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Steps in market research
1. Research can help diagnose issues and opportunities in the market through exploratory studies. This involves understanding consumer needs and behaviors. 2. Research is also important in the innovation management process. Developmental research informs the creation of new product concepts, while evaluative research tests concepts with consumers. 3. Once a product is launched, further evaluative research can measure its performance against competitors and objectives, informing corrective actions if needed.
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Steps in market research
- 1. BASIC OVERVIEW CMI OralCare - 2010
- 2. “Market research isscience applied to marketing. It is not perfect mathematics, but it is not astrology either.” - Someone bright and famous 2
- 3. At the endof this presentation you will… Have an overview of the research process – what it can or cannot do. Be able to understand the types of research and their applications Be aware of how to diagnose an in market problem Learn how to work an innovation through launch 3
- 4. 1. Overview ofRole of research a. Understanding Users of research b. Why do we need research? c. Types of Research 4
- 5. Users of researchin marketing Marketing team Brand /Marketing managers Category heads Business / Country heads R&D team Advertising / Planning agencies Planners Creative 5
- 6. Team Structure Category head Operating company head Mkting mgr Mkting mgr R&D Ad planner Brand mgr Brand mgr Creative 6
- 7. Which Aspect ofresearch? Brand /Marketing managers Research and Development New launches, current brands Product related handled Category heads Advertising – Planners Portfolio decisions, growing Similar to BM’s , project related franchise, strategic decisions but focused on communication Business / Country heads Advertising - Creative Revenue, Bottom line, activation Evaluation of creative copies learning, focus markets 7
- 8. How can researchhelp? Brand /Marketing managers New launches, current brands -Understand market and handled consumers. -Evaluating success of the elements of marketing mix, Brand REQUIRE: Deep consumer and brand understanding , objective view Category heads -Overview of category Portfolio decisions, growing -Portfolio decisions. franchise, strategic decisions -Strategic understanding of brands / category REQUIRE: Bird’s eye view, understanding of what’s working and what’s not 8
- 9. How can researchhelp? Business / Country heads Revenue, Bottom line, activation -Ensure revenue/ Bottom-line learning, focus markets market share targets are met. -Understand impact of on ground activities and performance of mix REQUIRE: Summary of performance metrics Research and Development -Understanding performance of Product related products vs competition -Inputs into product development REQUIRE: Importance of product attributes, directions of improvement for existing products. 9
- 10. How can researchhelp? Advertising – Planners -Understanding of consumers / Similar to BM’s , project related market to plan the brands future but focused on communication along with marketing. -Impact of communication REQUIRE: Deep consumer and brand understanding, evaluation of communication. Advertising - Creative -Understand how communication Evaluation of creative copies is received -Clear understanding of which elements are working/not and why? REQUIRE: Objective view 10
- 11. Good to remember! Different users of research may vary in their: Appreciation of research : Creative Need for detail : Brand manager vs VP Aspect that needs looked at : R&D vs Brand manager Perspective : Long vs Short term 11
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- 13. Points to PONDER What could be the pitfalls in the following cases? 13
- 14. Existing technology Shares declining Create concept / product Market Visit to understand Launch product Take corrective action Need new communication Boss likes the ad Air new communication 14
- 15. Don’t shoot inthe dark Existing technology Shares declining Technological Technological innovation, innovation, Create concept / product Could tackle Market Visit to understand Could tackle rather than a rather than a surface issues, surface issues, consumer one, consumer one, rather than root rather than root is ititaccepted by is accepted by consumers? consumers? Launch product Take corrective action Need new communication How does the How does the Boss likes the ad target group target group react to the ad? react to the ad? Does ititmeet its Does meet its objective? objective? Air new communication 15
- 16. CAVEAT !! - Notonly to be used to only “Validate” : keep an open mind -The right inputs are critical – Garbage in, Garbage out 16
- 17. Final thoughts Research helps better decision making, but it does not replace marketing decisions. Use research for an objective holistic view, instead of shooting in the dark. What you wish to market should determine research design, never the other way around. 17
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- 19.
