Part 1. Basic preventive health measures/healthy lifestyle
Part 2. Spending habits on healthcare
According to a 2016 study by Mayo Clinic Proceedings, less than 3% of Americans meet the basic qualifications for a “healthy lifestyle”. In order to qualify as living a healthy lifestyle, following four requirements must be met: moderate or vigorous exercise for at least 150 minutes a week, a diet score in the top 40% on the Healthy Eating Index, a body fat % under 20 for men or 30 for women, and not smoking. Unfortunately, survey respondents were not aware of the qualifications set by Mayo Clinic, rather they were asked to answer best to their knowledge. Chart below reveals their knowledge and awareness of healthy lifestyle:
Average of 62.7% of the respondents either have some degree of expertise or are trusted from peers with advice on health-related issue. Moreover, in the survey, 74.1% agreed that they are constantly looking for new ways to live a healthier life. Following three charts confirm that majority of the respondents do indeed take preventive health measures (diet, exercise, and regular check-ups):
In summary, 88.1% follow a healthy diet, 75.2% follow a regular exercise routine, and 84.8% visit the doctor for regular check-ups.
A survey was conducted by Alumni Reader Panel and qSample to investigate the buying habits of alumni of top national universities. 1,964 respondents completed the survey. Universities represented in this survey are: University of Chicago, Yale, University of Pennsylvania, Princeton, Harvard, Dartmouth, Cornell, and Brown. Succeeding three charts summarize the demographics of the respondents by each school:
In a bigger picture, 4.4% were Millennials, 23% were Generation X, 72.6% were a mix of Boomers and Silent Generation. In addition, survey respondents were predominantly males (66.5%). Prior to discussing the buying habits of alumni, an important limitation to acknowledge is that there is an insufficient amount of data to categorize the demographic of respondents from the results. For instance, if respondents were asked a question about brand loyalty and given four choices, the results were simply netted by counts. Thus, we could not identify what percentage of the total counts stemmed from which generation or gender. With that in mind, here are the findings (note: data are shown in average of eight schools as there were no significant statistical outliers – margin of error is approximately +/- 5%):
They are brand loyal:
91.6% of respondents agreed that when they find a brand they like, they will stick to it. Furthermore, 90.4% agreed that if a product is made by a company they trust, they are willing to purchase at a premium price. These two independent results revealed a correlation coefficient of 0.994. What this indicates is that brand loyal consumers become price desensitized, allowing the brands to obtain greater pricing power. In addition, 66.1% of consumers are aware that brand name is not the best indication of quality (see below):
Although the survey revealed that these consumers are highly brand loyal, behavioral data portion of the survey showed what might be advantageous to competitors with potential substitute products. 99.1% of respondents indicated that they value “curiosity wanting to explore and learn about new things”. Since a mere 25.8% agreed that they are one of the first among their friends to try new product, word of mouth (through peers) would likely be their most trusted source of advertisement.
They are willing to pay at premium for quality not image:
Respondents were asked to answer the following: “I am typically willing to pay more for high-quality items” and “I would pay extra for a product that is consistent with the image I want to convey”. As there is no direct correlation between these two factor, the correlation coefficient is 0.224. Although we do not have to access to the respondents’ income distribution, as 88.7% of respondents are willing to pay at premium for quality, it may be safe to assume that price is not much of a concern as long the product quality meet their standards. Interestingly, even though only 42.8% agreed to buy products to convey self-image, a striking 65% had expressed that they buy from brands that reflect their style (see below):
Therefore, it is critical for brands to identify the lifestyles of their target audience to effectively form bonds and trust with the consumers.
They prefer American products:
60.5% of respondents agreed that purchasing American-made products is an important factor. “Made in America” label has its strong manufacturing reputation, and considering that majority of these consumers value trust and quality, they are most likely willing to pay premium price for American-made products. As a matter of fact, 82.9% agreed that their purchase decision is solely based on quality rather than price.
Moving forward, blog posts will focus on buying habits and decision factors in specific industries (technology, travel/hospitality, healthcare, etc.).
Trustworthiness is a major player in brand sustainability. According to 2015 Nielsen Global Corporate Sustainability Report, 62% of global consumers reported that “brand trust” is the primary purchase decision driver. Of which, 72% are willing to pay a premium. Trust seems to act like a magical remedy to minimize the anxiety of risk-averse (or price-sensitive) consumers, which in turn leads to brand loyalty. Speaking of risk-aversion, there is one particular industry that absolutely cannot “screw-up”. The healthcare industry.
