 Good morning everyone, thanks for making the time, this seems really loud enough so, does that work? No. You want me to be loud. Cool. Thank you for making the time to come to the session, I'd like to talk to you about empathy driven content strategy, before that a bit about me, that's me, I'm Kuber. Today I'm going to talk to you about including the slide deck and the resources that I'm going to refer to are all going to be available on my blog. If you are on Twitter, I practically live on that thing, a bit about me, I work for Acquia, I'm a program manager within professional services, I've been practicing Agile now for just over 15 years, which makes me an old hat at Agile, I started my life with things like joint application development, RAD, rapid application development, DSDM and so forth, moving and finding my way into Scrum. We're people, not resources, right? How many times have we referred to as resources? All the time, right? It just seems wrong, and I find myself occasionally, and I say occasionally, I make that mistake as well. So... I was wondering if we could kill this light. I think we can. I think we did. Oh, thank you. Very romantic. You leave it. Yes. So, we're not resources, we're people, and likewise, our customers are people first, aren't they? But we always talk about our customers as this entity, you know, the user, the customer. And I say, let's drop that mindset and look at them as individuals, because that's what they are, and that's what empathy is all about, that's what connections are all about. I don't connect with my resources, I connect with people, I don't connect with my customers, I connect with the people. I have an example, I have a customer right here, I've never referred to Zen as a customer. He's not a customer, he's an individual. That's how you develop relationships. So, we can all use a little bit of empathy, right, especially in today's work. So, content, moving on to the topic of the talk. What's the purpose of content? So, we create content to create awareness about what we do. Like, for instance, on my blog, you have a whole raft of awareness about the things that I'm interested in. In terms of the business content, you try and sell your services, you try and create the awareness, you try and create the opportunity. By introducing people to what they do, or what you do, that they might be interested in. So, it's about education. It's also about building trust. So, my blog, all the material on my blog, for instance, on Azure and my experiences, builds that level of trust that this guy knows what he's talking about when it comes to agility, for example. But, what's the purpose? What does content lead to? Content leads to experience, and that's what really matters. Content is a means to an end. The end is kind of the journey. The experience you're going to have on that journey. It's the experience part of the content that determines whether or not you're going to get converted. It's not the content that converts me to buying your product or clicking on the contact form so that I can engage with your services. It's the experience I have engaging with the content that converts me to clicking on to the contact link or pulling something into the shopping basket. So, likewise, the experience determines whether or not you can retain me as an individual visiting your website or as an individual shopping from your e-commerce site or as an individual engaging with you in a conversation. That's how you create advocacy. If my experience is great, I'm going to be an advocate for your blog, your content, your business, the experience that I've had, I'm going to go out there and say, hey, check out Lucas's blog, it's amazing, I learned so much from it. I'm not going to say the content on Lucas's blog is amazing. No, the experience, my learning, having visited that piece of content, my experience is amazing. So, value. Those of us in here who are familiar with Azure will know that we always focus on value and likewise we must always focus on value when it comes to thinking about content and experiences. Why am I visiting your blog? Why am I visiting your site? Why am I engaging with you in conversation? The value I get out of it is what matters, but then experience itself is a drive of growth and that's the end game, isn't it? How do we get growth? Growth in users, growth in individuals, growth in people, growth in our business and engagement. That thing here is what drives us. Everything else is kind of like leading to this point here and growth itself, it's a journey, right? And content acts like way markers in this journey. It's not this stuff that is important, it's the journey that's important. It's the experience that we depart to our visitors, to our guests on our site, our blog of digital properties, that's what's important. And that's what keeps us engaged, but content is noise, isn't it? How much content is out there? How much content can we realistically, pragmatically soak in? It's just noise, so much out there. So where's the value? The value is in the signals. So how do you create signals? Signals is where the value is and it's what we should be working towards. Content shouldn't be created for content's sake. You shouldn't be on a platform just because you can be. For instance, for me, second life when it was big, I was running a business and I got asked, are you guys in second life? And I was like, what the hell for? My audience is in second life, so why should I be in second life? Why should I expend all that effort to be on something, be on a touch point, and I'll come to touch