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CMI Oral Care - 2010
BASIC OVERVIEW
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“Market research is science applied to marketing. It is not perfect mathematics, but it is not astrology either.”
- Someone bright and famous
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At the end of 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
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1. Overview of Role of research
a. Understanding Users of research
b. Why do we need research?
c. Types of Research
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Users of research in marketing
Marketing team
Brand /Marketing managers
Category heads
Business / Country heads
R&D team
Advertising / Planning agencies
Planners
Creative
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Team Structure
Category head Operating company head
R&DMkting mgr
Brand mgr
Ad planner
Creative
Mkting mgr
Brand mgr
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New launches, current brands handled
Which Aspect of research?
Brand /Marketing managers
Category heads
Business / Country heads
Portfolio decisions, growing franchise, strategic decisions
Revenue, Bottom line, activation learning, focus markets
Product related
Research and Development
Similar to BM’s , project related but focused on communication
Advertising – Planners
Evaluation of creative copies
Advertising - Creative
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How can research help?
New launches, current brands handled
Brand /Marketing managers
-Understand market and consumers.-Evaluating success of the elements of marketing mix, BrandREQUIRE: Deep consumer and brand understanding , objective view
Category heads
Portfolio decisions, growing franchise, strategic decisions
-Overview of category-Portfolio decisions.-Strategic understanding of brands / categoryREQUIRE: Bird’s eye view, understanding of what’s working and what’s not
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How can research help?
-Ensure revenue/ Bottom-line market share targets are met.-Understand impact of on ground activities and performance of mixREQUIRE: Summary of performance metrics
-Understanding performance of products vs competition-Inputs into product developmentREQUIRE: Importance of product attributes, directions of improvement for existing products.
Business / Country heads
Revenue, Bottom line, activation learning, focus markets
Product related
Research and Development
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How can research help?
Similar to BM’s , project related but focused on communication
Advertising – Planners
Evaluation of creative copies
Advertising - Creative
-Understanding of consumers / market to plan the brands future along with marketing.-Impact of communicationREQUIRE: Deep consumer and brand understanding, evaluation of communication.
-Understand how communication is received-Clear understanding of which elements are working/not and why?REQUIRE: Objective view
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Good to remember !
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
Different users of research may vary in their:
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Why Research?
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Points to PONDER
What could be the pitfalls in the following cases?
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Existing technology Shares declining
Need new communication
Create concept / product
Launch product Take corrective action
Market Visit to understand
Boss likes the ad
Air new communication
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Don’t shoot in the dark
Existing technology
Create concept / product
Launch product
Shares declining
Take corrective action
Market Visit to understand
Need new communication
Boss likes the ad
Air new communication
Technological innovation,
rather than a consumer one,
is it accepted by consumers?
Technological innovation,
rather than a consumer one,
is it accepted by consumers?
Could tackle surface issues, rather than root
Could tackle surface issues, rather than root
How does the target group
react to the ad? Does it meet its
objective?
How does the target group
react to the ad? Does it meet its
objective?
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CAVEAT !!
- Not only to be used to only “Validate” : keep an open mind-The right inputs are critical – Garbage in, Garbage out
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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.
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Types of Research
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Developmental Evaluative
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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 !
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Developmental
Explorative : Mainly Qualitative and some QuantitativeResearch with consumer at the centerFor 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
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Evaluative
Against an yardstick of measurement: Quantitative Research done among “representative” sample of TGTo see whether we “measure up” or notEnsure that the correct action standards are set.
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Which type of researches 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
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2. Understanding where research fits in
a. Overview
b. Diagnosing Issues / Opportunities
c. The Innovation management process
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Overview
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Example
Dove Soap Dove Shampoos
Develop mixConcept
Product
Communication
Launch
Track launch
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Overview of the ongoing research process for a brand
Develop Mix
Launch Mix
Track Mix
Mix related
Identify elements to
change
Tactical
On ground corrective action
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Diagnosing Issues / Opportunities
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Develop Mix
Launch Mix
Track Mix
Mix related:Identify elements to change
On ground corrective action
Evaluating Mix / Activities post launch
1. Directions for corrective action
2. Inputs into Mix development
Diagnosing Issues / Opportunities
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The critical first step is to identify the problem or spot the opportunity and articulate it
concisely
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From Surface Issues to Key Issues to Marketing task
Key IssueKey Issue
Restaurant has good levels of traffic in the week but your pub/bar is practically empty at weekend lunchtimes
Restaurant has good levels of traffic in the week but your pub/bar is practically empty at weekend lunchtimes
Brand X Detergent bar – is losing share in a declining market
Brand X Detergent bar – is losing share in a declining market
Marketing taskMarketing task
Get parents (of children aged 8-16) who don’t like eating in a smoky atmosphere, to bring their families in to the restaurant to try the weekend lunchtime menu
Get parents (of children aged 8-16) who don’t like eating in a smoky atmosphere, to bring their families in to the restaurant to try the weekend lunchtime menu
Get SEC CD housewives to re-engage with Wheel green bar, even when other brands are on promotion
Get SEC CD housewives to re-engage with Wheel green bar, even when other brands are on promotion
Surface IssueSurface Issue
Restaurant is practically empty at weekend lunchtimes because families (core target for this occasion) don’t like the smoky atmosphere
Restaurant is practically empty at weekend lunchtimes because families (core target for this occasion) don’t like the smoky atmosphere
Brand X det bar loyalty decline, primarily amongst SEC CD housewives, is driven by poor product experience coupled with price premium & low key promotional programme
Brand X det bar loyalty decline, primarily amongst SEC CD housewives, is driven by poor product experience coupled with price premium & low key promotional programme
Mass detergent
Bar
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Market dynamics
Category performance
Value market size
Volume market size
Value share
Volume share
Mix elements
Place
What happens
wherever our consumers
buy the brand
PropositionThe brand that
consumers have in their
headsThe brand’s
values, benefits & reasons to
believe
Promotion
Getting our message
across to the consumer
Pack
The packaging
the consumer
sees & uses
Price
The price the consumer
pays, regular price or on promotion
Product
The product or service
offered
Buying behaviour
How much they buy
Loyalty Consumption
How many people buy
Penetration
Unilever’s 6P tool
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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.
