WELCOME TO
B CURIOUS

WE TEACH YOU TO OBSERVE
AND WE CONDUCT ETHNOGRAPHIC OBSERVATION

What is Ethnographic Observation and the importance of its use today

Ethnographic Observation for Communications

Millennials: a useless invention

Ethnographic Observation for Businesses

Observation Workshops

Open. Introductory Level

Together with a group of people that you probably don't know, you will learn to observe.

At the end of the day, you will have performed Ethnographic Observation on your own, and you will have learned what is Ethnographic Observation and what is not.

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For Companies

Executives and managers will learn to observe and solve business cases.

That is, in three days, these executives and managers in the companies will discover new ideas to solve problems in which the company is "stuck", whether they are problems related to marketing, brand image, internal communications, sales, search for innovations, or others.

This type of workshop can be "both stimulating and refreshing at the same time", as commented by a FIFCO Manager

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For Anthropologists

Anthropologists have an extraordinary ability to observe.

However, it is necessary to have business, marketing, and communications knowledge to make it possible to "translate" the observations into specific actions to benefit clients. In this workshop you will learn to deliver useful observations and specific actions to the clients

I WANT TO LEARN MORE

Form

ETHNOGRAPHIC STUDIES

What are they? What is their use?
Do you need to conduct an Ethnographic Study? B Curious, through Ethnographic Observation, helps solve the problems faced by a company, whether they are "market" problems: low sales, poor brand image, lack of knowledge regarding the "client" or "consumer", inefficiencies of marketing campaigns, problems with stakeholders, or internal company problems.

So that you have an idea of the magnitude and depth of Ethnographic Observation, an Ethnographic Study takes, on average, about 45 days

When you make a decision, here is our contact information: marcela@b-curious.net

BUSINESS CONSULTING

Based on experience, we can tell you that it is not always necessary to conduct an Ethnographic study. On occasion, a chat can help discover what you really need.

marcela@b-curious.net in case you want to chat with us and tell us about your problem.

CASES

Cemetery

¡The difference between what brands sell and what people buy!

Background: The client had seriuos problems in the current cemetery, with the removal of souvenirs and decorations that people left for their loved ones on the days the grass was cut.

Objective of the Observation: Discover what is the value that people place on the ownership of a grave.

Discovery: The value given by people to the purchase of a grave is equivalent to the purchase of a home. Therefore, the families of the deceased considered the removal of flowers, decorations, and souvenirs, carried out by the administration on the days the grass was cut, as an invasion of private property.

Proposed action: Design the new cemetery with little "animitas" (small houses) where people could safe keep the gifts. Client purchases increased by 60 percent with this simple change.

CASES

Internal Communications

¡I am not going to sell if it does not help me earn more!

Objective of the Information: Discover why 70 percent of contracts did not close.

Discovery: Employees received a monetary incentive if they achieved sales goals. However, a few days before the end of the month when employees counted the contracts to be closed with clients, if they did not add up to reach the goal they did not close them: “I am not going to sell if it does not help me earn more!” Thus, employees end up boycotting the close of businesses.

Proposed action: Eliminate monetary incentives for achieved goals and seek other ways to motivate employees, for example: schedule flexibility, greater freedom of responsibilities, and personal development.

CASES

Internal Communications

My sales team is bad. Who do I fire?

Background: The General Manager thought sales people were responsible for the loss of customers.

Objective of the Observation: Discover why some many customers were lost.

Discovery: The responsibilities of sales people finished when the sale materialized. However, product delivery did not have a specific area in the company, and clients turned to the sales people when the product did not arrive and the latter ignored the problem arguing that it was not their responsibility and, furthermore, they considered they wasted their time taking on that responsibility, and they would rather dedicate that time to sales activities.

Proposed Action: Create a logistic area in the company. No sales person is fired.

CASES

Automobile After-Sales Service

Why does nobody trust after-sales services?

