Our first 30 years

Emotion is king/ Emotion over reason

Throughout my career I have used qualitative research, storytelling, and the discovery of insights to support the narrative of brands I work with and, if I’m being completely honest, especially since the business intelligence data boom, I’ve felt myself at a disadvantage from not having a greater grasp of numbers. “But the numbers speak a thousand words!” they tell me. Well, if they do, I can’t seem to hear what they are saying. I see the numbers, but then when I go out in the field and I talk to people; what I hear and what I observe is a thousand times richer and more complex than what I hear from the numbers on an Excel spread sheet. What people like, what they feel – what moves them, goes beyond just the specific brand or category reflected in the numbers. Many marketing commentators refer to this as the migration from big to small data: focusing in on small yet crucial clues.

For a while now, we have been seeing more and more things that are making us question the traditional methods of executing marketing and research strategies. We recently carried out some packaging validation sessions; over the course of many hours we heard some opinions in favor, some against… They would continually contradict themselves, they would over-rationalize every question… Yet when they finally saw the packaging, they loved it. They couldn’t coherently vocalize any rational explanation as to why – it was aesthetically pleasing to them and that was enough. There are numerous authors who confirm: we live in a culture that favors the polished, the easy to understand, the clear and transparent [1]. Wouldn’t it be better to take that as a starting point from which to understand why certain products, packs or communications excite us over others, instead of maintaining ourselves in a state of confusion over the contradictory responses of a focus group?

Workshops and conferences involving: Storytelling methodology, sentiment analysis, behavioral economics and branded content are getting more popular than ever before, and they hold one factor as a common focus – the emotive and the qualitative. They all involve a way of doing marketing that follows a less traditional path with a less rigid set of rules, one that has a greater affect on the audience.

“If statistics favored the best emotional decisions, then accountants would be the authors of great love stories, and not poets” [2]. People within the world of marketing are starting to realize that quantitative results, or hard data without emotion, have to be complimented with ‘soft data’. If you remain unconvinced, and still love your statistics, how about this one: In a Kantar study directed at CMO’s and senior brand leaders, they found that 73% of those interviewed believe that their marketing department should act as cultural radars, connecting to whatever currently holds relevance with consumers [3].

There are certain words or phrases within our industry which have been so overused that they have become completely hollow and devoid of meaning [4]: Emotion, empathy, relevance, mobilize, connect. Even if the concept in and of itself no longer holds any novelty, its meaning still should, as they doesn’t occupy the space in day to day life that they should. Why not appeal to what people like, independently from just our brand? Why should a marketer or researcher not generate content on topics that he or she actually finds personally interesting? Why not create initiatives that we ourselves would like to take part in? The simple fact of having a personal connection with what we are creating, or that we at least be empathetic towards the consumer, naturally leads us on a path towards generating better ideas [5,6].

Things which become viral, making their way half way around the world and back, do not do so because they have some smart number behind them, or because they were derived from some focus group that a moderator drew a list of attributes from. They do so because they deeply stirred people’s emotions, because they made us feel something, because they were relatable, because they connected or reminded us of own lives. I’m not talking about dramatic and emotive publicity, with some wonderfully tragic Yann Tiersen piano piece playing in the background – forcing people’s tears out against their will; but rather about connecting with what people like, beyond the world of brands and products.

We have been evaluating how we could do something similar to what Alfred Hitchcock does in his movies, in one of our next projects. In each of his films he would prepare two scripts – one blue and one green. In the blue script he would put everything you would expect to find in a normal Hollywood script: Dialogue, set design, props, camera angles, etc. In the green one however, he would include a scene-by-scene breakdown of how he wanted the audience to feel in each stage of the production. When you finish watching one of his films, you know simply that you loved it. You maybe can’t say why, but you know it made you feel something. That’s what we want to achieve when we build a brand story. Turning them into “data with a soul” that really matters.

If you want know more…

(1) Han, Byung-Chul (2015) La salvación de lo bello. Herder.
(2) Lindstrom, M. (2016) Small Data. Las pequeñas pistas que revelan grandes tendencias. Paidós.
(3) Kantar Added Value (2016) Cultural Value: Mastering the New Marketing Currency. Retrieved from : http://added-value.com/wp-content/uploads/sites/67/2016/12/Kantar-Added-Value-CV-WHITEPAPER-.pdf
(4) Fernández Christlieb, P. (2004). La Psicología Política como Estética Social. En Revista Interamericana de Psicologia/Interamerican Journal of Psychology. Vol. 37, Num. 2 pp. 253-266
(5) TEDxCalzadaDeLosHéroes. (2016, Marzo 1). Luis Arnal: Empatía, la clave para la innovación. [Archivo de video]. Retrieved from en https://www.youtube.com/watch?v=E5kaxWOh_2o
(6) Stevenson, Neil (2016) The Focus Group is Dead. IDEO. Retrieved from https://medium.com/ideo-stories/the-focus-group-is-dead-24e1ec2dda82#.4n2h4i47f

Living Life Without a Script

How we all became futurists out of necessity rather than by choice

Instinctive prediction
Think about all the different situations where we try and predict the future. When we watch movies, for example, it’s almost a natural instinct to try and predict what will happen in future scenes. To do this we pick up on clues that we remember from our previous experiences. If the music sounds tense, we know a monster is likely to spring out and surprise us, if the music turns hopeful – then we know that things will begin to wind down towards their natural conclusion. The reference points within a script are always more or less the same: if a good-looking boy and pretty girl accidentally bump into one another in a rom-com, then we know that they will inevitably fall in love. Hollywood isn’t exactly overflowing with surprises. The problem in life is, that unlike Hollywood movies, there are no musical clues to hint as to what’s coming next. We just have to do our best with as much, or as little, information as we have available to us. It’s our ability to read and perceive the context we find ourselves in, which ultimately makes the difference.