A 2014 study on healthcare branding found that “trust is a key variable in establishing affective commitment in consumer brand relationships” (Becerra, Jillapalli, and Kemp 133). In building a sustainable brand, trust is especially critical in this sector due to the fact that individuals surrender sensitive information to the healthcare provider, and also his or her physical and psychological well-being.
Even though trust is a critical aspect in healthcare, consumer’s industry perception begs to differ. According to 2016 Edelman Trust Barometer – Healthcare Sector Results, 61% of general population trusts the healthcare industry, which is on the lower end compared to other industries (technology being the most trusted at 75%, followed by manufacturing at 67%). What measures could be implemented to tackle this problem? Kelly Michelson, Associate Professor of pediatrics and Director of the Center for Bioethics and Medical Humanities at Feinberg School of Medicine states the following:
“Research shows that open lines of communication create trust, and vice versa, and that trusting relationships are key to better healthcare outcomes. One study, for example, has shown that poor communication among the staff in a pediatric hospital influenced their trust levels and how they cared for patients. In another study, clinicians who worked in an intensive care unit were trained in how to conduct a family meeting, specifically in empathetic listening.”
Internal change is vital to cultivating a brand’s trust. As stated in Nielsen 2015 report, “Global Trust in Advertising”, with respect to earned advertising format, 83% of global consumers reported that they trust the recommendations of peers, followed by consumer opinions posted online at 66%. In terms of owned (brand-managed) format, online channels are considered to be the most trusted. 70% of global consumers trust branded websites, and more than half of respondents (56%) trust emails they signed up for.
Becerra, Enrique, Ravi K. Jillapalli, and Elyria Kemp. “Healthcare branding: Developing emotionally based consumer brand relationships.” Journal of Services Marketing 28.2 (2014): 126-137. Print.
In a crowded “nothing new under the sun” world, being successful no longer means having more or being at the apex of a vocation. That narrative is a dime a dozen. The richest man on earth is as forgettable as the average speaker at a TED Talk is memorable.
Being successful in a digital, multichannel age means transcending the constraints of your field, the expectations of your culture, and even the guarded borders of your identity. It means reinventing yourself to the point few will forget your brief tale in this universe. That context of achievement is easy to grasp when thinking of such modern “success” stories as Steve Jobs, Tim Ferris, or Reed Hastings.
How to do these lords of transcendence do it? Is there a code? If there is one today, it might be found in a book aptly called The Code of the Extraordinary Mind, written by Vishen Lakhiani. Although known as the founder of Mindvalley, trying to label Lakhiani is as hard as labelling the complex figures mentioned above—individuals who can thrive as both entrepreneurs and social activists, captains of commerce and spiritual servants of the common good.
The Code of the Extraordinary Mind is also hard to pigeonhole. You could say the book is a manual on how to upgrade and reboot your existence with an equal mixture of common sense and mysticism. You could say the book is transcendent.
Lakhiani’s work provides a blueprint for any individual to find his or her potential without having to run to a cave in Tibet (although that is optional). He is no mere guru of anecdotal experience dressed in New Age lingo. His writing is brutally honest, humble and intimate. At the same time, the book’s content is laser-like in its practically—drawing partially from Lakhiani having 17 jobs in 17 years, from washing dishes to founding (and losing) companies. He also draws heavily from many of today’s “success” stories.
Thus, I present here the wisdom Lakhiani learned from other lords of transcendence and revealed in The Code of the Extraordinary Mind.
Lakhiani asked the famed founder of Tesla this questions: “Elon, you’ve done some pretty epic things, stuff most people would never even dream about. Yet what makes Elon Musk? I mean, if we could put you in a blender and blend you to distill your essence, what would that essence be?”
Lakhiani writes that Musk laughed at the blender metaphor and then thoughtfully answered:
When I was just starting out, I walked into Netscape to get a job. I just sat in the lobby holding my résumé, waiting quietly for someone to talk to me. No one did. I waited and waited. But no one spoke to me. So I said: ‘F**k it! I’ll just start my own company.’
Obviously, few of us can be like Musk. He also did tell Lakhiani that “I have a high tolerance for pain.” In any case, many us forget that before we can think outside the box, we must understand we’re trapped inside one.
