Barbie has found a new career: she is now a computer engineer. The computer engineer Barbie wears pink-framed glasses, a bluetooth headset and a binary code shirt. She also has a pink laptop. The press release states that ‘Barbie® designers worked with the Society of Women Engineers and the National Academy of Engineering to ensure that accessories, clothing and packaging were realistic and representative of a real computer engineer.’ I personally have seen more managers with headsets than computer engineers and none of the computer engineers I have ever met had a pink laptop or pink-framed glassed.

However we see how a computer engineering Barbie could make the option to become a computer engineer more attractive to girls. While such an approach is laudable, Mattel could have thought about going a step further and giving Barbie a different colour laptop. If the Binary Barbie increases the number of women in computing remains to be seen.

I am often asked if there is any real need to market technology to women as surely they just want the same things as men: quality, well-designed and simple products. Surely all we need to do is cut out the pink stuff and quit dumbing-down the technology.  End of story?  The short answer is no: There are some things that both men and women want, however it is far more complex and there are important differences. My latest research The Lady Geek Times Brand Survey 09 confirmed why.

Firstly, men see technology as something to be conquered whilst women see technology as something that can enhance their life.   Men are quite happy to tinker and conquer with a product for hours. Women just want things to work.   They want a clean interface, fewer frills and more substance than men.  An out of the box experience.

A few manufacturers understand this: Flip’s Mino and PURE’s Sensia are great demonstrations of perfect female design:  These products provide a clean, beautiful interface. They only do a few things but they do them very well.

Secondly, women buy technology completely different to men:

Most men research products extensively before buying. The male sales experience serves one of two purchases: Either a transactional purchase ( an exchange of money with little wanted interaction ). The other is that it is an opportunity to for bragging ( to ensure that they know more than the sales assistant ).

Women on the other hand, are often ‘reassurance addicts.’   62% of women said being reassured that they have bought the right product was really important to them.  And 40% of women do not have a brand or model in mind when shopping for tech compared to 20% of men. Women actually solicit advice from retailers (who are mostly unable to provide it).

Finally, when it comes to advertising, this is where tech companies make the worst mistakes. They only have three maladroit ways of positioning their products. The first is ‘tech porn‘ or ‘nerd jargon’ (spec, ram, gigabytes).  The second is ‘does not know what a phone is‘ (dumb technology down or disguise it) or lastly just ‘make it girly and pink” (bows, butterflies, princesses).

Women are different. Not better.  Not more intelligent.  Just different.

Vive la difference.

by Clara Gaggero

Older users, particularly older women, seem reluctant to use mobile technology on a daily basis. According to Ofcom, (The Consumer Experience 2008 Research Report) only 5% of people aged over 65 makes a phone call or sends a text on a daily basis.

Samsung commissioned a research project to the Helen Hamlyn Centre at the Royal College of Art to tackle this issue. Adrian Westaway and myself  conducted the yearlong project, aimed at enabling older users to use and enjoy mobile technology.
Existing “solutions”, often known as Silver Phones, are stigmatising and disrespectful. They dumb down information instead of enabling the users to access them. We believed that creating another mobile phone with bigger screen and bigger buttons would not solve the problem. We believe that older people would benefit from gps, and other applications that mobile technology can offer nowadays.

We looked at the bigger picture, analysing the whole user journey. We worked closely with users of all ages and we soon discovered something staggering. After purchasing or receiving the phone, when opening the box, digitally savvy younger users approach immediately the phone and learn how to use it by trial and error; older people instead look for help inside the box. Help isn’t always there, manuals are merely legal requirements printed on flimsy paper and the packaging is a glorified egg carton. We noticed that the enthusiasm of having a new phone vanishes at this stage and many people feel frustrated and excluded.

But older people are not alone, 85% of all users report frustration in setting up a new phone. This shows how, by focusing on a defined user group and conducting a people centred design process, we can discover a big commercial opportunity.

We created three solutions, three analogical answer to digital problems. People are waiting six months or more to meet their daughters, sons or nieces, the “translators” that will explain them the phone or the digital camera’s features. We created three objects that act as interpreters between technology and the users.

The Book:
Most phones come with flimsy manuals with complicated language and jargon. These books, which can live on a bookshelf, actually contain the phone. Each page reveals the elements of the phone in the right order, helping the user to set up the sim card, the battery and even slide the case onto the phone.
The second book is the main manual – the phone actually slots into this and becomes the center of attention. Arrows point to the exact locations the user should press, avoiding confusion and eliminating the feeling of being lost in a menu.

The Cards:
Phones have become over complicated and many users are afraid to break them or get lost in menus – so they don’t explore and learn all the things they can do. A set of cards represents every function inside the phone which users can flick through and discover. The phone is supplied empty, and users add the functions they want by tapping a card onto the screen. Cards can be carried in your wallet so functions can be accessed on the move. To encourage learning, the back of the card explains what the function does, and how to reach it using the menus.