We humans are, by our very nature “predictologists”(or at least we try to be). Seeing as we can’t fly, we aren’t particularly strong, nor do we have lethal claws with which to swipe away at potential threats; we instinctively look for signals of incoming danger so that we may protect ourselves through the power of prevention.

Prediction for profit
Nowadays, this human instinct has become commoditized: investigators, researchers and consultants are entrusted to find hidden clues, trends and indicators that can help their employers gain some kind of competitive advantage. You would think that in today’s era of information, predicting the future would be easier than ever before, however those of us that make a living from doing so, know that this is not the case. Yes, there is a startling amount of information available to us, but when we zoom in to take a closer look; we often find that a very small percentage of it is actually of use to us. A lot of the time the story the data tells can be contradictory leaving us more confused than when we started. In the world of big data it’s perhaps easier to get lost in the numbers than it is to find that little piece of information that can help us make confident predictions. This confusion by infoxication brings with it the added danger of making us believe we are better at predicting the future than we actually are.

We suck at predicting
Just as the art of prediction is one of our species’ great defences against the dangers of the future, it is perhaps one our greatest weaknesses as well: We overestimate our ability to do so, we can be easily misled and occasionally we allow ourselves to be tricked by false clues. There are many examples which point to the fact that, as a society, we are becoming less and less efficient at doing so: Pearl Harbour, 9/11, the financial crash of 08 and Brexit are all examples of shocks that the experts failed to see coming (perhaps because they didn’t want to – ignorance is bliss?).

We are more irrational than we are rational
Simple really. We are humans and as such we are fallible. Despite the fact that for centuries we have believed ourselves to be rational beings, beings that weigh up the pros and cons of each situation before making sensible decisions, the reality is that we are not. Countless studies have proved that our decision-making is based in the emotional, or in that which requires the least amount of immediate effort, or even, in that which we chose to hide from ourselves.

We are more closed than open
When a possible outcome of a situation is unfamiliar to us, we tend not to even consider it. Instead we become almost blind to it, almost as if we have some kind of medical problem (which actually exists – it’s called Anosognosia), which impedes us from being able to perceive our own sickness. Add to this any form of accumulated institutional blindness; brought about by the stagnation from being in a particular industry or company for so long that we are not aware of the context outside, and we are left in a false reality.

Processes are more discontinuous than linear
Economic, psychological, strategic or business models tend to be based upon a linear line of logic that doesn’t always fit with what we experience day-to-day. Unexpected variables reveal themselves along the way, complicating the initially straightforward landscape. The influence technology has had on the way we interact with people is undeniable.

The world becomes more unpredictable by the day

We used to be taught that our lives would follow an inevitable yet simple pattern: We are born, we grow, we reproduce, and then we die. Yet one of the most exciting things about being alive in this era is precisely the sense of excitement that accompanies unpredictability. We now believe that we are masters of our own destiny, that each of us is free to choose our own path through life, that there is no predetermined plan we must follow; that the fate of our future is in our own hands.

Carrying on from the initial thought where we highlighted the natural urge to predict the fate of a Hollywood film character, let us imagine that our lives are a kind of series, one with various unexpected plot twists along the way. We believe things will pan out a certain way by following the clues we have been trained to pick up on over the years, then suddenly Game of Thrones, Black Mirror or Lost comes along, and we realise that the experience of the unexpected is a far richer and more enjoyable one. Today life is more like one of these series’ than that of a traditional and predictable Blockbuster.

Challenge unpredictability
Does this mean we should give up on trying to predict the future? On the contrary, we must continue to do as we have always done; we just have to be smarter about how we do it. To handle the unpredictability of the world and be able to operate successfully in the future today we have two great tools at our disposal: Foresight and change management.

Building desirable scenarios: Foresight
A common misconception is to confuse foresight with some kind of magical, crystal ball-style, prophecy device. However, when used correctly, it is quite the opposite. It is actually a rather scientific process, with a structured methodology, that can help us build realistic future scenarios, even if no forecasting model that depends on humans is ever going to be 100% accurate.
Expert futurologists speak of foresight as if it where like any other exercisable muscle in the body: the more we project, the better we become at doing so. As Nate Silver, the renowned American stats and futures man within the world of politics and sports, says:

“We must have the serenity to accept the things we cannot predict, the courage to predict the things we can, and the wisdom to know the difference.”

With foresight we aim to predict possible future outcomes for a particular organization, industry or even a country. Its intention is to remove uncertainty and to evaluate the decisions we take in the present with where we wish to reach in the future. Even if the future cannot be known with absolute certainty, there will always be different possible outcomes to any situation that will depend on the decisions taken in the present.

3 things to consider when building a successful foresight model

1. Consider the past and the present before mapping out the future

When we look to the past, we do so to understand: What worked, what we could have done better and what possible patterns or clues we can pick up on that could repeat themselves in the future (even if the exact situation we are facing doesn’t have an exact replica in the past). We must then turn to the present to search for variables that may be in play today that perhaps didn’t feature in previous situations. Once we have assimilated what once was with what currently is, we can then look to project onto what could potentially be: Imagining what is possible, evaluating what is probable and most importantly, deciding on what it is that we would prefer.