While spending time together on the beach at Richard Branson’s private island, Lakhiani shared openly about various philosophical issues with Branson.
At one point, Branson interrupted him and stoically said, “You should write a book.”
That was it. Lakhiani took the suggestion. Why? Because Branson found him interesting? Maybe or maybe not. It was likely that Branson simply knew everyone has an important story to share. Lakhiani had merely been brave enough to take the first step of disclosing one’s soul to later expand it.
Later on, Lakhiani asked Branson why he always seemed happy. Was he ever sad? Branson answered, “I can’t remember the bad times. I only remember the good things that happened in my life.”
Branson’s view reminds me of a Tom Robbins quote: “It’s never too late to have a happy childhood.” The past is a stern classroom, sure, but eventually the bell needs to ring and we need to venture into the playgrounds of our positive experiences. Your mileage and metaphors may vary.
Lakhiani recalls asking Arianna Huffington the same questions offered to Musk: “What makes you Arianna? If we could distill you and try to extract your essence, what is it that makes you you?”
I would say trust. I have an incredible trust in life. One of my favorite quotes is a little misquote: ‘Live life as though everything is rigged in your favor.’ I really profoundly believe that whatever has happened in my life, including the biggest heartbreaks, the biggest disappointments, was exactly what was needed to help me get to the next stage of my own personal evolution and growth. I always had a sense of that, but now I believe that so profoundly. I can literally see the hidden blessing in every bad thing that happened.
In essence, I would say, every person has a history and that history is unique—filled with wonder and insight.
Lakhiani recalls in his book a quote by Peter Diamandis, founder and chairman of the X Prize: “If you can’t win, change the rules. If you can’t change the rules, ignore them.”
Not much can be commented on this quote, especially once you’re involved in writing the script that is your life (as with Musk and Branson) and are enraptured in the lessons of your past (as with Branson and Huffington).
In The Code of the Extraordinary Mind, Lakhiani proffers his own insights that correlate with the figures mentioned. He furthermore presents his personal journey, as Rudyard Kipling wrote, of meeting with “Triumph and Disaster” and treating those two impostors as they were one. It is quite a journey, and he calls for each one of us to take that journey.
As mentioned, being successful today means transcending until you find the best, unique, and helpful version of yourself. It’s not so much about reinventing, though, but rediscovering who you were meant to be—and that is a person whose tale is unforgettable in this universe.
Netflix is undoubtedly one of the premier brands today. The Los Gatos, California company is so culturally revolutionary it’s even made the action of abusing television something cool. The phenomenon of “binge watching” has become a clarion call for Millennials and often a mating call for Hipsters. The vast wasteland that was television is now a vast paradise of streaming on mobile devices.
Netflix has changed many perceptions as well as overcome many societal and economic shifts—remaining at the top of the brand food chain.
Much of the success of Netflix can be attributed to founder and CEO, Reed Hastings. The essence of this former vacuum cleaner salesperson and Peace Corps volunteer can be found in Scott Smith’s book, Extraordinary People. The work uses primary and secondary interviews to mine the synergetic history of Netflix and Hastings. It showcases Hastings as a complex visionary, yet at his core with a practical approach to improving the lives and experiences of those around him.
A Common Sense Visionary
In his book, Smith reveals that the conception of Netflix didn’t begin so much with market research but a mixture of common sense and anger—the kind many of us perhaps felt decades ago when being wallet-raped by video companies like Blockbuster. A Smith writes:
The genesis of Netflix came in 1997, when Hastings misplaced a rented videotape, Apollo 13, and was hit with a late fine of $40. Afterwards, on his way to the gym, he wondered why a rental service couldn’t work like the gym: a flat fee for members to use it as much as they wanted with no late fees.
This thought-process led to the creation of Netflix. In May 1998, Hastings offered a free trial to initial adopters of DVDs for $4 rental and $2 postage. Few signed up to pay. However, a year later, he experimented with a flat monthly subscription with no late fees. The tweak worked. By the end of 2000, Netflix boasted 239,000 customers.
The company exploded, but still needed to overcome many hurdles in those early years such as:
– The dot-com bubble bust. – 9/11 and the ensuing soft economy. – Fierce competition from giants like Amazon, Blockbuster, and Walmart.