Objective of the Observation: Discover why car buyers do not trust the brand’s after-sales services.

Discovery: An almost emotional relationship is discovered between the owners (usually males) and their cars, so the demand for a good service is extreme. However, whether it is a Brand repair shop or a friend, or acquaintance, nobody trusts them. It is a common belief: mechanics lie and cheat on people. Therefore, it is very difficult for people to value a brand’s post-sale service. Furthermore, when car buyers compared the services when shopping for a car and after buying it, they stated that they “were abandoned”, the service was just not the same.

Proposed Action: Post-sale services should be equal to or better than services provided during the sales process. The relationship with the client should not end with the purchase of the car.

CASES

Cemetery

¡The difference between what brands sell and what people buy!

Background: The client had seriuos problems in the current cemetery, with the removal of souvenirs and decorations that people left for their loved ones on the days the grass was cut.

Objective of the Observation: Discover what is the value that people place on the ownership of a grave.

Discovery: The value given by people to the purchase of a grave is equivalent to the purchase of a home. Therefore, the families of the deceased considered the removal of flowers, decorations, and souvenirs, carried out by the administration on the days the grass was cut, as an invasion of private property.

Proposed action: Design the new cemetery with little "animitas" (small houses) where people could safe keep the gifts. Client purchases increased by 60 percent with this simple change.

CASES

Internal Communications

¡I am not going to sell if it does not help me earn more!

Objective of the Information: Discover why 70 percent of contracts did not close.

Discovery: Employees received a monetary incentive if they achieved sales goals. However, a few days before the end of the month when employees counted the contracts to be closed with clients, if they did not add up to reach the goal they did not close them: “I am not going to sell if it does not help me earn more!” Thus, employees end up boycotting the close of businesses.

Proposed action: Eliminate monetary incentives for achieved goals and seek other ways to motivate employees, for example: schedule flexibility, greater freedom of responsibilities, and personal development.

CASES

Internal Communications

My sales team is bad. Who do I fire?

Background: The General Manager thought sales people were responsible for the loss of customers.

Objective of the Observation: Discover why some many customers were lost.

Discovery: The responsibilities of sales people finished when the sale materialized. However, product delivery did not have a specific area in the company, and clients turned to the sales people when the product did not arrive and the latter ignored the problem arguing that it was not their responsibility and, furthermore, they considered they wasted their time taking on that responsibility, and they would rather dedicate that time to sales activities.

Proposed Action: Create a logistic area in the company. No sales person is fired.

CASES

Automobile After-Sales Service

Why does nobody trust after-sales services?

Objective of the Observation: Discover why car buyers do not trust the brand’s after-sales services.

Discovery: An almost emotional relationship is discovered between the owners (usually males) and their cars, so the demand for a good service is extreme. However, whether it is a Brand repair shop or a friend, or acquaintance, nobody trusts them. It is a common belief: mechanics lie and cheat on people. Therefore, it is very difficult for people to value a brand’s post-sale service. Furthermore, when car buyers compared the services when shopping for a car and after buying it, they stated that they “were abandoned”, the service was just not the same.

Proposed Action: Post-sale services should be equal to or better than services provided during the sales process. The relationship with the client should not end with the purchase of the car.

How can we make people live the brands rather than consume them?

The Biology of Cognition, empathizes as its name says, the importance of the biology of the one that knows (“every knowledge depends on the structure of the one that knows”),making a difference with other theories that place the knowledge in the psychic field, spiritual field or in the people’s soul. For Doctor Humberto Maturana** the knowledge is a biological process, and therefore, he can’t imagine the man as an agent that “discovers” the world but he constitutes it, that is, the people create the world as they interact with it.

READ PAPER

How does Ethnographic Observation complement itself with Big Data?