2. Have clarity as to what it is we want

If mapping out what we believe to be probable is important, then it is also of equal importance to compliment this with an idea of what it is that we wish to occur. This is called envisioning: to make a visualisation of the future so strong in our minds that it acts as a magnet helping to draw us towards it. A major component of someone’s self-awareness lies in how they perceive their own future and potential, in what they want become and in what they fear they may become.

3. Understand that there are things that we don’t even know that we don’t know

I know this sounds like some sort of tongue twister that the Oracle may have given Neo in the Matrix, but it’s not as ludicrous as it sounds. There are things we know we know (like general knowledge), there are things we know we don’t know (like our ability to breathe without having to think about doing it) and then there are things we don’t even know that we don’t know – and it’s precisely these things that are crucial to consider when we look to have successfully foresight. What we sometimes call the unknown unknowns are elements which we never even contemplated could exist, the things we never thought to ask ourselves. We don’t ask ourselves these questions because we have some kind of mental block that obscures them from our sight. The challenge is to ask ourselves the kind of intelligent, creative and strategic questions that can help to bring them out of hiding.


Sponsorship * Flexibility * Involvement * Impact * Communication

Using change in our favour: Change Management
As we have discussed, linear models can help us to conceptualise certain scenarios; yet they don’t always stand up to the scrutiny of the real world. Recognising how unpredictable the real world can be, our best approach is to adopt an almost beta mentality, one which holds flexibility at the heart of its actions. This is the very essence of change management. Every day we hear more and more about it but what we must remember about it, is simple: It is not so much about shaping the change of the collective organizational structure but rather, it’s about shaping the behaviour of the individuals within it. For this to work, you need those at the top of the pyramid to take clear decisions and to be prepared to communicate them effectively down the chain of command; committing the people involved by making them part of the decision making process.

And if all this fails?
Unlike our initial analogy where, if a film doesn’t turn out as expected we are pleasantly surprised, if our projections for our company don’t turn out as planned, then the surprise tends not to be so pleasant. The philosophy of change management allows us to swiftly react to change by making tweaks to our business strategy before it’s too late. Initially this is done through the process of trial and error and then over time, through the training of our capacity to react to change. The organizations that survive will be those that manage to redefine their ability to maintain flexible and fluid in the face of unpredictability.

Considering all of this, market researches are urged to rethink their role. They need to migrate from a mindset of being “narrators of findings” to one in which they dare to predict. In this way, they can better accompany different organizations to navigate the volatile scenarios in which we all currently find ourselves.

Glass Half Empty or Glass Half Full

Oh! The famous marketing plan. That moment where you sit down with the whole team to talk about what’s going happen over the next 12 months and where expectations are everything. But, how can you manage those expectations in such a volatile market spurred on by our ever-changing world?

One thing companies are doing more and more, is migrating from a traditional business model based around rigid strategic planning, towards a more modern and forward thinking model of future scenarios forecasting. This is basically an anticipation technique where we imagine how the future could be and how we would act according to this projection. [1,2].

It can be a really inspiring and genuinely useful exercise, but the task can seem quite daunting when you have a blank piece of paper in front of you and you can’t help asking yourself: “How optimistic or pessimistic should the scenarios be? What is more useful? To think positively and attract good things or to think that things will only get worse in order to make sure your well equipped to deal with future catastrophe.

It’s important to note that the world of optimism vs. pessimism is littered with contradictions. Humans tend to be optimistic about their own personal futures, yet pessimistic when they consider the future of the collective [3], for example, we believe that unemployment will rise, but that we will keep our jobs. Or that, even though there may be numerous indicators pointing to reductions in crime rates and fatal diseases, higher rates of participation in education; we still believe that the world is becoming worse and worse off by the day. Yet at the same time, we believe our marriages will last even when the statistics suggest otherwise, or that giving up smoking will be easier for us than it is for everyone else.

This is down to two main factors: firstly, we have more control over our own individual circumstances than we do over the collectives’, and secondly, the nature of what is considered newsworthy naturally puts a sensationalist and negative spin on what actually happens in the world, which can leave us with a distorted and pessimistic outlook.

Whilst optimistic thought is centered on the belief that we can positively affect the future through the power of thought, pessimism assumes that we cannot and that everything that is on the horizon will only serve to make things worse.
The criticism often leveled against the eternal optimist is that, since their ideas are not grounded in reality, their plans tend to go to waste; with their intentions left to float around aimlessly in a mystical ether named “It’s never gona happen”. The real problem is not the optimist though, rather the uninformed or unrealistic optimist. The fact remains, if you paint a positive picture in your head about a future task, you stand a better chance to succeed.
For example, if you want to lose weight and commit to diet with the feeling that it will yield results, you have a far greater chance of succeeding than if you over-think the issue, scrutinizing over every little complication that may present itself along the way [4].

There is also a school of thought, which states that an optimist outlook on life can actually be more realistic than a pessimistic one. Research carried out on entrepreneur’s reveals that, whilst they tend to overestimate their own success, they are also typically more clued into economic indicators. This means that their predictions tend to be more realistic than those made by their more pessimistic, non-entrepreneurial counterparts [5]. This serves as a gentle reminder that being optimistic doesn’t necessarily mean that you a wrong or not realistic.