- 20. Time Developmental Research Evaluative Research DEVELOPMENTAL RESEARCH IS LIKE PREPARING FOR AN EXAM – THE REWARDS OF DOING A THOROUGH UNDERSTANDING JOB AT THE OUTSET IS INVALUABLE…WE KNOW WHAT HAPPENS IF YOU DON’T STUDY ENOUGH ! 20
- 21. Developmental Explorative : Mainly Qualitative and some Quantitative Research with consumer at the center For understanding how the marketing elements are received by consumers, how it fits into his/her life Improving the marketing elements Time spent here is an investment. If the mix fails to test well finally, then it will mean going back to the drawing board 21
- 22. Evaluative Against an yardstick of measurement: Quantitative Research done among “representative” sample of TG To see whether we “measure up” or not Ensure that the correct action standards are set. 22
- 23. Which type ofresearches do these fall under? Quantitative Product test to understand flavour preference of juices Quantitative Product test against competitive benchmark Quantitative Ad test Understanding which communication routes work Market segmentation study Simulated test market 23
- 24. 2. Understanding whereresearch fits in a. Overview b. Diagnosing Issues / Opportunities c. The Innovation management process 24
- 25. Overview 25
- 26. Example Develop mix Concept Product Dove Soap Dove Shampoos Communication Launch Track launch 26
- 27. Overview of theongoing research process for a brand Launch Mix Develop Mix Track Mix Mix related Tactical Identify elements On ground to change corrective action 27
- 28. Diagnosing Issues /Opportunities 28
- 29. Diagnosing Issues /Opportunities Launch Mix Develop Mix Track Mix On ground Mix related: corrective action Identify elements to change Evaluating Mix / Activities post launch 1. Directions for corrective action 2. Inputs into Mix development 29
- 30. The critical firststep is to identify the problem or spot the opportunity and articulate it concisely 30
- 31. From Surface Issuesto Key Issues to Marketing task Surface Issue Surface Issue Key Issue Key Issue Marketing task Marketing task Restaurant is Restaurant is Get parents (of Get parents (of Restaurant has good Restaurant has good practically empty practically empty children aged 8-16) children aged 8-16) levels of traffic in levels of traffic in at weekend at weekend who don’t like who don’t like the week but your the week but your lunchtimes because lunchtimes because eating in a smoky eating in a smoky pub/bar is pub/bar is families (core families (core atmosphere, to atmosphere, to practically empty at practically empty at target for this target for this bring their families bring their families weekend weekend occasion) don’t occasion) don’t in to the restaurant in to the restaurant lunchtimes lunchtimes like the smoky like the smoky to try the weekend to try the weekend atmosphere atmosphere lunchtime menu lunchtime menu Brand X det bar Brand X det bar loyalty decline, loyalty decline, primarily amongst primarily amongst Get SEC CD Get SEC CD Mass SEC CD SEC CD Brand X Detergent Brand X Detergent housewives to re- housewives to re- housewives, is housewives, is detergent bar –– is losing share bar is losing share driven by poor driven by poor engage with Wheel engage with Wheel in a declining in a declining green bar, even green bar, even Bar market product experience product experience market when other brands when other brands coupled with price coupled with price are on promotion are on promotion premium & low key premium & low key promotional promotional programme programme 31
- 32. Unilever’s 6P tool Market dynamics Category Value market size Value share performance Volume market size Volume share Buying behaviour How many people How much they buy buy Penetration Loyalty Consumption Mix elements Proposition Promotion Place Pack Price Product The brand that consumers have in their The price the heads Getting our What happens The packaging consumer The product message wherever our The brand’s across to the the consumer pays, regular or service values, consumers buy consumer sees & uses price or on offered benefits & the brand promotion reasons to believe 32