Nevertheless, in 2002 Netflix started setting up regional warehouses to speed up DVD distribution and went public after reaching 857,000 members by the end of the year. By 2004, membership ballooned to 2.6 million.
Eventually and not too long ago, Blockbuster went out of business. In retrospect, that Apollo 13 video Hastings rented might be the most expensive video in history.
A Daring Visionary
In 2007, inspired by the rise of YouTube videos, Hastings made a concerted effort to make Netflix into a streaming service. He saw the writing on the proverbial wall, but unfortunately missed a step when it came to execution, and the fall was hard. To this day, many Millennials and Hipsters must shudder when thinking of the disaster, which happened as follows:
Soon after being hailed the 2010 Company of the Year, being the U.S. Postal Service’s biggest customer, and being the largest source of Internet traffic in the evening—Netflix announced it was going to restructure its DVD business as a subsidiary called Qwikster. Customers who had been receiving disks and streaming movies under the same subscription would be forced to buy the services separately with higher prices. This business shift was done to accelerate the transition of Netflix from a company renting DVDs to a streaming service.
The reaction was vastly negative. The company’s stock dropped from its all-time high of $305 the day before to $64 in November of 2011. Close to a million customers cancelled subscriptions.
“I screwed up,” Hastings admitted soon after in a blog post. “If our business is about making people happy, then I made a big mistake. I slid into arrogance based on past success.”
He also called off the plan.
We all know how the story ends, of course (binge-watching reigns supreme). Fast Company called the turnaround “the biggest comeback in entertainment history.” And here we are, with Netflix being one of the most innovating, expanding and successful companies in the world.
A Company Culture Visionary
Beyond good ideas and reputation management, Hastings’ other achievement is creating a “culture of entrepreneurship” in his company. Netflix is notorious for paying and treating its employees well.
As Smith writes in his book, Netflix emphasizes the qualities it seeks in employees upfront in the hiring process:
1. Judgment—You identify root causes and get beyond treating symptoms.
2. Innovation—You keep us nimble by keeping things simple.
3. Impact—You focus on great results, rather than the process.
4. Curiosity—You contribute effectively outside of your specialty.
5. Communication—You listen well so that you understand before reacting.
6. Courage—You make tough decisions without excessive agonizing.
7. Honesty—You only say things about fellow employees you would say to their face.
8. Selflessness—You share information proactively.
9. Passion—You inspire others with your thirst for excellence.
Lastly, Extraordinary People presents real life lessons for all us lesser mortals who never swore revenge on a video store:
– Imagine your industry in 10 years and work towards that vision. – Deliver a high-quality customer experience no matter what. For most companies, that’s a slogan on a wall trumped by political infighting and treating front line workers as the least important. – Screen recruits for personality and values, not resume and technical skills. The specifics of a business can be learned by smart outsiders. – Don’t be afraid to admit mistakes quickly and learn lessons to prevent future errors. – Have a passion for whatever you do—making money is not a sufficient motive to get you through tough times.
Not everyone can be Hastings, and not everyone will work for a company like Netflix. However, everyone can use common sense marketing to find the needs of customers; and every company should understand that treating employees exceptionally more often than not fosters exceptional employees.
Statistics are much more than numbers. They drive major business decisions, engineering, and everyday life. They fuel testing of new medicine, protect our borders, push the Warriors to the NBA title, and even guide personal decisions, whether used consciously or not.
Over millennia, military leaders employed data and analysis to defeat enemies. Today, major business leaders all over the world employ the same methodology in delivering cherished goods and services. Even the world of sports and entertainment understands this aspect of modern business. For example, The Cleveland Browns recently made headlines by hiring Paul DePodesta, a former collegiate wide receiver, rose to fame through a dramatization of Michael Lewis’ “Moneyball,” which chronicled his ability to use baseball statistics to aid the Oakland A’s in competing against better financed teams.
After moving to the NFL, the Cleveland Browns collected three championship trophies in their first 5 years in the league. Unfortunately, their performance slipped into mediocrity by the 70’s, and in subsequent eras, their lackluster performance continued. While the Browns have a history of making bad personnel decisions, the Browns tapped DePodesta not due to their situation, but rather out of the need for a guide in transforming their organization, and remaining competitive.
This article explores analytics, big data, and their impact in and outside of sports; and why the Browns joined countless organizations in exploiting the power of data.