points later, which is not relevant for me because it doesn't create any signals for my users. So it's all about signals and not the noise. Permanent content is what I refer to as signals, so content that is relevant for your audience is the signal. Now, pertinent content starts with interactions, right? So we have business interactions, but more important than business interactions are our physical interactions. How we actually engage with people offline as opposed to online. Online is also very important because both of these things create data. And then once again, it creates a lot of data. And then it's our job to extract the signals from that data that's going to help us better understand the individuals, the people that we are engaging with as our guests, our customers, as our prospects, et cetera, et cetera. It's all about understanding. So before you start to jump on and say, what's the estimated value of this interaction? Forget that, just interact first. The value will come out itself. When we interact with people, socially when we interact with people, strangers say in a bar, we don't go what value am I going to get out of it unless you're a single guy, right? But we interact for the sake of interaction because we're social creatures. So treat people that way as well. That's how you build bonds, not because you know what, I can sell something to Lucas, hi, Lucas, how you doing? I don't have a Google agency. I just get to know people. And that's what builds relationships. That's what helps you develop understanding. So how can we improve our understanding? Firstly, it is innate. We understand people. We innately understand people because we're the same creatures. But there are tools out there. It's not rocket science. There are tools out there that can really help us in understanding individuals, in understanding brands, in understanding engagement, which all kind of leads to what kind of content are we going to end up creating. So I want to start off with something called an empathy map. How many people in this room are familiar with empathy maps? Okay, cool. There are examples of empathy maps out there in the hall. So I would say those of you who have engaged with it, thank you very much, like David and Zane, and those of you who haven't, do take some time to engage with them. There are three example maps out there, so you can see how empathy maps work at different levels across different sectors, as well as an empathy map for the group or community. So an exercise I'm running is mapping the community's perspective on what we can feel here, say, about duplicate. I'm going to digitize it and share it with everyone for everyone's benefit, but engage with those. Just spend a few minutes looking at the different maps to get a general sense of how these tools work. So empathy maps can give you a view at a stratospheric level, so at a very high level you can use empathy maps to understand brands. Remember brands also come from people, so if you want to understand a brand, you've got to empathize with that brand, see what the brand values, and then engage with it accordingly. For instance, we've got an example map out there from Canon done years ago, where we did an empathy map of understanding the brand and its pains and how we're going to solve those pains. Likewise, empathy maps can be used to understand a single individual user. So it's a tool you can use as an individual. So for instance, if you're going for a review, you might want to do an empathy map on your manager or reviewer so that you're connected. It's all about connections. You can also use empathy maps to understand sociopolitical movements. So for instance, the rise of the right. That's outside of work. That is something that is of great interest to me. The change in the sociopolitical landscape around the world. And I have extensively used empathy maps to try and better my understanding of certain movements in different parts of the world as to why is this happening. And it's bizarre when I share this with people in different sectors saying, hey, I'm using an empathy map to do this. And once they get the concept of it, they go, wow, it does actually improve our understanding. You can use empathy maps to understand conflict zones and how conflict and poverty affects individuals and how that changes the ecosystem. So for instance, I've got an example of an empathy map over here of a street pobler based out in Pakistan. So another thing is empathy maps doesn't come from secondary research. If you want to build an empathy map, what you have to do is actually get out in the field. You have to talk to people. You have to engage in conversation. You have to try and understand. It's about not walking in someone's footsteps, but walking in their shoes. Right? So how can we walk in someone's shoes if we fail to wear their shoes and engage with them in the same ecosystem that they exist in? So a lot of field work is needed. When I say a lot, I don't mean like months and months, it depends on the scale of the engagement, but you have to have those conversations on a one-to-one basis. So for instance, how does the empathy map work? Just give you guys a general overview. You start off with a persona and what we know now. So it's strange because that's an agile value. So those of you familiar with Kanban or one of the values is start with what you know now. The empathy maps actually start with that agility in mind that we start with what we know now. So you build a persona, but instead of taking a demographic and saying, you know, figure, male, working as a street