Big Data can be amazing at predicting patterns, but not necessarily explaining them and, much less, delivering tools to modify those patterns (behaviors), specially if these patterns belong to the social or human sphere. Ethnographic Observation is not an antagonist of Big Data. On the contrary, it complements it. Ethnographic Observation looses scale, but it gains resolution and depth.

READ PAPER

Customers

ETHNOGRAPHY
FOR BRANDS AND NEW BUSINESSES

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CONTACT

EMAIL
marcela@b-curious.net

TWITTER
@MARCELAREYNOLDS

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+54.911.58725672

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TEAM

Marcela Reynolds

Creator of B Curious

Publicist with a Postgraduate Degree in Biology of Knowledge and Human Communication (Theory of Doctor Humberto Maturana) from the Universidad de Chile

Worked in advertising agencies in Mexico (BBDO), Brazil (W/Brazil), Chile (Leo Burnett and JWT) and USA (FCB-New York) in the areas of Creative Direction and Strategic Planning

As a Creative Director, she won two awards in the New York Festival and a couple of medals in Tennis and Fencing; in the New York Marathon, and the Cruce de Los Andes Columbia (for reaching the finish line)

Author Book "Ethnography for Brands and New Businesses"

Author Paper "¿Cómo lograr que las personas vivan las marcas más que consumirlas? (How to succeed in making people live the brands more than use them)"

TEAM

Matías Pinochet

Director of Manota Films

Publicist with a Major in Audiovisual Communication (Universidad del Pacífico)

Director of the series Soñadores de Canal 13 Chile

Director of the films: "El Mago", "Unbreathable", "Los Rockers", "Todos Juntos". All awarded internationally

TEAM

Carolina Franch

Social Anthropologist (Universidad de Chile)

Master´s in Gender and Culture Studies (Universidad de Chile)

PhD in Social Studies (Universidad de Chile)

Researcher, Department of Anthropology (Universidad de Chile)

TEAM

Catalina Ivanovic Willumsen

Teacher (Universidad Finis Terrae)

Social Anthropologist and Master´s in Gender Studies (Universidad de Chile)

PhD in Sociology (Universidad Alberto Hurtado)

TEAM

Martín Cáceres

Creator at Estudio Tricycle

Graphic Designer (UBA)

Advisor for strategy and communications

Packaging and Brand Image designer

Teacher

TEAM

Marcela Reynolds

Publicist with a Postgraduate Degree in Biology of Knowledge and Human Communication (Theory of Doctor Humberto Maturana) from the Universidad de Chile

Worked in advertising agencies in Mexico (BBDO), Brazil (W/Brazil), Chile (Leo Burnett and JWT) and USA (FCB-New York) in the areas of Creative Direction and Strategic Planning

As a Creative Director, she won two awards in the New York Festival and a couple of medals in Tennis and Fencing; in the New York Marathon, and the Cruce de Los Andes Columbia (for reaching the finish line)

Author Book "Ethnography for Brands and New Businesses"

Author Paper "¿Cómo lograr que las personas vivan las marcas más que consumirlas? (How to succeed in making people live the brands more than use them)"

Matías Pinochet

Director of Manota Films

Publicist with a Major in Audiovisual Communication (Universidad del Pacífico)

Director of the series Soñadores de Canal 13 Chile

Director of the films: "El Mago", "Unbreathable", "Los Rockers", "Todos Juntos". All awarded internationally

Carolina Franch

Social Anthropologist (Universidad de Chile)

Master´s in Gender and Culture Studies (Universidad de Chile)

PhD in Social Studies (Universidad de Chile)

Researcher, Department of Anthropology (Universidad de Chile)

Catalina Ivanovic Willumsen

Teacher (Universidad Finis Terrae)

Social Anthropologist and Master´s in Gender Studies (Universidad de Chile)

PhD in Sociology (Universidad Alberto Hurtado)

Martín Cáceres

Creator at Estudio Tricycle

Graphic Designer (UBA)

Advisor for strategy and communications

Packaging and Brand Image designer

Teacher