The Analytics Machine Driving Modern Business
Analytics or business intelligence (BI) owes its substance to military intelligence and serves the same essential purpose. At every stage of a campaign, intelligence gives commanders a clear picture of battle with pros and cons of options. In business, leaders maintain a picture of operations and status, and the factors affecting outcome.
Before computer use in business, business intelligence primarily involved legal spying (like military spies). It began to mature by the 1800s when Richard Miller Devens wrote about a banker exploiting data to outperform competitors. In the 1950s, commercial computers hit markets, and modern business intelligence officially began. Hans Peter Luhn, an IBM researcher and leading computer scientist, created foundational business analytics systems, and laid the groundwork for analyzing and distributing documents. Some consider him the father of BI.
Business intelligence advancement developed parallel to computer technology development, exploiting every viable tool available to private organizations and individuals. Through various innovations, its main resources actually remained the same: big data, analysis applications, and statistical theory. Cultural shifts within business led to more and deeper business intelligence use. Business, like sports, possesses a macho culture with great minds exploiting their instincts and natural talent. This environment wrestled with accepting analysis, however, the cold, hard facts won them over, cementing and advancing its role.
Analytics In Action:
Virtually every industry employs analytics including, but not limited to the following examples.
– As it relates to marketing and advertising, analytics determine the effect of campaigns and channels including their ROI. – Analytics is widely used in politics to determine the best way to access, motivate and interact with political supporters. – Analytics is widely used in the military to understand the enemy or to go as far as anticipating or counter attacks. Some military applications even analyze an enemy’s facial expressions. – In medicine, along with improving profits and reducing waste, data predicts epidemics, aids in curing disease, and aids in avoiding preventable deaths.
IBM surveyed over 1,000 international executives from 67 countries. The survey reveals 63% of organizations achieve a positive return on analytics investment within one year, and 26% realize it in as little as 6 months. Businesses across sectors clearly recognize the transformative effect of analytics with customer service, operations efficiency, and financial or risk management as the main areas of application. Out of those surveyed, 49% of organizations report employing big data exceeded their expectations for returns, and 40% of organizations (up from 25% in 2013) focus analytics on operations.
CIO magazine surveyed over 300 professionals, and 65% credited analytics with driving business process change. These professionals represent manufacturing, financial services, telecoms, government, nonprofits, and healthcare. 100% of respondents stated their organization used analytics; furthermore, 57% claimed their organization would increase analytics spending.
Research has shown that more than 80% of the world’s major business leaders pursue big data projects to remain competitive.
Case Study: Nate Silver
Nate Silver, a statistician, skyrocketed to fame on the back of his baseball and election analysis. He initially became known for his PECOTA system, a statistical forecasting system for major league baseball player performance. His system grabbed the attention of major sports media entities and publications such as ESPN, the New York Times, and Sports Illustrated. Others recognized Silver’s talent after he correctly predicted 49 out of 50 states in the 2008 US presidential election. This earned him a spot on Time’s “100 Most Influential People” list. Four years later, he correctly predicted all 50 states in the 2012 election.
Quality data and analysis form the foundation of powerful analytics. The data must tell a story, and provide all the information needed to spot trends or support critical decisions. Any other data offers no insight. The size of big data proves its weakness and strength. Analysts unfortunately spend more time aggregating a sea of data than analyzing it. Many organizations also realize, like sports organizations, data analysts must partner with experts in the field to achieve quality analysis.
Rebuilding Cleveland’s Machine
Analytics might not get the Browns to the superbowl anytime soon, however, the organization has a different goal. They simply want to leverage an excellent resource in tuning operations, a move the NBA, MLB, and many other major leagues agree works. Many know about the general results of these efforts, but much of it remains hidden like the trade secrets of successful businesses.
Analytics on the Field
The Red Sox exploited analytics and emphasized on-base percentage, something which proved critical to developing a championship contender, and which currently fuels huge salaries. Nor (number of walks) caused baseball to reevaluate hitters and pitchers, and control the metric given its value both in prevention and draw. Analytics also caused a drop in base stealing attempts, which fell by 30% between 1993 and 2013. The NBA flocked to the 3-point corner shot on the strength of its performance in analysis, increasing the attempts by over 100 percent. Analysis also revealed optimal lineups and tactics.
Analytics offers more than game actions, and extends to player health. Many organizations use data to monitor, prevent, and manage injuries.