The Map:
Last but not least. To encourage users to explore and familiarize themselves with their phones a map was created, which guides users through the meandering labyrinth of menus. Users tests showed that people were quickly discovering and getting interested in new areas of their phone previously buried under layers of menus.

Samsung was very pleased with the results of the research and is now developing internally the solutions to bring them to market. The company is looking for applying this direction not only to mobile phones but to a whole range of digital tools on the market – cameras, video recorder, mp3 players… -
Samsung will talk to its older customer in a way that will distinguish them to the competitors who dump down information and whose design is focused on disabilities rather than being inspired by abilities.

For more information please contact: info@claragaggero.com

Last week Dell hosted an event intended to unite the worlds of fashion and technology bloggers. Their goal was to discuss how technology could be re-positioned as fashion in order to sell it to women.

With Microsoft’s research highlighting that technology is as important to women as fashion, should tech brands be positioning their wares as fashion accessories? Does it correlate that women love fashion and therefore if you position technology as fashion, women will want to buy it? Is a netbook the latest fashion accessory? Would women rather have the new Dell Adamo XPS rather than a pair of Jimmy Choos?

It’s not an original idea to try to sell technology as if it were a fashion accessory. LG’s Prada phone was the first time a major fashion brand put it’s label on a phone. Despite it’s modest capabilities it sold well, proving the allure and reach of the Prada brand.

Few woman have a strong attachment to technology brands – in such a vacuum a strong brand like Prada can help shift products, even if it does seem out of place on the shelves of the Carphone Warehouse. I suspect that the Prada label puts off as many women as it attracts, since there is something frivolous about being seen to flaunt a label, especially on a something as conspicuous as a phone.

There’s a big problem with the technology as fashion proposition:

Firstly, fashion is by nature short term. After a single season your old fashion is out of fashion. That’s perfectly fine for a £20 top from Top-Shop, however it’s not so fine when you are locked into a two year contract on a fashion-phone which is no longer a-la-mode.

If the networks are going to sell a phone on a 2 year contract they need to continue to offer value over this period or risk alienating the customer.

Secondly, the reasons I buy technology are very different to why I buy clothes. Technology enhances my life, builds real and intimate connections with people. It gives me a voice. And amplifies my voice to those closest to me. Fashion is transitory. I get immediate gratification but its fleeting. Its fun but not meaningful. Brands risk trivializing themselves by positioning themselves as fashion.

Lastly, every tech brand seems to take this approach to women. Samsung’s Genio talks about it’s exciting colours but does not mention what value it can add. Dell’s “my colour is pink” tv-spot looks like a mid-90s’ shoe advert. This is clearly not a way to generate sustainable difference.

As one Lady Geek said,

“What my phone and shoes do for me are very different. One connects me with the world and is about relationships. The other is solely just for me”

To truly understand women, tech brands must research and understand how women engage with technology in the real world.  They would understand that Fashion is about ‘me,’ technology is about ‘we.’  Two very different propositions in my world.

I just read Sylvia Ann Hewlett’s new book called ‘Top Talent‘. It deals with how businesses can ensure to retain and motivate diverse talent in the crisis.

This is a small book but filled to the rim with useful examples of what businesses can actually do to engage their people in these difficult times. It reports on the research and the high powered network meetings that Sylvia Ann Hewlett holds for the members of her Hidden Brain Drain Task Force of the Center for Work-Life Policy. It is a quick and easy read. A must for everyone who needs to be inspired by how gender diversity can remain top of the agenda when business is down.

The World Economic Forum’s Gender Gap Report states every year that no country in the world has yet managed to eliminate the gender gap. While gender inequality continues to be a strong feature of the workplace, my research which has just been published in the Canadian Journal of Administrative Science has shown that men and women find it increasingly difficult to talk about gender inequality. The research is based on a detailed qualitative analysis how people talked about and addressed gender inequality.

Employees from both companies claimed their organizations were gender neutral and that employees were evaluated based on merit. With further questioning, men and women interviewed could describe past situations where gender bias occurred against women, but limited it to happening 10 to 20 years ago, from contacts outside their own organizations (i.e. customer contacts), or to an isolated male colleague from another generation. Instead of denying gender discrimination, workers acknowledge it can happen but construct it as singular events that happened in the past, placing the onus on women to overcome such obstacles.

I have called this phenomenon ‘gender fatigue’ where individuals tire of acting upon gender discrimination in spite of the fact that incidents of gender bias either occurred at one time within their organization or could occur again. The problem with gender fatigue is that it prohibits productive discussion regarding inequalities between men and women, making gender bias difficult to address. If we believe that we work in gender neutral workplaces, seeing and acting upon gender inequality is becoming very difficult.