- 33. It’s a thinking framework to help you get to the key issues and opportunities on your brands It is about prompting teams to ask hard questions and seek the right data to get to the key issues. 33
- 34. All surface issuescan be linked back to the marketing outcome desired Use existing information of brand tracking (aspects covered later) Do use instinct and gut feel to table the issues “My daughter hates the product” “I never saw the ad on TV!” “Its selling like hot cakes near my shop”. “No body likes this brand anymore” But check if data supports the same ! Product: Product scores vs competitors among TG Promotion: Media plans, SOV, GRP’s Volume share, Place: Sales by channel , by region Proposition : Brand Health (pyramids) 34
- 35. Applying it toan example... Surface Issue Surface Issue Brand X Detergent Brand X Detergent bar –– a profitable bar a profitable and significant part and significant part of the company ‘s of the company ‘s detergent portfolio detergent portfolio Understanding the 6 P’s and –– is losing share in a is losing share in a category declining market declining market Det bar loyalty decline, primarily amongst SEC CD housewives, Key issue is driven by poor product experience coupled with price premium and lowkey promotional programme 35
- 36. The Key Issueis a highly specific and insightful description of the issue or opportunity, identified by interrogating and cross-referencing data from the various levels Det bar loyalty decline, primarily amongst SEC CD housewives, Key Issue is driven by poor product experience coupled with price premium and low key promotional programme WHO, WHEN, WHO, WHEN, WHAT? WHAT? WHY? WHY? WHERE? WHERE? • What is the issue or • Amongst whom? • Which of the 6Ps is the opportunity? • Where (regions/ key to the issue or • Is it about penetration, channels)? opportunity? consumption or loyalty, • When (time of year)? • Might be more than one! or a combination? • Not all of these will always be relevant/ important 36
- 37. Detective Ways ofWorking 1. It’s asking the RIGHT Question that counts 2. Think WHO, WHAT, WHEN, WHERE, WHY 3. Be evidence-driven and objective. Hunches are OK as a starting point but MUST be validated 4. Dig deep for the AHA moments. No point telling everyone what they already know 5. Work in mini-teams – bringing together expertise and different perspectives 6. You might not have the evidence you need readily available. Think of clever ways to find it (e.g. use proxy data from neighbouring country, other brands) 37
- 38. Asking the rightquestion is critical!! Here are some prompts to explain it further: 38
- 39. Does the Productdelight consumers? Product Will product performance meet consumers’ expectations? Does the product meet the expectations set for it Does the product meet the expectations set for it by the proposition? by the proposition? Does the proposition make specific claims for the Does the proposition make specific claims for the product? Are they met? Will consumers notice them? product? Are they met? Will consumers notice them? Will consumers appreciate them? Will consumers appreciate them? What are the product benefits set out in the What are the product benefits set out in the proposition? Are they relevant to and motivating for proposition? Are they relevant to and motivating for consumers? consumers? How does product performance compare with How does product performance compare with competitors? competitors? Are we seen as better or worse than our competitors? Are we seen as better or worse than our competitors? What advantages do we have? What disadvantages are What advantages do we have? What disadvantages are there? there? Check out the latest consumer product tests. Do those Check out the latest consumer product tests. Do those Our second point of contact with the advantages/disadvantages matter to the consumer? advantages/disadvantages matter to the consumer? consumer is when she uses our product. Can consumers detect differences in product Can consumers detect differences in product Does that experience make her want to performance? performance? go out and buy it again next time she shops the category? How can we improve product performance? How can we improve product performance? What changes could we make to the What changes could we make to the formulation/recipe? formulation/recipe? What differences would these make to the What differences would these make to the performance? performance? How much would they cost? Does the benefit outweigh How much would they cost? Does the benefit outweigh the cost? the cost? 40