cobbler, no, you go and find yourself an actual subject and you talk to that subject. So you go, repeat the cobbler, blah, blah, blah. So we're building a persona of an individual in a segment. It doesn't make sense. So we're not looking at segments, we're looking at individuals. Then you look at their current state. So where are they right now? Which is self-explanatory. It's evident where they are right now. You just look at them, you know where they are in this example particularly. And you think about the transformed state. That's where the interaction starts. So where do you want to go? And you've got your end goal. And then you engage in conversation. So it's about what they hear. Not about what you hear from them, but what they hear about their current state and their problem world, their ecosystem from others, peers, yourself, the media, all the different channels that feed information to this individual is what you want to capture in terms of what you hear. Then you want to find out what they observe, what they see. And you want to find out how do they think and feel based on what they're hearing and what they're observing. Because all those three things determine their behavior. It determines what they say and do. How they behave in society and how they interact with us as individuals. That helps us identify their pain points. Because only when we know their pain, we're going to know how we relieve that pain. So in essence, that is the structure of an empathy map. It's not rocket science. I wasn't formally trained in using empathy maps. It's trial and error. It's inspect and adapt. Over the years that I've been using it for about seven or eight years now, I've become better at it. I improve every time I build a new empathy map. So don't be shy of just going and starting one off. One of the exercises I've done is I've built empathy maps with my teams based on example, say from QA, right? Because we do tend to pick on QA every now and then, right? Be it UAT or be it developers or be it program or project managers. It's like, hey, this wasn't QA properly. Why don't get that individual's perspective of whether or not it was QA properly or whether or not what his or her ecosystem is like and the kind of poop we throw at them, right? So do that. Do it as an exercise. Just take your your QA lead and say, John, I'd like to build an empathy map with you and I would like to start off with a conversation. Tell us what you hear about your function as the QA lead and you hear things like, you guys always blame us when things don't work, even when the client changes the scope during UAT somehow it ends up being my fault, right? So you see where this conversation is going. So try and do that exercise. So only when we better understand them can we only when we better understand people can we build better content. Any disagreements on that? Do we all agree with that? Yeah? And only when we build content based on our understanding can we motivate people to join us on our journey, right? Otherwise we wouldn't know. There'd be no connection there. You know, why would you join me on a journey if there is no connection? There's no motivation to do so. So it's all about the journey. Once you've got people motivated to join us on the journey, we need to keep them engaged, right? That's where you could say content journey comes in. So you've got the user journey, but there's also content journey in there. That's where touch points come in. So how do we get the information across through different channels to these individual people who decided to join us on our journey? And then we've got to feed the markers. So those of us who've got kids are familiar with this question, are we there yet? Right? It's a simple question, are we there yet? The touch point is the same. It's always mom or dad, whoever's driving, kids in the back, are we there yet? So you've got to give them way markers before they answer. It's we're half an hour away or we're an hour away. They've got no kids in the concept of time. So you've got to give them that content in their own language. Right? And it's, everyone's got a different style of doing that. With my kids, it's always 15 minutes, because the youngest, they have no idea how long 15 minutes is. And that's usually about half an hour later when the question is repeated, are we there yet? So these are way markers. So you've got to decide on what your touch points are going to be. You're familiar with touch points, right? Yeah? But, okay, so just to get a sense of touch points, this is not a comprehensive list of touch points, but what's the first thing that comes to your mind when you look at this slide? There's a lot, right? What's that going to create? Noise, confusion, right? So we've got to, once again, think about touch points, always think which ones are most pertinent to me? Which ones are the ones that I should be engaging with? Which ones should we invest in? Because if you decided to invest in all of those touch points, it's going to be super expensive to do that. And secondly, maintaining those touch points, it's going to be impossible, and it's going to create a hell of a lot of confusion. But you want to be specific, you want to make specific investments of effort in your touch points. Why? Because it's all about the signal. It's not about the noise, right? So we want to understand the individuals we're interacting with. We want to understand which touch points, which journey are they traveling with us on, and we want to understand what are the way markers along the journey, right? So just as we're on a journey