There are instances however, where being pessimistic can turn out to be a more considered and appropriate approach. If we consider moments of tension through-out politics and history, or in sequences of events that have led to wars; these are instances where there can be no benefit from viewing the world through rose tinted spectacles – if the reality of a situation is a grim one, then it’s better to see it for what it is and accept it [6]. Or, have you noticed how many dystopian and post-apocalyptic titles dominate the best selling bookstore and box-office charts? According to the book “Read the Mind” the purpose of titles like the Hunger Games or Interstellar, isn’t just to entertain, but also to make audiences aware of potential situations that could become relevant to them in the future [7]. The book, which is based on a diverse range of studies [8], claims that fiction acts as a kind of evolutionary mechanism of the subconscious, one that helps us to imagine ourselves in possible future scenarios so that we may be better prepared for the future. If we read a shipwreck story, then it prepares us for the improbable scenario where we have to learn how to fish, make a fire or erect a makeshift shelter. In uncertain times, reading a dystopian novel is arguably more useful than reading a Utopian one.

So, going back to our original question as to which approach is best for designing useful scenarios for our business? The simple answer is, an optimistic one. Despite how useful imagining ourselves in a dystopian scenario may be in case of future disaster, an optimistic outlook has the power to drive you towards a desirable outcome. Mapping out a positive tomorrow has the power to energize your team, whilst a negative one can have the opposite effect, serving only to paralyze them.

Effective optimism isn’t simply filling out your marketing plan with over-estimations, happy faces and painting the picture of tomorrow as overly rosy. It’s about preparing ourselves to take decisions based upon our own beliefs and feelings. It’s about being well-equipped enough to have the resources to tackle a problem when it arises, as opposed to resigning to defeat and allowing it to defeat us. Our suggestion? Fill the room with as many realistic optimists as critics who will question your plan, and the strategic scenario you build together will turn out to be the best it can be for your business.

Content by High Speed Solutions. High Speed Solutions is the Strategic Consulting area of De la Riva group.

(1) Cascio, Jamais (2009) Futures Thinking: The Basics. Fast Company. Disponible en: https://www.fastcompany.com/1362037/futures-thinking-basics
(2) Zindato, Danila (2015) Designing Future Scenarios. Approaches and Positioning of Scenario Building into the Design Process. Futures Conference Finland 2015 Disponible en: https://futuresconference2015.files.wordpress.com/2015/06/danila-zindato.pdf
(3) Max Roser and Mohamed Nagdy (2016) ‘Optimism & Pessimism’. OurWorldInData.org. Disponible en: https://ourworldindata.org/optimism-pessimism/
(4) Grant, Heidi (2011) Be an Optimist without being a Fool. Harvard Business Review. Disponible en: https://hbr.org/2011/05/be-an-optimist-without-being-a
(5) Bengtsson, Ola & Ekeblom, Daniel (2014) The Bright but Right View? New Evidence on Entrepreneurial Optimism. Lund University. Disponible en: http://project.nek.lu.se/publications/workpap/papers/WP14_1.pdf
(6) Cohen, Roger (2017) Yes, it could happen again. The Atlantic. Disponible en: https://www.theatlantic.com/magazine/archive/2014/08/yes-it-could-happen-again/373465/?utm_source=atlfb
(8) The Artifice (2015) The Rising Popularity of Dystopian Literature. Disponible en: https://the-artifice.com/popularity-of-dystopian-literature/
(9) Volpi, Jorge (2011) Leer la mente: el cerebro y el arte de la ficción. Alfaguara.

Flight Plan

A practical guide to Marketing Research in Latin America.

Making a kite is fun. First you have to design an attractive shape, you choose ideal colors and apply the adequate engineering. And then, in order to make your kite fly higher than your competitor’s so everybody can see it, you have to define a flight plan and announce it with fanfare. This book is a toolbox and a first-aid kit, that we offer as aid in the creation and development of your own kite. Some of the main trends in marketing research are shared with you so that your idea, concept, brand or product, may glide along with the wind, in free flight, reaching planned heights. Our vision is to see you hold that kite up to flight and enjoy the firm control, with the conviction that you know exactly why you do the things you do, whom you are offering them to, and why your consumers or voters will love it and never let it go.

Mezcal Effect

The multiple speeds of Mexican consumers and the way they connect with their brands. #EfectoMezcal is the result of a thorough study on the evolution of the Mexican consumer in the first decade of the 21st century, and the ways such evolution will have an effect on the years to come. This book is based on many different sources that analyze global trends such as: futurologists, anthropologists, economists, sociologists, philosophers, marketing gurus and psychologists. These professionals share their points of view on world phenomenons and their impact on individuals; research and advertising agencies that study consumers’ habits on a daily basis, along with trend and segment analysis conducted by dlR group, as well as the authors expertise and direct observation.

Hispanic Game

We are well-known for being the one marketing research agency passionate about finding the real reason behind all things. Although it seems persistent to continue generating information on the Hispanic market, we decide to learn more about their lives because we know that their identity is more complex than what we see in first impressions, which makes their consumption habits even more interesting to learn about. We conducted a multidisciplinary in-house research to study Hispanic habits thoroughly: we sat at their tables to eat and drink with them, we played with their children, we walked them to their jobs, and we surfed their social networks to find the true meaning of being a Hispanic in the US.

México Rifado

This book and the research it’s based on were born from a simple discovery: We are living in the 21st century but our branding continues to belong to the 20th century! The sleepyhead country we were used to , creates daily challenges in our traditions: Change, deceptive change has prevailed without asking for anyone´s permission, not the brands who would like to continue playing ad infinitum using the same tricks that worked for them in the past century. Not the politicians who repeat in ad nauseam their electioneering rhetorical nonsense. And of course, even average people who wish to sail ad eternum through the sea of routine.
So… Should I resist change or encourage it?