- 40. Axe – Argentinacase study Tracking the brand revealed : High levels of penetration Consumption highest among deo’s in Argentina. Seemingly, no problem ; Strong brand However looking at consumption figures for Deo’s in other Lat Am markets revealed Argentina consumption could increase further Diagnosing consumption from usage studies: Argentineans only use Deo’s in underarms. Focus on increasing consumption among TG Development of “Show them the way campaign” : All over body use. Growth in sales through increased consumption – Campaign now used across the world. 41
- 41. Criticality Existing brand Higher returns – less expensive compared to innovation Consumer / Competitor pulse Needs determination / perseverance to identify 42
- 42. The Innovation Managementprocess 43
- 43. Why Innovation? Refresh the brand in the mind of the consumer. Good brands are those which stand for something. Reminding the consumer (More media spends, Variant launch) Making proposition more relevant for the times (Lifebuoy). Innovative products which change how consumers use the category , or add value to the consumer (Vimbar with plastic wrap) Extend brands core proposition to different categories to grow the brand. ( Dove) CAVEAT Can be innovation for Innovations sake , IS IT REALLY DIFFERENT OR OFFERING VALUE? Dangerous when the brand health itself is failing 44
- 44. Innovation management process Launch Mix Develop Mix Track Mix On ground Tweak Mix corrective action Developing and Evaluating Mix prior to Launch 45
- 45. Innovation has twobroad areas: - Developing and Short-listing ideas - Building on and Evaluating the final ideas Develop Ideas Building Mix Launch PLE Screen ideas Evaluate Potential Track 46
- 46. Develop Ideas Building Mix Launch PLE Screen ideas Evaluate Potential Track 47
- 47. Developing Ideas Generatingthe idea Communicating the idea 48
- 48. Mine Strategic Researchesto Develop ideas Category driver study Bases MBA Develop Ideas Building Mix Launch PLE Habits and Attitude TNS Needscope Consumer understanding – gut feel Screen ideas Evaluate Potential Track 49
- 49. Generating Ideas –Product/Communication Look back Habits , Usage and Attitudes studies Examples from around the world Existing Triggers/ Barriers studies Segmentation studies – targeting a new segment ( NeedScope). Shopper studies Look around Adjacent categories Consumer immersions with TG Situational interviews Experts Learn What do people think today about the Brand? How are they using the product ? What are their experiences? 50
- 50. Communicating the Idea: Importance of “Language” Connection is about the “foot in the door” - creating a little space in the consumer’s mind If you want real innovation, it is about creating a new brainspot. 51
- 51. Dove “Pro Age”vs Anti Aging Other Examples. . - Lakme : “All day lipstick” vs “9-5” lipstick - Parachute : “Hair oil massage”vs “1 hour Champi” 52
- 52. P&G example :Same product , different positioning Procter & Gamble introduced Fabreze in 1996 as a way to remove odors from smelly clothes. The company ran advertisements of a woman complaining about a blazer that smelled like cigarette smoke. Other ads focused on smelly pets, sweaty teenagers and stinky minivan interiors. But Fabreze flopped. One of the biggest problems, P&G's researchers discovered, was that bad smells simply did not happen often enough in consumers' lives. Because bad smells occurred too infrequently for a Fabreze habit to form, marketers started looking for more regular cues on which to capitalize. The perfect cue, they realized, was the act of cleaning a room, something studies showed its target audience did almost daily. P&G produced commercials showing women spraying Fabreze on a perfectly made bed and spritzing freshly laundered clothing. The product's imagery was revamped to incorporate open windows and gusts of fresh wind - an airing that is part of the physical and emotional cleaning ritual. Today, Fabreze is one of P&G's greatest successes. 53