we have information on touch points. In the old days, we just had boards that said the north. Those of us who've traveled up north from down in London, I always find it funny when you head up on the M1, it always says the north, as if it's like trying to keep you away from it. When you're traveling down, it's the south, right? Those are way markers. So you know, okay, Manchester is 200 miles away, now it's 60 miles away, etc., etc. Likewise, these days we've got our phones and our GPS's that tell us how far our destination is. Likewise, you've got to invest in the right touch points to get the information across to the individuals, to your audience that this is where you are in the journey. This is how far along you are, because there's always an end goal, right? It might be you know, shopping basket, it might be bring someone back, it might be loyalty programs. There's an end goal to your journey why we're doing this. So you want to get that information across why, because it's all about the experience. Without the way markers there is no experience. It's just going down a rabbit hole not knowing where you're going. Just like for instance, on the M1 if there weren't a way markers we'd have no idea other than the fact that we're heading up somewhere, not. Right? So touch points, this is from the Canon experience. So we've got actions up on the top and we've got the different touch points down on the left hand side. Now I think you know over there is there are certain touch points that the users interact with quite heavily and then there are certain touch points where they're barely interacting with them. So the question is why are we investing our money in there? Right? The way markers that the users are not interacting with they're not creating the signal we want. They're just noise. They're just there. They're arguably wasted investment. Right? So the signals is what we want to invest in. We want to make sure that our touch points where we spend our effort and our money are exactly those that the audience is after. The audience is going to engage with. What are the issues we had with this particular client going back years was the amount confusion for users out there. The brand was confused. Their customers were confused. Because there was no unified content. You call the support best. They're telling you something else. You go to the online forum, they're telling you something else. Because they had so much content internally they were referring to different pieces of content when it came to their knowledge pool. So one of the exercises was cut down the amount of touch points because you know what? We've got to redo the content and that's a big investment. Then we've got to maintain the content and across all of these touch points we just simply can't afford to do so. So there's a guy called Daniel Kahneman. Has anyone heard of this channel? Yeah? Cool. He wrote a book called Thinking Fast and Slow. And in that book he says that we've got two selves. I'm sure we've got more than two selves. But we've got two selves. One is the experiencing self and then one is the remembering self. The experiencing self is fickle. We're along the journey. We see something new in Silverance and shiny in the womb. We're along the journey and we see something that we don't like. But we're still on the journey. The experiencing self isn't the one who becomes an advocate. It isn't the one that says stay away from this product or stay away from this individual because the experience is bad. It's the remembering self. Because experiences are great and memory is a collection of snapshots. So the remembering self does not remember the entire journey. It only remembers those snapshots those touch points that really reach out and touch the individual. Jay says the remembering self always decides whether you're going to be an advocate or not. Always decides whether that thing that we're trying to convey is actually connecting with the individual or not. So yes, the experiencing self is important because if the experiencing self is not having such a good time that they're going to fall off on the journey. So going back, keep them motivated to keep with you on the journey. But remember when it comes to advocates it's the entire experience that's going to matter. So if your first few touch points are not that... say your first touch point is great. So you've got to be motivated. I join you on the journey. But then you're not investing enough in the intermediary touch points. The experience isn't going to be all that great. But at the end, it's a great experience. Right? Your end touch point is brilliant. Doesn't matter. Why? Because my remembering self is going to remember a few months along the road. I'm going to say, yeah, they have a great product. But man, it was a rough ride. For instance. I'll give you an example. Recently, I bought a spiralizer. Do you guys know spiralizers? Yeah, amazing kit. I was like, wow, this is awesome. So you put like zucchinis in it and you just kind of turn it and create zucchini noodles. I was like a kid. I was like, wow. I put zucchini in the fridge. My wife wasn't sure. But the point is the experience of buying that product was great. I looked at it, the video looked good. I was like, okay, that's exactly what I want. I ordered it and then it was just a black hole. Obviously, I didn't order it on Amazon. I ordered it off their website. It was just a black hole. I kept contacting them. Dude, I'm taking for two-day delivery. Where's my product? It isn't there. It arrived four days later. Not a great experience, but the