High Speed Business

Through an interesting analogy with the fearless and fast world of Formula 1, HIGH SPEED BUSINESS is a unique book that presents the principles of the companies that are building the future. A High Speed corporation is one that has a fresh, flexible, independent, is entrepreneurial and has an open-to-change mindset, no matter its size nor its line of business. It is a company that is unique, has a goal-oriented vision, but is not quick without reason. It is a company that outlines short and mid-term strategies keeping in mind consumers’ insights and needs. It envisions its future competitors, finding the right gaps and opportunities at the precise moment.

High Speed Business

Through an interesting analogy with the fearless and fast world of Formula 1, HIGH SPEED BUSINESS is a unique book that presents the principles of the companies that are building the future. A High Speed corporation is one that has a fresh, flexible, independent, is entrepreneurial and has an open-to-change mindset, no matter its size nor its line of business. It is a company that is unique, has a goal-oriented vision, but is not quick without reason. It is a company that outlines short and mid-term strategies keeping in mind consumers’ insights and needs. It envisions its future competitors, finding the right gaps and opportunities at the precise moment.


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Aviso de privacidad

Fecha de última actualización: noviembre de 2014.

Con el fin de cumplir con lo establecido en la Ley Federal de Protección de Datos Personales en Posesión de los Particulares y demás disposiciones aplicables (en lo sucesivo LFPDPPP), De la Riva Investigación Estratégica, S.C. (en lo sucesivo De la Riva), con domicilio en Barranca del Muerto número 348, Colonia Guadalupe Inn, Código Postal 01020, Delegación Alvaro Obregón en México, Distrito Federal, hace de su conocimiento que es el responsable del uso y protección de sus datos personales, y tiene la obligación legal y ética de cumplir con las medidas de seguridad suficientes para proteger los datos personales que haya recabado.

Los datos personales que recabaremos de usted voluntariamente serán útiles para identificarlo en virtud de su participación en cualquiera de los procesos que se indican en la siguiente tabla, en la cual también se informa la finalidad para la cual sus datos son recolectados, el uso de los mismos, y en su caso informarle si dichos datos serán transferidos y con qué propósito.

1.- Proceso

Participantes en sesiones de grupo y entrevistas (entrevistado, respondiente o informante, reclutador o moderador).

Personas que aplican como candidatos a una posición en De la Riva (Bolsa de trabajo).

Una vez recibida su información es manejada exclusivamente por el personal de De la Riva encargado del proceso de reclutamiento de personal.

Empleados de De la Riva

Una vez recibida su información es manejada exclusivamente por el personal de De la Riva encargado del área de recursos humanos.

Proveedores y/o clientes

2.- Datos personales que le serán solicitados

Nombre, domicilio, edad, número telefónico de casa, de trabajo y/o celular, correo electrónico, estado civil, género, lugar y fecha de nacimiento, nombres de familiares, dependientes, beneficiarios, clave del Registro Federal de Contribuyentes (RFC); Clave Única de Registro de Población (CURP), datos profesionales como ocupación, grado de estudios, puesto, área o departamento, domicilio, correo de trabajo, referencias laborales, referencias personales, historial académico.

Curriculum Vitae

Solicitud de empleo.

Nombre, domicilio, edad, número telefónico de casa, de trabajo y/o celular, correo electrónico, estado civil, lugar y fecha de nacimiento, datos profesionales como ocupación, grado de estudios, puesto, área o departamento, domicilio, correo de trabajo, referencias laborales, e historial académico.Los datos personales que podemos recabar de usted de manera voluntaria, con base en la relación laboral existente son: nombre completo; copia de identificación oficial con fotografía (pasaporte, credencial de elector, cédula profesional); edad; fecha de nacimiento; copia de acta de nacimiento; domicilio; copia de comprobante de domicilio (recibos de luz, teléfono o predial); copia de cartilla militar liberada (en caso de ser aplicable); estado civil; nacionalidad; copia de documento migratorio (en caso de ser aplicable); correo electrónico; teléfono particular, del trabajo, celular; copia del registro federal de contribuyentes; copia de la Clave Única de Registro de Probación (CURP); número de seguridad social; copia de credencial del Instituto Mexicano del Seguro Social; certificados de educación o constancias de estudios; certificados o constancias de dominio de idiomas; sueldo, percepciones y deducciones; copia de la constancia de alta, baja o modificación de sueldo del Instituto Mexicano del Seguro Social (IMSS); copia de la constancia de percepciones del último empleo; fotografías; referencias personales; datos de contactos en caso de emergencia; información relacionada con beneficiarios o dependientes económicos, la cual puede incluir nombre completo, fecha de nacimiento y otros datos de identificación, tales como copias de las actas de nacimiento de dependientes económicos; curriculum vitae; constancias de empleos anteriores; copia de comprobante de afiliación a AFORE; copia de constancias de créditos hipotecarios (INFONAVIT), cartas de recomendación y/o cualquier otra documentación o información que se relacione con la relación laboral que exista entre De la Riva y el empleado.

También se podrán recabar y tratar los siguientes datos personales sensibles: estado de salud; alergias y grupo sanguíneo.
Nombre, dirección, domicilio convencional, domicilio fiscal, Registro Federal de Contribuyentes (RFC) y datos de facturación incluyendo números de cuentas bancarias.