- 53. Getting “Wow” propositions Steps Must do’s Process • Consumer insights • Consumer immersion • Consumer connect , along with past research past research, Research • Ideation • Get width of ideas •Workshop with extended team, • Rough concepts • Clarity on one-line •Team. concept, why compelling? • Recycling concepts • Finetune language, •Connecting statements – whats working , whats team and consumer not •Finalisation for testing •Layout, pictures •Quantitative 54
- 54. Develop Ideas Building Mix Launch PLE Screen ideas Evaluate Potential Track 55
- 55. Develop Ideas Building Mix Launch PLE Screen ideas Evaluate Potential Track Bases Idea Screener Bases Bundle Builder 56
- 56. Screening Ideas Is it relevant to business strategy ? Is it feasible at all? New technology vs Consumer perception Finally Consumer evidence – Initial size of opportunity Bases Idea generation, Bundle Builder Can help you reject ideas or prioritize – indication of whether it will cannibalize or grow franchise as well 57
- 57. Develop Ideas Building Mix Launch PLE Screen ideas Evaluate Potential Track 58
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- 59. Flow of Research- Concept Connecting statements Connection, Concept directions Qualitative fine tuning Fine tune concepts Routes Check for format fit Inputs from Usage comprehension Concept product fit Product (qualitative) research Quantitative screening Screen best ideas Sales Estimate (if high investment Determine potential, product) And price of formats BASES 1 60
- 60. Flow of Research- Product Selecting Benchmarks - Consumer checks, restaurants /comptn - Prototype development and checking Consumer Connect - Recycling to fine tune Prototypes - Recycling to understand experience of use Evaluate products - CPT : Check consumer acceptance of product - STM ( BASES 2 )for Mix acceptance 61
- 61. Develop Ideas Building Mix Launch PLE Screen ideas Evaluate Potential Track 62
- 62. 3. Evaluate Concept product test : to finalize product mix, check concept product acceptance STM : To evaluate the full mix potential 63
- 63. CPT vs STM STM required when Capex decision is huge Launch is a line extension, to check franchise growth CPT useful to understand final range, Concept product fit and product acceptance. The STM assumes the product and the concept are final , therefore ensure that tested products go into the STM. 64
- 64. Develop Ideas Building Mix Launch PLE Screen ideas Evaluate Potential Track Full Mix test CPT, BASES 2 65
- 65. New Brand/ Newbenefit/ Idea screener Repositioning Bundle Builder Product tests STM (For High Preview Concept recycling Capex) Ad test STM Preview Bundle builder Product tests STM (If Large Relaunch (If sig. Creative investment for Concept change) Development volume growth) Research Paired Comparison Cost reduction Screen ideas Evaluate Potential Track 66
- 66. Develop Ideas Building Mix Launch PLE Screen ideas Evaluate Potential Track 67
- 67. Tracking research Measurement Dipsticks Continuous tracks Monitors brands in category Spends, campaigns Activities Brand health measures Imagery and Brand equity Ongoing Household and Retail data Exploratory Triggers and Barriers Shopper Studies 68
- 68. M Continuous trends helpidentify what causes what The continuous trend makes it clear that the sponsorship is driving the increase POST 60 x x % Interested in buying PRE x x 40 20 TV Advertising → Sponsorship of TV programme → 0 JAN FEB MAR APR 69
- 69. M Brand Health Check Managinga brand through an understanding of consumer equity and imagery perceptions 71
- 70. M BHC Module –the questions Awareness and Claimed Usage Brand Health Check Brand Image Positioning 72
- 71. M Brand Health Checkbuilds pyramids which quantify a brand’s equity and answers these questions Conviction Can anything else beat it? Advantage Does it have any advantages? Acceptable Is it satisfactory? performance Relevance Does it cater for me? Presence Do I know about it? 73
