple actionsfor better Mental HealthAUTHOR: SARA BARQAWITime to Change is a growing social movement working tochange the way we all think and act about mental healthproblems. They asked Ogilvy to help them build a campaignthat will drive behaviour change, by helping key audiencesstep in to talk to a friend in need.The Behavioural ChallengeOne in four of us will be affected by a mental health problem in anygiven year. Despite the progress society has made, we know that manypeople still don’t know how to take action. They don’t believe mentalhealth problems are likely to affect them or people they know, and maynot always have the tools and language to help.Our ApproachWe applied the COM-B model of behaviour change across all ofthe Time to Change research conducted in the last two years, witha particular focus on C1C2D men. This group could identify whena friend was acting differently but were lacking the ‘psychologicalcapability’ to understand how to step in and have a conversationabout mental health. They simply didn’t know how to start these vitalconversations. Our challenge was to show this audience what a natural,realistic mental health conversation looked and sounded like.Our IdeasFrom the COM-B diagnosis, three creative concepts were brought intoinitial research. Research consisted of nine focus groups, engaging over90 people in total.The strongest performer from this testing was ‘Ask Twice’, a messageencouraging those to ask their friends how they are, twice, to breakbeyond the response of ’I’m fine’ the first time around.14
Country: UKDate: October 2018–PresentSample: 600 C1C2D menWhen it came to the creative execution, behavioural levers ensured wemaximised the campaign’s message. Knowing that people might expectmental health conversations to be awkward or scary, we turned theintangible concept of mental health into a physical form (being stuckunder a tree). With this analogy making the issue more concrete andrelatable, therefore less intimidating to address.We also ensured that each model of conversation had a positiveresolution, to address our audiences’ fear of addressing potentiallysensitive subjects.Finally, we added an irreverent and playful tone, keeping theconversation light-hearted while deploying talking taxidermy animalsto deliver the voice-over. Having a ‘third voice’ refocuses the viewersattention, but also gives a sense of authority and clarity to the call toaction. The term ‘humans’ is a deliberate attempt to elevate issues abovesociety, culture and stereotypes.15
Our ResultsAs a result of our ‘Ask Twice’ campaign, recognition is 50% higheramongst ‘Detached Men’ (C1C2D men) compared to the last burstof the ‘In Your Corner’ campaign, and we’re reaching twice as many‘Detached Men’ as we did when ‘In Your Corner’ launched.1As targeted by our COM-B diagnosis, the campaign impacted thepsychological capability of our audience, with a 14% increase in peoplewho felt equipped to step in for a friend coping with depression.2Importantly, we found a 10% increase in people checking-in with afriend who they think may be struggling.3After having seen our campaign, 35% of our sample claimed thatthey've stepped in to help a friend.4 When extrapolated to the broaderpicture of all of those who have recognised the campaign, this equatesto the behaviour change of 547,000 people. 5 In terms of media spend,that equates to 1.15 per person taking action – our most effectivecampaign yet.6VIEW THE ASK TWICE CAMPAIGN AT:HTTPS://WWW.YOUTUBE.COM/WATCH?V NOKH2JGK4P016
CALL TO ACTIONAmongst those who viewed the ‘Ask Twice’ campaign, there was greaterself-reported willingness to 'check-in with a friend', 'listen withoutjudging' and 'watch out for friends acting differently', compared toprevious campaigns.Base: All who recognised Time To Change campaign: IYC 1 – April 2017 (94);IYC 2 – October 2017 (166); Ask Twice – October 2018 (192).Significant difference vs IYC April 2017 at 95% confidence level17
Ads for GoodAUTHOR: PETE DYSONApplying behavioural science to contribute to more positiveonline economy, an innovative new banner advertisingplacement that donates half the money to selected charities.The Behavioural ChallengeLet’s be honest, we all usually hit the ‘skip ad’ button when faced with anadvert online. Could we design a compelling message to motivate users towatch the adverts they are shown and donate to charity in the process?Good-Loop is an organisation that is working to make ad-banners thatcreate social good. Their ‘ads for good’ banners donate money to yourchosen charity every time you choose to opt-in and view their shortvideo advert for at least 15 seconds. In this way they are a ‘win-win’ forcharities and brands, converting people’s time into charitable donationswhilst delivering a higher quality impression for the brand.Because people are now conditioned to be cynical about online ads,they have become ‘banner blind’, meaning that they easily miss or ‘skip’Good-Loop banners that can actually raise money for charity. Howcould we break through a perception and get people to act? How couldwe get people to even notice our ads in a world where every piece ofcontent is built to grab your attention?Our ApproachThe Behavioural Science literature is brimming with studies on themotivations that drive attention and engagement. We applied theseprinciples to get people to notice, understand, click and watch the adsfor 15 seconds so money could be donated to charity by the brand andpublisher.Our IdeasWorking collaboratively with Good-Loop, we employed seven differentbehavioural techniques including: re-framing, self-efficacy and priming.For example: re-framing the concept of giving money to ‘donating yourtime’ – or harnessing the power of social norms by highlighting thenumber of clicks the banner had already received.18
