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Immersive Technology - VR Best Practice Guidelines

1 Mar 2018

Posted by Lawrence Weber

 

BIMA’s Immersive Technology Think Tank sets out its best practice guidelines for creating better VR experiences.

Download best practice guide here.

AR/VR and other “immersive” technologies have captured the industry’s attention to such an extent that they are starting to drive creative thinking and – crucially – see real interest from brands.

The problem is that there is huge disparity in knowledge about the technologies involved, best practice and even what constitutes the best examples of work within the immersive technology area.

That’s where BIMA’s Immersive Tech Think Tank comes in. Together, our members have set out to help wider industry understand the true possibilities of VR, helping brands step beyond theme park novelty to explore now best practice can help their business.

What has VR ever done for us?

Aside from eating up column inches and dominating trends presentations? You could argue that, until fairly recently, the answer was ‘not enough’. But as technology improves and applications widen from its entertainment base, VR – done well – has the power to capture the imagination like little else. Here’s why:

• Immersive: VR breaks the fourth wall and commands 100% of the user’s attention

• Impact: VR is proven to drive behavioural change and generate intense experiences

• Memorable: VR experiences remain in a user’s memory for a long time and drive brand recall

So if you’re setting out to make VR a part of your brand, where do you start? What sort of VR experience should you create? And how do you create a VR experience that ventures further than the initial “Wow!” to deliver something that makes a real difference? What follows is the BIMA Immersive Tech Think Tank’s best practice guide, in eight simple steps:

1. Does VR make strategic sense?

VR for VR’s sake has an inevitably short shelf-life. Inappropriate use of VR can be actively damaging. To deliver real value, there needs to be real purpose and clarity in the use of VR as a tool. Consider:

• What does VR add to this project (eg brand value, storytelling or aligning with campaign goals)?

• Is it appropriate for the brand and the end user?

• Does it fit into my wider strategy?

2. Does VR help tell a good story?

Storytelling in the marketing world is hardly new. Storytelling with VR is simply a new tool to weave more immersive tales. Yet the basic rules remain:

• Do we have great characters?

• Are we making an emotional connection?

• Are we leaving people with a concrete feeling or defining the action we want them to take?

To that traditional set of questions, VR adds a fourth: are we leading the user or letting them explore?

3. Is it passive or interactive?

At a product launch or similar, presenting a passive VR experience that blows the viewer’s mind can still pay dividends. Yet from engineering to fashion to medicine and healthcare, the potential for VR to be a powerful tool – something you work with rather than something you watch – is huge.

4. Does it use the full 360° canvas?

VR that doesn’t use the full VR toolkit is little more than a high-tech equivalent of a 1970s View-Master. And as for VR that aims to dazzle without taking account of the limits of its audience… well, no other marketing tool has the power to make your customers feel quite so woozy.

So there are clear technical tolerances and practicalities involved in creating VR experiences that maximise the impact whilst minimising discomfort:

• Sharpness: Aim for the highest available image resolution

• Interactivity: The ability to roam and interact in VR is what differentiates the experience from video content.

• Stereoscopic: True stereoscopic VR makes the experience dramatically more immersive and less likely to cause discomfort

5. Does it engage other senses and other people?

VR isn’t simply a visual tool. Reality, virtual or otherwise, needs to involve all the senses. And when every user is a social animal, how do you use what has to date been a relatively solitary experience in a social way? Consider:

• How do we use sound to make VR more immersive?

• Can movement and environmental elements make it 4D?

• Is there an opportunity to make your VR application more social?

6. Is it easy, immediate and respectful?

Like any new technology, success relies not on early adopters, but on mass, casual use. That means brands need to make their VR experiences blissfully simple, platform agnostic, respectful, natural and ‘safe’. Consider:

• Does it respect the user OS and allow people in quickly?

• Does it put the user – especially their hands – into context?

• Does it respect the space around the user e.g. one metre rule?

7. Are we clear on testing and measurement?

Defining what success looks like when you have no benchmark isn’t easy. So what KPIs can you create for the project? How, for example, do first time VR users react to the experience? And how well does the project need to perform to enable you to create more VR experiences?

8. Are we experimenting and inspiring others?

VR, certainly in its emergent state (from a brands perspective), isn’t easy and it isn’t cheap. So if you’re going to do it at all there needs to be an understanding of the wider position the project occupies:

• Is it worth the hard work?

• Are we creating positive brand experiences?

• Will it inspire other VR content?

We are at a tipping point for VR. The brands that harness it best, that use it to deliver a new experience in a new way (rather than simply rehashing an existing experience with a headset) can set the benchmark for the market.

Appropriately enough, it starts with the ability to look at the landscape through a different lens. 

Download best practice guide here.

Lawrence Weber
Posted by Lawrence Weber

Lawrence is Chair of the BIMA Immersive Tech think tank and he has 17 years+ experience in digital, integrated and creative agencies joining Karmarama in 2012. In that time Lawrence has worked on global projects for BBC Worldwide, British Airways, Nokia, Range Rover, Unibet and Unilever. As Managing Partner Innovation, he helps clients get commercial and creative advantage from key platforms, new technologies and the start-up community. Lawrence won the Unilever Foundry business for Karmarama in 2015 and since then has developed the agency’s- and his own- expertise and reputation in how brands, agencies and start-ups work together. Outside of Karmarama Lawrence contributes to the wider industry in a number of ways. He regularly writes and talks about the impact of new technologies, startups and innovation for the likes of Campaign, The Drum, Silicon Beach, Marketing, Cannes Lions, SXSW, The British Council, ISBA, BIMA, The IPA and WARC- for whom he judged the Innovation awards in 2015 and 2016. Lawrence is a Director of Innovation Social- a collection of 100+ UK industry innovators- and curates and their annual Innovation Stories conference. Lawrence also plays an active role in a number of trade bodies and industry working groups. He is co-chair of the IPA Brand Technology Group, a member of both the BIMA Central Council and Google UK Creative Council, a start-up mentor for Unilever Foundry and The Friday Club and was named in The Drum’s 2016 list of the top 25 most influential people in Digital.

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