3.- Finalidad

Elaboración de estudios de mercado, registros, estadísticas y análisis de información de diversos temas.

Elaboración de reportes y análisis estadísticos y de mercado.

Elaboración de sondeos de opinión sobre productos, bienes, servicios, personas, marcas, nombres comerciales o cualquier otra cuestión sobre la que solicitemos su punto de vista.

Para dar cumplimiento a las obligaciones contractuales que asumamos frente a nuestros clientes.

Contactarlo con el fin de participar en sesiones de grupo, entrevistas a profundidad y/o etnografía, bien sea, como participante (entrevistado, respondiente o informante, reclutador o moderador).

Contactarlo a través de correo electrónico para invitarlo a participar con su opinión respecto de diversos temas para la elaboración de estudios de mercado.

En algunos casos, además de los datos personales mencionados anteriormente, para las finalidades informadas en el presente aviso de privacidad podremos recabar los siguientes datos personales considerados como sensibles, que requieren de especial protección: origen racial o étnico, estado de salud pasado, presente y futuro.

De manera adicional, utilizaremos su información personal para contactarlo y enviarle información relevante sobre eventos, e información respecto de diversos temas, así como para fines de mercadotecnia, publicidad o prospección comercial. En caso de que no desee que sus datos personales sean tratados para estos fines adicionales, desde este momento usted nos puede comunicar lo anterior enviando la solicitud correspondiente a la dirección hdalloz@delarivagroup.com.

Conocer a los candidatos y saber su nivel de conocimientos, áreas de experiencia, experiencia laboral, lugar de residencia con el fin de definir si es un candidato viable para una posición dentro de la compañía.

Cumplir con las obligaciones derivadas de la relación laboral existente, así como para la administración de personal; formar expedientes de empleados; formar expedientes médicos de empleados; pago y administración de nómina; pago de beneficios, salarios y prestaciones, bonos, reembolsos, pensiones, seguros y otros; contratación de seguros; documentar y controlar la asignación de activos de cómputo y comunicaciones; auditorías internas; creación de cuenta de correo electrónico laboral; elaboración de directorio de la empresa; asignar herramientas de trabajo; asignar claves y contraseñas, asegurar el cumplimiento de obligaciones de confidencialidad y otras obligaciones laborales; verificar referencias personales y laborales; contactar a sus familiares, dependientes económicos y/o beneficiarios en caso de emergencia.

Asimismo, si usted no se opone De la Riva tratará sus datos personales necesarios para finalidades secundarias relacionadas con la mejora y fomento del mejor entrono y clima laboral (como difusión de felicitaciones y demás celebraciones y días especiales).

Realizar su registro como proveedor o cliente, y dar el debido cumplimiento a las obligaciones que se deriven de la relación jurídica que exista entre usted y De la Riva; preparar pedidos, solicitudes de servicios, evaluaciones de carácter comercial, cotizaciones y cualquier actividad pre-contractual; sondeo de gestiones empresariales vinculadas con los productos y servicios proporcionados.

4.- Terceros a los que se transfieren los datos personales

Sociedades con giro de investigación de mercados y sociedades que formen parte de las Unidades de Negocio de la misma, comercialmente conocida como De la Riva Group, dentro de los cuales se encuentran Auditor Service, S.C., y Lemon Ice Casos Cuantitativos, S.C. (ambas con giro de investigación de mercados), así como empresas subsidiarias, filiales, afiliadas y/o controladoras, dentro de territorio nacional o en el extranjero, y se transfieren para los mismos fines que se indican en este proceso.

De la Riva Investigación Estratégica, S.C. Para efecto de cumplir con el Estándar de Servicios para la Investigación de Mercados en México (ESIMM), y demás reglas de la Asociación Mexicana de Agencias de Investigación y Opinión Pública, A.C. (AMAI) se pueden transferir los datos a dicha asociación.

La información de candidatos se podrá transferir a:

Sociedades con giro de investigación de mercados y sociedades que formen parte de las Unidades de Negocio de la misma, comercialmente conocida como De la Riva Group, dentro de los cuales se encuentran Auditor Service, S.C., y Lemon Ice Casos Cuantitativos, S.C. (ambas con giro de investigación de mercados), así como empresas subsidiarias, filiales, afiliadas y/o controladoras, dentro de territorio nacional o en el extranjero para los fines que se indican en este proceso.

Asociación Mexicana de Agencias de Investigación y Opinión Pública, A.C. (AMAI). Para efecto de cumplir con el Estándar de Servicios para la Investigación de Mercados en México (ESIMM), y demás reglas de la AMAI.

Se podrá transferir la información a instituciones bancarias únicamente para el pago de nómina.

No se transferirán sus datos personales.

Los receptores de tales datos quedarán sujetos a lo establecido en el presente Aviso de Privacidad. No transferiremos su información personal a terceros sin su consentimiento, salvo las excepciones previstas en el artículo 37 de la LFPDPPP, así como a realizar esta transferencia en los términos que fija esa ley.

El titular podrá negar su consentimiento para que se comparta su información a través de correo electrónico a la dirección: hdalloz@delarivagroup.com.

Usted tiene derecho a conocer qué datos personales tenemos de usted, para qué los utilizamos y las condiciones del uso que les damos (Acceso). Asimismo, es su derecho solicitar la corrección de su información personal en caso de que no esté actualizada, sea inexacta o incompleta (Rectificación); que la eliminemos de nuestros registros o bases de datos cuando considere que la misma no está siendo utilizada conforme a los principios, deberes y obligaciones previstas en la normativa (Cancelación); así como oponerse al uso de sus datos personales para fines específicos (Oposición). Estos derechos se conocen como derechos ARCO.