This month’s HBR echoes  much of what Lady Geek has been highlighting for the past 18 months-perfect timing for my upcoming Symbian talk.  Firstly, that women represent the largest market opportunity in the world- in aggregate, the opportunity is bigger than China and India combined.

Secondly that despite this, most companies continue to market to men and fail to explore how they might meet women’s needs. Or they target women as an afterthought through patronizing initiatives.  Dell’s Della being a perfect example.  The NY Times said Dell needed to go to the ‘school of marketing hard knocks.’

And namely, that those companies that can offer tailored products and services are in prime position to win, when the economy recovers.

Interviewing over 12,000 women about everything ranging from their jobs and education to their hopes and fears, BCG found that women are vastly underserved.  Women feel few companies have responded to their need for products and services specifically designed for them. Too many businesses behave if women had no say over purchasing decisions.  With the recovery in sight now, women will represent one of the largest opportunities and are an important force in spurring a recovery.  One of the findings echoes Wave 1 of the Lady Geek Brand Survey;

I hate being stereotyped because of my gender and age, and I don’t appreciate being treated like an infant.”

Interestingly, the research highlights that women are happiest in their early and later years and the lowest point is early and mid forties.  Women struggle to cope with both children and aging parents, so are most receptive to products that help them better control their lives and balance their priorities.

I could not agree more with their final point;

A focus on women as a target market-instead of a geographical target- will up a company’s odds of success when the recovery begins.

I will be joining a top line up at Being-Digital ’09 on 9th June at Centre Point in London. We will be bringing together some of the best digital minds and demos. The conference focus is on debate and discussion; both in person and via SMS or Twitter feedback. I plan to be about most of the day – so hope to see you there.

Links for the programme, registration and website are below:

Website: http://www.being-digital.com
Programme: http://www.tinyurl.com/beingdigital09
Tickets: http://www.being-digital.com/register/
Twitter: @mashupevent

Historically women were often seen as the reserve army of labour who take men’s jobs in factories and offices while men were at war. In a crisis women’s labour power was deemed important.

A similar thing seems to happen in regards to women’s purchasing power. Often ignored in good times, The Economist claims that marketers realize the importance of women as customers during the recession.   In the article entitled ‘Hello, girls’ echoing the iconic ‘Hello, boys’ Wonderbra adverts of the 1990s, it is mentioned that women buy 90% of food and 55% of consumer electronics and in fact most new cars. Women are thus a major force when it comes to purchasing power.

Marti Barletta, who authored ‘Marketing to Women’ points to three reasons why women are the new target market. First, brand loyalty which is apparently higher with women. Second, women are good at spreading the message about products they like. And third, most of the job losses in the States were in male-dominated areas.

The examples of recent campaigns quoted in the article includes Frito-Lay. Frito-Lay is enticing female customers with the slogan ‘Only in a Woman’s World’ to get away from the masculine image that crisps apparently have. McDonalds’ is sponsoring the New York Fashion Week to promote new hot drinks for women.

However the article also mentioned that changing the brand image through associating it with women can have negative effects: when Porsche designed a car for women, this increased sales with women temporarily but many male customers were lost – on the basis that the brand was too feminine.

 

 

In relation to technology, Dell seems to get the message. They launched a website called Della, where they sell amongst other devices the Inspiron Mini 10 Netbook explicitly to women. The exterior seems to be a far cry away from the appearance of the Dell laptop I used to have from work. It is available in many colours and patterns. Many of those are designed by artists. Della laptops allow customization and while your netbook might look more artistic, once you open it, it looks as dull as many other Dell computers. Maybe companies need to be a bit more creative in marketing to women – particularly in a recession.

Marketers seem to have finally come around to see that mothers use the Web 2.0. The insightful report called Digital Mom was produced by Razorfish and CafeMom.

 

The first part of the report is based on a survey with 1,500 mothers who are users of Web 2.0. The report produced some interesting findings:

1.    65% of mums use social networking sites, 56% SMS and 52% game online or via a game console. This is for me the most striking finding showing that gaming is no longer a niche activity for adolescent boys but has gone mainstream.

2.    There are also age differences. Moms over 35  are more likely to use the web as an information tool while moms under 35 are more likely to use social network sites. Also women with children over 12 tend to game more (57%) than women with children under 12 (51%).

3.    The mothers’ interests go beyond parenting. These women retain many interests. In the last three months the surveyed mothers had researched or purchases fashion items or clothing (40%), food and cooking (31%) and baby/parenting (26%), banking (22%), computer and electronics (21%) and medication/medical condition (20%).

Part 2 is based on an in-depth survey of 1,750 women active in CafeMum.

4.    Digitalmoms spent 18.5 hours per week online.

5.    These mums are active in social networking sites not passive consumers.

6.    The report develops five segments of digital mums: the self-expressor, the utility mum, the groupster, the infoseeker and the hyperconnector.

Marketers seems to have discovered that mums online a worthwhile target group. I wonder when we will see the Digital Dad.