- 72. M As consumersmove up the Pyramid they become more valuable Brand Share of pyramid wallet Conviction 10% 40% Advantage 30% 26% Acceptable 45% 19% performance Relevance 60% 16% Presence 80% 12% 74
- 73. M The BrandSignature™allows us to identify a brand’s relative strengths and weaknesses Brand A Brand Pyramid™ Signature™ % Conviction 10% -7 Advantage 30% -8 Acceptable -5 45% performance Relevance 60% 4 Presence 80% 30 75
- 74. M BrandSignature™ An example of how the Brand Signature™ is calculated Expected Brand Brand A Conversion Signature™ Pyramid™ Based on all Does the Brand % Brand brands in the get more or less Conversion Category than its fair share? Conviction 10% 10 = 33 40 -7 30 Advantage 30% 30 -8 45 = 67 75 Acceptable Performance 45% 45 = 75 80 -5 60 Relevance 60 Presence 60% 80 = 75 71 4 80 80% 100 = 80 50 30 76
- 75. M Measuring Brand Imagery Positioning Profiles
- 76. M Measuring Brand Imagery– the question 78
- 77. M What do weget from the Brand Imagery question? Consumers are asked to select the brands they feel are associated with the various image attributes. The basic output is the % of people who selected each of the brands on each of the attributes. This absolute level of association is important to monitor It tells us which brands are more associated with these different dimensions And when measured over time it allows us to understand which marketing activities impact positively or negatively on certain image dimensions 79
- 78. M What do weget from the Brand Imagery question? Consumers are asked to select the brands they feel are associated with the various image attributes. The basic output is the % of people who selected each of the brands on each of the attributes. This absolute level of association is important to monitor It tells us which brands are more associated with these different dimensions And when measured over time it allows us to understand which marketing activities impact positively or negatively on certain image dimensions But when you look across all of the responses on the image grid you will find that big brands (because they have more brand users and brand users pick their brands on most positive attributes) will have higher scores on most attributes To look at which of the attributes differentiate one brand from the others in the category, we use an output called Differentiation (Positioning) Profiles 80
- 79. M What are DifferentiationProfiles? Removes effect of brand size, and statement popularity. 81
- 80. M What are DifferentiationProfiles? How would you describe Fred and Bill? Fred Bill Their ears are roughly the same size, but relative to the size of his head, Bill’s ears are much bigger than Fred’s. We could use this feature to describe him to a stranger - it’s his most prominent feature 82
- 81. M The brand sizeeffect Because Brand A is a ‘big brand’, it is endorsed more on all measures Brand A Brand B Brand C Tasty 70 65 30 Good price 50 60 20 Modern 50 10 18 Traditional 30 8 15 But this doesn’t tell us much about the relative associations of the brands and it can lead to apparent contradictions, e.g. here Brand A appears to be both more ‘modern’ and yet more ‘traditional’ than the other 2 brands 83
- 82. M Example of DifferentiationProfiles Initially Brand C appears strongest on ‘Tasty’ and ‘Good price’….. Brand C Brand C (absolute figures) (differentiation profile) Tasty 30 -6 Good price 20 -5 Modern 18 6 Traditional 15 0 …..however, once we remove the effect of brand size, we see that relative to other brands Brand C is perceived as ‘modern’ This reveals the true ‘profile’ (points of difference) of the brand and allows us to make direct comparisons with the profiles of other brands 84
- 83. M What do DifferentiationProfiles tell us about a brand? It identifies which of the attributes ‘define’ a brand’s point of difference from the competitive set As a rule of thumb, anything with a score of +5 is probably a significant ‘differentiator’ for a brand 85
- 84. M What do DifferentiationProfiles tell us about a brand? It identifies which of the attributes ‘define’ a brand’s point of difference from the competitive set As a rule of thumb, anything with a score of +5 is probably a significant ‘differentiator’ for a brand 86
- 85.