product is great. Right? Then they sent me an email a few days later saying, hope you got your product. I'm like, come on, man. I got the product. I was emailing you that I didn't have the product. Now you're telling me that, did I get the product? So it's disconnected. So I had to buy another spiralizer for my brother. So what I did was I went to Amazon. Why? Because I know what the experience is going to be like. Even though it's... They was about two quid more expensive on Amazon. But I don't care about that. It's the experience. I ordered it on Prime. I had it the next day. And my brother was like, whoa. I just spoke to you about this yesterday. I was like, yeah. Here you go. Nice present for you. Right? So it's the experience. It's the remembering stuff. I remember not to order from their website because they were a crappy service. But I remember. My experience with Amazon... I sound like an Amazon salesman. My experience with Amazon was flawless. So I'm going to go back to what I know. OK. So the experience itself is essentially the part of your brain that says, how do I feel right now? Is that kid in the car? Are we there yet? Are we there yet? Are we there yet? Are we there yet? So going to Euro Disney by train with my kids last year, and me and Matt. Why? Because it's like four hours. And the moment we got on the train within five minutes, the questions started. When are we going to get there? Are we there yet? Are we there yet? And then the remembering stuff. So my kids don't remember the the anguish they put us through as mom and dad on the journey. But they go like, Euro Disney was awesome. Where are we going back? Right? I'm an address person. I'm going to focus on. And the remembering stuff is the one that says, how did I feel overall in that journey? Now, that's where empathy comes in. Because to know how someone feels isn't going to come from a survey. It's going to come from a conversation. It's going to come through interaction and engagement. The narratives are very important. And the continuity of the narratives are very important. So you must have a good story to tell. Right? Otherwise don't bother telling the story. Continuity in that story is really important as well. Say, for instance, one of my I think everyone's going to agree, one of my all-time best authors is Tolkien. Because the continuity of that journey you know, sounds like a proper game now. The continuity of that journey is just amazing from start to finish. Okay. So content landscape is changing. Do we agree with that? I think it's completely transforming. Content has become, content landscape has become full systems. So we know full systems, right? Why I say full systems? Because we are empowered as users now. Previously there was just push. There was the newspaper on the doorstep. You had a choice of four different papers. You knew which one was center, which one was left, which one was right. And that was really it. You had five channels to choose from growing up. You know, channel five came along and it was like, whoa, we got a fifth channel now. Right? There were just push systems. There was push information out at us. When we wanted to pull something, we had to go down to the library. When we wanted to pull something from a really awesome resource we used to go down to the British library. Right? But now it's a full system. It's like handbag. I have so much options out there that I can decide which information, which content to pull and engage with and learn from. That brings in two things. One is noise. It's extremely noisy out there. And that brings in personalization. The need for personalization comes from the fact that, you know, it's I can talk to all of you, but I have to address specific needs coming from, you know, the empathy point of view. I've got to address the individual as opposed to the crowd. And when I've got to do that in class, I've got to do that through personalization. And there are some amazing personalization tools out there. And I have to absolutely plug AcquireLift as one of them, right? Which I'm going to completely agree with me there. So the landscapes change. We're looking at cold systems, we're looking at a noisy ecosystem, and we're bringing in personalization. And there's a lot of science coming out of it as well. So sentiment analysis is another one. So there are two guys, I can't remember their names. Somewhere in America, one of the educational institutes, I can't remember if it was Yale or Harvard or one of the others, but they came out in 2002 with an algorithm to analyze sentiments of the written word. So sentiment analysis is exactly kind of what it says. It's essentially looking at the text and seeing what kind of emotional response that text is going to generate. And there's some pretty cool resources out there that you can use for free. I'm going to put them up on my blog. There's one in particular, so when I need to send really arcy email someone, I just want to do a quick sentiment analysis check on that. And it tells me is arcy enough or not, or too much. So sentiment analysis is something that as groupless, as individuals we should engage with, and we should inform our audiences about it. We should talk to people that are engaging with us as experts and say that, hey, here is this thing called sentiment analysis, have you thought about that? Your content management systems, as Jan was saying, it's not about CMS, it's about value. It's about pulling us up that chain. So if your customers don't know, customers don't know about sentiment analysis, whose job is it to make them aware of it? It's