Para el ejercicio de cualquiera de los derechos ARCO, puede presentar la solicitud respectiva mediante correo electrónico a la dirección: hdalloz@delarivagroup.com o bien deberá presentar la solicitud correspondiente junto con un documento que acredite su identidad, señalando su domicilio y/o dirección de correo electrónico para comunicarle la respuesta a su solicitud, poder notarial o carta poder acompañada de su identificación oficial firmada ante dos testigos quienes también deberán acompañar su identificación oficial, directamente en nuestro domicilio con el responsable de la información Héctor Dalloz, de lunes a jueves, en un horario de 11:00 p.m. a 18:00 p.m. 

Usted deberá presentar su solicitud por escrito, requiriendo claramente, ya sea el acceso, rectificación, cancelación u oposición a sus datos personales, proporcionando su domicilio o un correo electrónico a través del cual se comunicará la respuesta a su solicitud, conteniendo una descripción detallada y precisa de los datos personales a los que se refiere. En caso de solicitar una rectificación de datos, será necesario que nos proporcione la nueva información que substituirá o complementará la anterior.

De la Riva le responderá, en un plazo no mayor a 20 (veinte) días naturales, si su solicitud resulta procedente o no. En caso de resultar procedente deberá hacerla efectiva dentro de los 15 (quince) días naturales siguientes. Asimismo, de acuerdo a las disposiciones legales vigentes aplicables, De la Riva tendrá el derecho de ampliar los plazos antes mencionados por una sola vez, con justificación.

De la Riva dará respuesta a su solicitud en el plazo indicado a través del correo electrónico que usted proporcione para tal efecto. De la Riva entregará copias electrónicas de los soportes en los que en su caso tuviera almacenados sus datos personales.

Usted puede revocar el consentimiento que, en su caso, nos haya otorgado para el tratamiento de sus datos personales. Sin embargo, es importante que tenga en cuenta que no en todos los casos podremos atender su solicitud o concluir el uso de forma inmediata, ya que es posible que por alguna obligación legal requiramos seguir tratando sus datos personales.

Para revocar su consentimiento deberá solicitud respectiva mediante correo electrónico a la dirección: hdalloz@delarivagroup.com o bien deberá presentar la solicitud correspondiente junto con un documento que acredite su identidad, poder notarial o carta poder acompañada de su identificación oficial firmada ante dos testigos quienes también deberán acompañar su identificación oficial, directamente en nuestro domicilio con el responsable de la información Héctor Dalloz, de lunes a jueves, en un horario de 11:00 p.m. a 18:00 p.m. 

De la Riva responderá en los mismos plazos que aplican para el ejercicio de los derechos de acceso, rectificación, cancelación u oposición y que se establecen en el presente Aviso de Privacidad.

Le informamos que en nuestra página de Internet utilizamos cookies, web beacons y otras tecnologías a través de las cuales es posible monitorear su comportamiento como usuario de Internet, así como brindarle un mejor servicio y experiencia de usuario al navegar en nuestra página.

Los datos personales que obtenemos de estas tecnologías de rastreo son los siguientes: el tipo de navegador y sistema operativo que utiliza; las páginas de Internet que visita en forma previa y posterior a la entrada del sitio de De la Riva; los vínculos que sigue y permanencia en nuestro sitio, su dirección IP, lugar desde el cual nos visita y estadísticas de navegación.

La configuración de su equipo puede aceptar cookies automáticamente pero si lo prefiere, puede modificar la configuración de su equipo para rechazar los cookies. Si elige rechazar los cookies, no será posible que De la Riva almacene sus preferencias en nuestra página.

Todos los datos personales proporcionados se encontrarán debidamente protegidos a través de medidas de seguridad tecnológica, física y administrativa, previniendo el uso o divulgación de los mismos.

El presente aviso de privacidad puede sufrir modificaciones, cambios o actualizaciones derivadas de nuevos requerimientos legales; de nuestras propias necesidades por los productos o servicios que ofrecemos; de nuestras prácticas de privacidad; de cambios en nuestro modelo de negocio, o por otras causas. Nos comprometemos a mantenerlo informado sobre los cambios que pueda sufrir el presente aviso de privacidad, a través de nuestro sitio web www.delarivagroup.com.

Cualitativos reinventado



Detrás de cada decisión de compra hay un factor inconsciente y emocional esperando ser revelado.
Para ello, diseñamos dinámicas que van más allá del discurso del consumidor para profundizar en lo que dicen de tu marca y lo que callan, también.
Además, consideramos a expertos y distintas fuentes de conocimiento para darte ideas consumibles.


Cuantitativos adhoc



Para validar percepciones, actitudes y comportamientos de consumo en un contexto real, nos replanteamos las preguntas para obtener números accionables. Hacemos un WOW (Wide Organic Workshop) con un equipo interdisciplinario para abordar tu problema de negocio desde distintas perspectivas y darte los números que te guíen hacia la mejor decisión.