Data influences picks and coach selection, and goes even deeper. In football, a single statistic can be created to encapsulate the performance of a player, merging quantitative and qualitative characteristics. This aids in building a well-designed, devastating team instead of assembling a pack of men or women who display a bit of talent.
Analytics also goes further than the field and into more practical aspects of an organization’s business performance including areas like ticket sales and fan engagement. Data aids in reaching fans, supporters, and investors.
Ultimately, analytics make the Browns a stronger organization with better performance, a firmer foundation, and enhanced longevity in a competitive space. Despite this reality, a certain amount of reluctance exists in the NFL due to the very nature of the game. Many consider football too complex for analysis. Box score statistics accurately describe 90% of a baseball game compared with 40% of a football game, however, simple adjustments overcome this such as placing chips and sensors in football pads to gather data, or placing analysis equipment on the field (as in basketball and baseball).
The financial and cultural dynamic in the NFL also affects attitudes. The longtime owners of the NFL are extremely risk-averse, and along with owners who fear change, many coaches and managers also feel threatened. They fail to understand analytics as support for their decisions rather than a replacement for them.
Considering buying a Christmas stocking for your cat/dog? No need to question your sanity, you are far from alone.
The overwhelming majority of pet owners say they treat their dogs and cats like family. Pet owners are projected to spend more than $5.5 billion on pet related gifts this holiday season, which is close to 10 percent of the total amount consumers are projected to spend on their pets.
To gain further insight into such an astounding consumer trend, qSample conducted a survey among more than 350 participants from qSample’s own Pet Owner Panel.
According to the results, 38 percent of respondents plan to spend $21-$50 on their pet this holiday. Nearly 20 percent plan on spending more than $51 on their companion’s gift.
Retailers have certainly taken notice of the increase in spending. With each passing year, owners can choose from more and more pet products and gifts. New trends, highlighted by the American Pet Product Association, include new offerings from retailers that have been focused on human products. Companies like Ralph Lauren (now selling dog sweaters), Omaha Steaks (new steak pet treats), and Paul Mitchell (new pet hygiene products).
The majority of respondents, 37 percent planned to purchase toys and 22 percent will buy a toy that distributes food or treats. When purchasing food or treats, 37 percent say that the number one factor in their purchasing decision is whether their pet likes the product or not, 28 percent look for organic, all-natural or grain-free options, 13 percent look at brand name as their key determinant and 12 percent consider pricing first.
Most of the survey’s respondents, 49 percent, planned to purchase these gifts at a physical pet specialty store. 19 percent plan to purchase online and 11 percent will purchase from auction sites, veterinary clinics, pet shelters/rescue groups or another venue.
Last month, Microsoft shook the tablet world by finally launching its Office for iPad apps, and the reverberations may be felt for years to come.
While tablets have become extremely popular, with many users preferring smaller to bulky and more awkward laptops, they have yet to truly find their niche in the business world. Even with bluetooth keyboards, and writing tools like Google Docs and iWork, many businesses refuse to adopt the device as a serious business tool. In the academic arena, many students prefer tablets for note taking and research, but find it awkward to use for papers and presentations. The launch of Microsoft’s Office for iPad apps is designed to change all that.
We conducted a survey with our general consumer panel to gauge their level in the new Microsoft Office for iPad app. The survey was fielded in less than 2 days during the first week of April, with more than 400 respondents sharing their insights on this new product and what it means to them professionally.
Survey results clearly indicate that tablets are still very popular with the general populaltion. Unsurprisingly, Apple was king among those devices with almost half (40.45%) of our panel indicated they own a version of the iPad, but a mere 26.18% claim their primary uses for those tablets are for work and school. Confirming our suspicions, we found that entertainment rules the tablet world, with a staggering 69.12% of our panel logging on for fun. As always, internet surfing, watching videos, and updating social network pages continue to be a staple of tablet use.
Clearly this isn’t a hardware issue, and many who own Apple devices, such as the iPad, prefer to use the Microsoft Office software. This suggests that the new apps will be very well received by tablet owners, but there is a lot more involved than ease of use. Our survey showed that there was a strong positive reaction to the Office for iPad apps, as 63.02% said that they plan on using the new apps now that they are available, yet 76.56% didn’t feel that the apps were worth the $99 subscription fee. This is likely due to the abundance of less powerful, but free, programs/apps that will allow users to run similar tasks. Price does seem to play an enormous role, as 64.58% of our panel is considering the free Microsoft Office smartphone apps as a serious alternative. This poses the question of whether or not smartphones may find a place as a document editing tool in the business world as well.