- 86. Types of strategicresearch Habits and Attitudes Need segmentation Strategic pricing Category drivers Product Quality benchmarking 88
- 87. Habits & Attitudes InPhilippines , an Habits and Usage study showed Sinegang was a popular dish consumed by 50% of the population, and accounted for 10% of all dishes in the country. The cooking process required a tamarind mix which determined the taste of the dish. By developing a specific “Sinegeng tamarind” cooking aid for the dish, Knorr launched a successful extension of it’s bouillon business in Philippines 89
- 88. Segmentation 90
- 89. Needscope: Model ofArchetypes Outward directed Extroverted dimensions of human thinking, feeling and behaviour, that have been universally found by psychologistst Receptivity Dominance Passivity Assertiveness Affiliation Individuality NeedScope® uses these dimensions to describe human needs in different contexts as well as brands Inward directed and their executions on all Introverted marketing mix factors. the NeedScope® framework is based on archetypes91
- 90. The Audi Case– Status 1982 Alfa Romeo Honda Fiat Porsche Peugeot Mazda Toyota BMW Citroën Renault Seat Mitsubishi VW Hyundai Skoda Nissan Suzuki Mercedes Opel Rover Volvo Jaguar Audi Ford 92
- 91. The Needstates andthe Brands Alfa Romeo Honda Fiat Porsche Peugeot Modern fun (21%) Mazda Toyota BMW Citroën Renault Power & success (16%) Seat Mitsubishi At ease & basics (21%) VW Hyundai Skoda Nissan Suzuki Mercedes Practical & safe (26%) Superior status (15%) Opel Rover Volvo Jaguar Ford Audi 93
- 92. The Target Chosen Alfa Romeo Honda Fiat Porsche Peugeot Modern fun (21%) Mazda BMW X Citroën Renault Toyota Power & success (16%) Seat Mitsubishi At ease & basics (21%) VW Hyundai Skoda Nissan Suzuki Mercedes Practical & safe (26%) Superior status (15%) Opel Rover Volvo Jaguar Ford Audi 94
- 93. Audi 1970 -1986 95
- 94. Monitoring 1986 Alfa Romeo Honda Fiat Porsche Peugeot Modern fun (21%) Mazda BMW X Citroën Renault Toyota Power & success (16%) Seat Mitsubishi At ease & basics (21%) VW Hyundai Skoda Nissan Suzuki Mercedes Audi Superior status (15%) Opel Rover Volvo Jaguar Practical & safe (26%) Ford 96
- 95. Monitoring 1990 Alfa Romeo Honda Fiat Porsche Peugeot Modern fun (21%) Mazda BMW X Citroën Renault Toyota Power & success (16%) Seat Mitsubishi At ease & basics (21%) Audi VW Skoda Hyundai Nissan Suzuki Mercedes Superior status (15%) Opel Rover Volvo Jaguar Practical & safe (26%) Ford 97
- 96. Audi 2001 98
- 97. Monitoring 2001 Alfa Romeo Honda Fiat Porsche Peugeot Modern fun (24%) Mazda BMW X Citroën Renault Toyota Power & success (26%) Audi Seat Mitsubishi At ease & basics (15%) VW Hyundai Skoda Nissan Suzuki Mercedes Superior status (17%) Opel Rover Volvo Jaguar Practical & safe (17%) Ford 99
- 98. Audi today 100
- 99. Monitoring 2004 -Reached their goal, but it took 20 years. Alfa Romeo Honda Power & success (26%) Fiat Porsche Peugeot Modern fun (24%) BMW X Audi Mazda Citroën Renault Toyota Seat Mitsubishi At ease & basics (15%) VW Hyundai Skoda Nissan Suzuki Mercedes Superior status (17%) Opel Rover Volvo Jaguar Practical & safe 17%) Ford 101
- 100. Category Drivers 102
- 101. Nielsen - Market& Brand Advisor Key objective: provide a powerful strategic platform for Growth Identify Blue ocean / White spaces Tipping point / Emerging opportunities Reliable: robust quantitative study (typically over 800 consumers) 103
- 102. Market & BrandAdvisor: Drivers of the category Importance of functional / emotional vs. brand vs. price image drivers 104
- 103. Market & BrandAdvisor: Reach of the drivers Niche/Polarizing Natural Moisturizes & Family & Easy & Gentle Lasting & Lovely Hair Dandruff & Revitalize & Ingredients & Protects Everyday Clean Fragrance Appearance Scalp Care Pamper Nutrients Critical 57% 55% 39% 2% 6% 4% 3% 12% Major 33% 43% 56% 77% 17% 2% 23% 78% Medium 5% 0% 1% 18% 41% 18% 15% 8% Minor 4% 0% 1% 2% 36% 39% 32% 1% Niche/Polarizing Turnoff 2% 2% 4% 1% 1% 37% 27% 1% Attractive & Brand equity & For Younger, Active Cheap / Value Salon Quality Easy to Use Price Premium variety Women Perception Packaging Critical 1% 2% 1% 1% 90% 14% Major 77% 2% 1% 2% 10% 70% Medium 16% 9% 52% 5% 0% 13% Minor 3% 83% 40% 43% 0% 2% Turnoff 3% 3% 5% 49% 0% 1% Different consumers have different needs; MBA analysis pulls apart this distinction 105