ours. How do we add value? In a knowledge economy, we add value by sharing nuggets of information that others don't know. That's how we add value. And these are tools that a lot of our customers, a lot of people we work with, don't know. Why? Because they're just buried head deep in creating and generating content. For instance, for me, a great thing would be the addition of a sentiment analysis engine within the authoring experience for the content. So when I'm authoring a piece of content, I know what the sentiment is going to be. Fair enough sentiment analysis engines on day, so IBM has one called Watson. And they say they're 70% accurate. I don't know where to cut that number out of, but it could be, maybe not, I don't know. Maybe they'll get that. But the more we mix AI with sentiment analysis engines, with translation engines, the better we're going to get at it. So the point is innovation in content delivery is what we should be focusing on. Why? Because going back to the team at Jamstock this morning, it's about adding value. It's not about just delivering websites and saying, hey, this is a scalable platform there you go. You know, have fun with it. It's about, for case, we want to retain that relationship, right? So if I've got something to Jeffrey, I want to make sure that I can upsell and cross-sell. So I need to keep bringing new ideas to the table. That's how we add value as knowledge workers. Knowledge. It's limitless. The people we work with, our customers, may or may not have the time to go and develop that knowledge. It evolves that knowledge. So we've got to be the top leaders. We've got to keep an eye on what's over the horizon, so that we can have the vanguard of tech, right? So we've got to be ahead so we can pause back and say, guys, here's this really cool thing. Have you thought about it? Then there's emotional intelligence. Familiar with emotional intelligence? EQ as opposed to IQ, right? That's another thing that you should be able to tap into. You should be able to tell your people who are working on your platform, your content authors that, hey, other than sentiment analysis, think about emotional intelligence as well. Why? Because EQ, believe it or not, should have been what is recognized as the most important kind of intelligence. It depends. It determines whether or not we can interact. What's the outcome of our interaction? So even before you interact, you should have some sense of the EQ of the individual you're interacting with, and you should do an empathy map to get there so that you can add value to that conversation and you can get the value you want out of it, right? And it's not a conversation for conversation safe. Then there's engineered consent, right? So, Edward Bernays, who I think was the grandson of Sigmund Freud, came up with this concept of engineered consent, and it's been there since the 1950s, but the point is now, which is kind of cool because I was on my second last slide, now we're seeing engineered consent in our faces. So we all heard alternative facts, right? Alternative facts, what are they? They're lies that we bias consumers and believe them as facts. That's engineered consent. So content has come such a long way that there are people out there, there are organizations like Cambridge Analytica and others who are using empathy, sentiment analysis, emotional intelligence to engineer consent. Some would argue to help people win elections when they shouldn't, right? Lucas knows where I'm meaning for this, but I'm not going to go there. So to counter all of this in the landscape, we've got to inspect and adapt ourselves. Fair enough, not all of us are content authors, not all of us are engaged in generating content, but we know people who do generate content. So we should inspect and adapt the landscape to better inform those who are not in terms of where they should be going. So in terms of the journey, coming back to just recapping it's the experience, not the content that's important. You've got to look at connecting with the individuals who are going to be your users or the individuals that are going to be your customers. The way to connect is to empathize. You want to walk in their shoes, not in their footsteps. And all of these things will enable you to create a more rich experience for the user, for the individual you're trying more to get on to a journey. So the kind of key message I have is empathize with your fellow inhabitants of this planet. And I say inhabitants because it's not just people we need to empathize with, right? We need to empathize with everything around us. That makes us better human beings. And I'd be doing a disservice if I didn't plug my own charity over here. So peace through prosperity is an organization that came out of empathy for people like Rafith, whose empathy map is empty. So what drives individuals to become extremists, individuals to radicalize and go against the popular system? It's empathy. It was only through understanding why this guy is turning into what we don't want him to turn into. Were we able to say those are the pain points. That's the pain we need to relieve. Right? So have a look at this. Like, follow, check it out. Transform our world. Be Batman. But without the hate. Thank you. I think we have time for questions, Lucas. Okay, cool. Be Batman without the what? Hate. Backing off. Yes. So looking at your Canon Touchpoint Diagram. Yes. Couldn't make sense of how it worked. It doesn't look like noise to me. Hang on one second. Let me go back to the Canon Touchpoint Diagram. God, this is going to be slow. Go past