Meaningful Social Data



Diario interpretamos la conversación
en redes sociales para encontrar
relaciones insospechadas de tus
marcas con otros temas, personajes y categorías. Creamos una plataforma adaptable al lenguaje irónico con el que los mexicanos se comunican en redes sociales para traerte insights que sí representan una oportunidad de negocio, comunicación y servicio con tu cliente.
Visita: www.socialdecode.com


Sindicados, Storytelling & Semiótico



Exploramos las dimensiones culturales detrás de las decisiones de tus consumidores para crear signicados, códigos y narrativas entre culturas, personas, categorías y marcas. A través de exhaustivos estudios multi-metodología y semióticos encaminamos la narrativa de tu marca para que ganes share of culture y no solo construyas share of mind.


Comunicación & Publicidad



Vivimos y estamos presentes a lo largo de toda la estrategia de comunicación, somos expertos en evaluar y optimizar la interacción entre tu marca y la audiencia. Detectamos insights accionables para inspirar la generación de las mejores estrategias.






Exploramos los espacios donde suceden las cosas bajo un supuesto central: el consumo nunca se da en un vacío cultural. Todos nuestros sindicados de tendencias, así como nuestros semióticos y etnografías ad hoc, se rigen por Playful Gravity®, la metodología propietaria diseñada para generar los contextos lúdicos donde el consumo adquiere sentido y las marcas pueden decodificarlo y amplificarlo.



Opinión pública & Reputación corporativa



Sin importar lo que digas o vendas, todas las figuras públicas, instituciones y marcas tienen un sólido propósito que genera credibilidad y confianza entre sus audiencias, Apoyamos a las marcas a definir, construir y mantener su propósito frente a lo inesperado. Por eso, también consideramos distintos factores sociales para entender si tus esfuerzos están respondiendo con valores de confianza.


Innovación estratégica



Seguimos procesos inspiracionales y estratégicos basados en la colaboración y creatividad para darte respuesta a las preguntas complejas de tus productos, marcas, organizaciones y hasta de tu futuro. Aceleramos la innovación estratégica para que encuentres un equilibrio perfecto entre estrategia inspiradora y ejecución aterrizada a tu negocio.



Satisfaction & Mystery Shopping



Ayudamos a las marcas a convertir la experiencia del cliente en una ventaja competitiva: a través de la observación directa de los consumidores y de un diagnóstico interno sobre la visión estratégica de la marca.
Visita: www.auditorservice.com


Diseño de información

Nos aseguramos que todo el conocimiento que adquieras tenga efectividad de recordación e impacto entre tus distintos públicos.

Creemos que la forma también es fondo y por eso, diseñamos distintos soportes gráficos para que la información trascienda y no se guarde en un cajón.

Convierte tu propia información en visualizaciones digeribles con Big Balloon:

Reinvented Qualitative Research



Behind each purchase decision lies an unconscious and emotional element waiting to be revealed.
With this in mind, we create dynamic research designs and delve deeply into what the consumer has to say about a brand, as well as what they keep to themselves.
In addition, experts and different sources of knowledge are consulted in order to provide you feasible ideas.


Ad Hoc Quantitative Research



In order to obtain numbers we can actually work with, we restate our questions. Only then can we validate perception, attitude and consumption behavior within a real context. We create a WOW (Wide Organic Workshop)  with the help of an interdisciplinary team that will guide you through your business’ challenges, providing you with different perspectives, and giving you the numbers that will lead you towards making the best decision.


Meaningful Social Data



We work on the qualitative interpretation of social media conversations daily in order to establish unsuspected connections between your brands and other topics, public figures and categories. We set up a platform that adapts to the ironic language Mexicans use on social media, in order to deliver insights that do represent business opportunities, better communication and customer care.

Visit https://www.socialdecode.com/


Syndicated, Storytelling & Semiotics



We explore distinct cultural dimensions behind your consumer decisions to create meanings, codes and narratives amongst cultures, people, categories and brands. Through applied semiotics and a multi-methodology thorough research, we trace a path for your brand’s narrative, in order to acquire share of culture in addition to building share of mind.


Advertising and Communication




Anthropological Research



We explore the spaces where things happen under a central assumption: consumption never happens in a cultural void. All of our tendency syndicates as well as our ad hoc ethnographies, follow our Playful Gravity® method, which is designed to generate recreational contexts where consumption acquires sense and the brands can decode and amplify it.



Public Opinion and Corporate Reputation



Regardless of what your speech might be or what you sell, all public figures, institutions and brands have a firm purpose to generate credibility and trust among their audience. We help brands to define, build and live up to that purpose, no matter how unexpected an eventuality might be. For this reason, we also take several social elements into account, to understand if your efforts are generating a response in terms of trust values.


Strategic Innovation



We follow inspirational and strategic processes based on collaboration and creativity, in order to provide responses to complex questions regarding your products, brands, organizations and even your future.

We accelerate strategic innovation to help you find the perfect balance between an inspiring strategy and the right execution reflected in your business.


Satisfaction & Mystery Shopping



Helping organizations to transform customer experience into a competitive advantage through direct user and customer observation and an internal strategic visión asessment.

Visit: http://w3l.auditorservice.com/


Information Design

We make sure that all the knowledge you acquire translates into effective recall and strong impact among your different audiences.

We believe that process is as important as substance, which is why we design different graphic support materials so the information can go the distance instead of ending up at the bottom of the pile of papers on your desk.

Turn your own info into easy visuals with Big Balloon:



5805 Blue Lagoon Drive,
Suite 135

+1 305 2651138



Av. Reforma 7-62 Edificio Aristos, Oficina 806, Zona 9.

2498 7200



Barranca del Muerto #384,
Guadalupe Inn

52 55 3640 1100


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