- 104. Market & BrandAdvisor: Brand ratings 106
- 105. Market & BrandAdvisor:Decide which scenarios to play Example of Scenario: Imagine that you notice a new & improved shampoo with the description below… Would it make you more or less likely to purchase? “Makes hair smooth & silky” is an end benefit expression on which consumers have unmet aspirations AND appeals to the key group of trend riders … Moisturizes & protects (10%) Natural ingredients & nutrients (niche or polarising) In addition, a link between the Protects dry/damaged hair 61 natural ingredients Has 71 Moisturizes your hair 60 nutrients / vitamins Has 61 Natural Ingredients and Makes hair smooth and silky 43 Moisturizes drivers exists via Makes your hair healthy 41 Has nutrients / vitamins 40 “nutrients/vitamins” attribute. Leaves your hair feeling good to touch 36 The opportunity therefore exists for the Natural brands to create more explicit links between natural perceptions and the end-benefits (smooth & silky hair) that contribute towards the core driver of Moisturizes & Protects 107
- 106. Market & BrandAdvisor: MBA also becomes a framework of reference for the innovation journey Optimize and diagnose your initiatives on the strategic drivers for the category 108
- 107. Types of strategicresearch Habits and Attitudes Need segmentation Category drivers : Understand which attributes currently drive preference. Strategic pricing : Impact of price changes, right price Product Quality benchmarking : Understanding how the product fares vs competitors in blind format. 109
- 108. When can researchNOT help? 110
- 109. Technically, Never All decisions involve research in some form or the other – You may not need “formal” research. Even Intuition and Gut feel comes from a sum total of all your previous experiences ! Except Strategy: What you research is an “execution” of the strategy but never the strategy. Trends : Can indicate but not predict size or duration 111
- 110. Thank you! 112
Editor's Notes
- #75 Don’t fixate on the 40% only – you need to grow the total brand
- #76 12 9
- #77 12 9
- #92 NeedScope model is a summary of work done by famous psychologists like Carl Jung, Joseph Campbell & Freud The analysis of human needs leads to these axes (physiological – extro introversion) versus social (ego – we) factors, which are the only ones that are really independent/ orthogonal (what is needed for a map) Explain, that we often tend to categorise people immediately into one of the dimensions, however we all have needs of all four directions, depending on the context, category, occasion, day, time, age, mode. Some people tend towards one dimension, aspire to one archetype, however most of us have different feelings and needs. You may also already explain here, that in our research we usually do not map people, but their needs.
- #93 Brand positioning: many brands on the right side, less stronger brands on the left side
- #94 16 brands share 70% of the needs on the right side, however 5 brands cover 30% of the needs on the left side Considerations Audi: decide to move to the image they wanted the brand to stand for. Porsche is small, because of price level, sitting in a niche, so BMW (15% market share) has no competition in power & success
- #95 Audi chose one of the most difficult to reach targets on the map with the highest necessary input of effort, budget and time, because they wanted “Vorsprung durch Technik”
- #96 This is where they were coming from: Brown means down to earth, protection, simple, practical The mood in the advert shows a sundown, i.e. balance, silence, peace, introvert feelings Most of their cars were even brown, most preferred colour
- #97 Audi started to move
- #98 The central positioning is composed of contradictory images by owners and considerers (close to X) and non considerers (old Audi positioning)
- #100 Power & Success has grown significantly. Both brands (BMW and Audi) are the most successful in many markets. It shows that market power, if within the Zeitgeist, can change the needstate situation dramatically and that competition animates the market
- #101 How Audi wants to be seen today
- #102 Extravert and assertive needstates have grown over the last 15 years. Due to confidentiality we kept the position of the competitors stable