The smartphone apps may be free, but lack many important features that are available on the iPad and laptop versions. In addition to features, portability seems to be a factor. Today’s “on-the-go” lifestyle means that document editing on a smartphone may be preferable to carrying a bulky laptop, or even a tablet. On the down side, small screens and lack of features may discourage users from choosing apps like Office for smartphones, even if they’re free. Our panel was also concerned about storage space on their devices. These apps can take up a considerable amount of space on users’ iPads, and 67.71% claimed that this alone would discourage them from downloading the software.
Cloud services have been available for some time, but there is no question that Microsoft has arrived very late to the game. This may be due to the company’s efforts to streamline their products for unconventional devices, or a simple lack of attention to the tablet market. In either case, this is definitely an interesting move for Microsoft. One pitfall of releasing the apps for the iPad is that this may have a negative effect on the sales of non-Apple tablets, including Microsoft’s own Surface. In addition, the Office for iPad apps are significantly better looking and much more streamlined than other versions. This may influence which tablets businesses buy for their employees, and ultimately hurt Microsoft’s Surface sales as well. Apple will receive a percentage of Office 365 subscription fees sold through iTunes, which will also add to the funding of their competition. All of these factors make the late release of the Office for iPad apps a very interesting decision. Only time will tell if Microsoft’s new launch was a brilliant strategy, or too-little-too-late, but in any case, the world is taking a second look at the tablet as a serious business tool.
What do 5 of the last 7 presidents and 100% of the Supreme Court Justices have in common? They graduated from Ivy League universities. Ivy League graduates are truly in a league of their own. With a median household income of over $190,000 and a median net worth of $900,000, Ivies are a uniquely influential and affluent demographic, making them particularly appealing to marketers.
This November, the Ivy League Magazine Network and qSample teamed up to survey readers from the eight Ivy League Magazines. Partial results from the survey is depicted in the infographic below. The online study consists of data collected from more than 1500 survey participants. Each reader panel is comprised entirely of graduates from Brown, Cornell, Dartmouth, Harvard, Princeton, Columbia, University of Pennsylvania and Yale.
Readers of the Ivy League Magazines find real value in the alumni publication, with over 85% indicating that the magazine has helped them to become successful. The relationship of mutual respect between panelists and publication fosters high response rates and honest responses from participants.
Over 75% of respondents are active on social media. Facebook and LinkedIn are the 2 most popular social media sites among participants, with 60% on Facebook and 56% on LinkedIn. However, usage of social media varied from panel-to-panel with Brown Alumni more like to use Facebook 69%.
Giving back is important to the Ivy League Panel participants with 77% indicating that they volunteer in their community, while 43% do so on a regular basis.
Ivy League Magazine Panel respondents are both affluent and influential among peers in consumer spending categories such as personal technology, automobiles, travel and financial services.
Over the next 12 months, 76% of participants own or plan to purchase a smartphone and 70% own or plan to purchase a tablet computer. Among smartphone users, iPhone and Android operating systems are the most popular operating systems with 63% of respondents using iPhones and 20% Android.
Ivy League Magazine Panel respondents have the real spending power to make luxury purchases such as high-end vehicles and international travel. Over the next 12 months, 21% of respondents own or plan to purchase a hybrid or electric vehicle and 34% own or plan to purchase a luxury automobile.
Panelists are frequent travelers with 99% of respondents planning to travel for either business or leisure within the United States this year. Fifty-eight percent plan to travel to Europe, 17% to Asia and 20% plan to take a cruise.
With a median net worth of over $900,000, Ivy League Magazine readers strategically invest and protect their finances. Over the next 12 months, 84% of respondents own or plan to invest in mutual funds, 80% own or plan to invest in stocks, 73% own or plan to purchase money market accounts and 71% own or plan to purchase life insurance.
In an Ivy League of their own, Ivy League Magazine Panel men and women have a uniquely affluent profile, difficult to find in any research panel. The Ivy League survey is part of qSample’s EDU Intelligence series on educational research. The survey consists of more than 30 questions ranging from smart phone usage, financial investment, travel, philanthropy, social media, etc. To learn more about the EDU Intelligence series, email email@example.com.
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