Country: UKTrial length: 4 monthsDate: April 2018Sample: 500,000 usersThe banner concepts were tested online for a period of four months –showing ads to over half a million people. The banners were shown to500,000 users and received over 13,000 clicks on sites such as Stylist,Netmums, The Londonist, CityAM and WikiHow.Our ResultsThe test was kept accurate by using Good Loop’s original bannersupported by the mattress brand Simba. The independent variable wasthe seven behavioural conditions, which aimed to achieve a better clickthrough-rate (CTR).The results showed the control banner received a click-through-rate(CTR) of 0.2%, while the nudge banner achieved a 1.7% CTR, seeing anincrease of over 600%. Interestingly, the test showed that ‘traditional’charity imagery and language of using Messenger and IdentifiableVictim Effect scored poorly with audiences, whilst re-framing the callto action or inferring an established social norm resulted in significantlyhigher engagement.Therefore, given a new engagement rate of 1.7% - we can forecast thata website, with approximately one million visitors a month, couldmonetise their content whilst generating an additional 20,000 in freecharity donations each year.“Our platformneeded a creativeleap and it wasthe behaviouralframework thatreally crackedopen thesenew bannerexecutions for us”AMY WILLIAMS,FOUNDER & CEO, GOOD-LOOP19
Dealing with debt:Helping users make the right startAUTHOR: JORDAN BUCKCombining evidence and creativity to make Money AdviceTrust’s debt advice guide easier to understand and morecompelling for users.The Behavioural ChallengeIt’s not just what you say, it’s how you say it.The Money Advice Trust (MAT) has been producing a self-help adviceguide for 25 years, designed to give those with financial issues all thenecessary information they need to resolve and deal with their debts.However, the guide had not had a significant review or redesign in overfive years, and there had also been no independent user-testing duringthis time. Our challenge was to help MAT redesign and restructurethe guide, embedding behavioural science techniques to make it morebehaviourally motivating, putting the user experience at the heart of theredesign.Our ApproachWorking alongside MAT and the Money and Pensions Service (formerlyMoney Advice Service), we immersed ourselves in the existing guide andconducted research to uncover relevant insights regarding the currentbenefits and drawbacks of the existing guide.We interviewed users who were currently or previously in debt, to gathertheir stories and perspectives on seeking advice and using the self-helpguide. Finally, we reviewed all existing res
Welcome to The Behavioural Science Annual for 2019. We’re thrilled to share a selection of the projects that Ogilvy Consulting’s Behavioural Science Practice have been working on over the past year, with a particular focus on those developed in partnership with brands and local government supporting social outcomes.
May 02, 2018 · D. Program Evaluation ͟The organization has provided a description of the framework for how each program will be evaluated. The framework should include all the elements below: ͟The evaluation methods are cost-effective for the organization ͟Quantitative and qualitative data is being collected (at Basics tier, data collection must have begun)
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Dr. Sunita Bharatwal** Dr. Pawan Garga*** Abstract Customer satisfaction is derived from thè functionalities and values, a product or Service can provide. The current study aims to segregate thè dimensions of ordine Service quality and gather insights on its impact on web shopping. The trends of purchases have
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develop behavioural science solutions. Test, Learn, Adapt – This is the framework developed by the Behavioural Insights Team as part of the Test phase to help practitioners test what works and improve what doesn’t. 4 Behavioural Science in Practice Executive Education 5 Morning schedule Introduction to key concepts
Accounting information and managerial work. Accounting, Organizations and Society, 35 (3), 301-315. ABSTRACT . Despite calls to link management accounting more closely to management (Jonsson, 1998), much is still to be learned about the role of accounting information in managerial work. This lack of progress stems partly from a failure to incorporate in research efforts the findings regarding .