it. Be easier. That's your feet. 18. Yeah, there you go. And again, do that again. So you've got your green dots. Some of them are kind of in the middle. Some are towards the left and right or top or bottom of the boxes. How does that work? So the blue dots are the decision points. So this individual has decided offline that here she is going to go and buy a camera. And immediately after that decision, they're going to do a couple of things. So first one is always research. So when it comes to research, they're going to go to camera. Canon.com or camera.com or whichever brand that they're interested in. They're going to go on comparison sites. So for instance, I went for an Econ as opposed to a Canon. Why? Because I went to a comparison site and looked at it and I was like, okay. Most people think this is more usable for a novice. I'm going to go with this. I'm going to like blogs. So I might have a favorite photographer. In my case, it was a maid of mine who isn't a professional photographer but he's got a really good eye. So for me, it was this blog about which cameras does he take work best. Then you've got social. Obviously, I'm going to go to social and check out the social media, particularly Instagram, see which cameras are people using. What are people using? So the green dots are interaction points. So what I've had a bunch of interaction here, I'm going to make another decision. So the other green dot is I'm going to select something that I want to buy. And then once I've made that decision, the next decision obviously is where am I going to buy it from? Am I going to go online and buy it from Amazon.com or am I going to buy it from Canon.com or Econ.com or whatever? Or am I going to go on eBay or I'm going to go down to a second hand store and pick up one that's slightly reused and that's really expensive. So these are all the research points. Now once I bought it, then I've got another decision point. So I've made the purchase, I've made that decision on purchasing and then I've got another decision point which is when I'm using it, how am I going to research and find out because like me, I didn't read the manual. I looked at the manual, put it in the box and store it away. And I was like, how do I use this thing? So I didn't refer to the manual. I went to YouTube. How do I use this thing? I want to take long exposure photographs. Yeah, it was in the manual because then I searched the manual many months later but it's not where I looked. I went to YouTube again. Long exposure photographs with this Canon model and it showed me a video. In two minutes I knew what I needed to do. Likewise, moving on there's another decision point which is when the upgrade happens. So I've had my fun with the D51 but now I'm beyond it. My capabilities are beyond it. I want to actually capture video with some audio in it. So I need to upgrade. Where am I going to go again? So I might repeat the same exercise I did over here or I might know enough people within the community where I go I don't need to go and do research because I'm just going to go and ask my mate who's got another Canon. He's got two Canon cameras. Maybe he can tell me what it is. What kind of help? Sort of. What governs the placement because I'm looking at the alignment. Your blue dots are all on the same alignment and then your green ones are kind of placed at different places within the boxes. So that's the strength of the sentiment. So that's very weak and that's very strong and this was built once again talking to individuals. So for instance, social is high on research. So the further right and up you are the stronger the sentiment and stronger the interaction. So for instance, if you look at comparison sites it's on the left so it's not that strong. Why? Because you're tied into a brand so when we were talking to individuals who were looking to buy we were like you go to comparison site and they're like yeah we do go to comparison site but it doesn't really influence our decision so much. Why is that? Well because we can't always believe in Nikon we believe in something else. Yes? I had to build one of these really recently and this strength and importance factor is hard to do visually. It's hard to make it simple to understand. So we actually went for the 1.2.3 version which makes it more quickly comparable. What are the arrows here? Is that just to show me that it's tied to that decision? Yeah. Yes. I think one of the inputs is that the docks up further away have the greatest influence over their next decision. So in that research it looks to me as a forward that's where there's more trust in each person. Other consumers. Other consumers. Yes. Absolutely. And the only way you get this is through direct interaction. So we were actually picking up on their own research when we were doing this at camp and their own research we looked at it and I was like how did you pick up to this data? We sent surveys out. Did you actually talk to individuals? Talk to people? No. We do that for you. For instance we had one exercise which was outside a used camera store in Portland Co. Crow. So anyone going in and coming out we were engaging in a conversation with them. And once again the motivation. So they were like why should I give you five minutes? Well you should give me five minutes because at the end of this research your ability to decide on a camera brand and a model will be easier. All I need is five minutes. Obviously it wasn't five minutes. There are only a handful of people who said I'm going to cough an hour. Are we there yet? We're getting there. Any other questions?