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All surface issues can 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)
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Applying it to an example...
Det bar loyalty decline, primarily amongst SEC CD housewives, is driven by poor product experience coupled with price premium and lowkey promotional programme
Key issue
Understanding the 6 P’s and category
Surface IssueSurface Issue
Brand X Detergent bar – a profitable and significant part of the company ‘s detergent portfolio – is losing share in a declining market
Brand X Detergent bar – a profitable and significant part of the company ‘s detergent portfolio – is losing share in a declining market
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Det bar loyalty decline, primarily amongst SEC CD housewives, is driven by poor product experience coupled with price premium and low key promotional programme
The Key Issue is a highly specific and insightful description of the issueor opportunity, identified by interrogating and cross-referencing data from the various levels
Key Issue
WHAT?WHAT?
• What is the issue or opportunity?
• Is it about penetration, consumption or loyalty, or a combination?
WHO, WHEN,
WHERE?
WHO, WHEN,
WHERE?• Amongst whom?• Where (regions/
channels)?• When (time of year)?• Not all of these will
always be relevant/ important
WHY?WHY?
• Which of the 6Ps is the key to the issue or opportunity?
• Might be more than one!
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Detective Ways of Working
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)
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Asking the right question is critical!!
Here are some prompts to explain it further:
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Does the Product delight consumers?
Does the product meet the expectations set for it by the proposition?
Does the proposition make specific claims for the product? Are they met? Will consumers notice them? Will consumers appreciate them?
What are the product benefits set out in the proposition? Are they relevant to and motivating for consumers?
How does product performance compare with competitors?
Are we seen as better or worse than our competitors?
What advantages do we have? What disadvantages are there?
Check out the latest consumer product tests. Do those advantages/disadvantages matter to the consumer? Can consumers detect differences in product performance?
How can we improve product performance? What changes could we make to the
formulation/recipe? What differences would these make to the
performance? How much would they cost? Does the benefit
outweigh the cost?
Does the product meet the expectations set for it by the proposition?
Does the proposition make specific claims for the product? Are they met? Will consumers notice them? Will consumers appreciate them?
What are the product benefits set out in the proposition? Are they relevant to and motivating for consumers?
How does product performance compare with competitors?
Are we seen as better or worse than our competitors?
What advantages do we have? What disadvantages are there?
Check out the latest consumer product tests. Do those advantages/disadvantages matter to the consumer? Can consumers detect differences in product performance?
How can we improve product performance? What changes could we make to the
formulation/recipe? What differences would these make to the
performance? How much would they cost? Does the benefit
outweigh the cost?
Product
Will product performance meet
consumers’ expectations?
Our second point of contact with the consumer is when she uses our
product.Does that experience make her want to go out and buy it again
next time she shops the category?
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Axe – Argentina case 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.
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Criticality
Existing brand Higher returns – less expensive compared to
innovation Consumer / Competitor pulse
Needs determination / perseverance to identify
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The Innovation Management process
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Why Innovation?
Refresh the brand in the mind of the consumer. Good brands are those which stand for something.
Extend brands core proposition to different categories to grow the brand. ( Dove)
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)
CAVEATCan be innovation for Innovations sake , IS IT REALLY DIFFERENT OR OFFERING VALUE?Dangerous when the brand health itself is failing
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Innovation management process
Develop Mix
Launch Mix
Track Mix
Tweak MixOn ground corrective action
Developing and Evaluating Mix prior to Launch
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Innovation has two broad areas:- Developing and Short-listing ideas- Building on and Evaluating the final ideas
Develop Ideas
Screen ideas
Building Mix
Evaluate Potential
Launch
Track
PLE
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Develop Ideas
Screen ideas
Building Mix
Evaluate Potential
Launch
Track
PLE
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Developing Ideas
Generating the idea Communicating the idea
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Develop Ideas
Screen ideas
Building Mix
Evaluate Potential
Launch
Track
PLE
Category driver study
Bases MBA
Habits and Attitude
Mine Strategic Researches to Develop ideas
TNS Needscope
Consumer understanding – gut feel
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Generating Ideas – Product/CommunicationLook 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?
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Communicating the Idea : Importance of “Language”
Connection is about the “foot in the door” - creating a little space in the consumer’s mindIf you want real innovation, it is about creating a new brainspot.
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Dove “Pro Age” vs Anti Aging
Other Examples..- Lakme : “All day lipstick” vs “9-5” lipstick- Parachute : “Hair oil massage”vs “1 hour Champi”
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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.
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Getting “Wow” propositions
Steps Must do’s Process
• Consumer insights • Consumer immersion along with past research
• Consumer connect , past research, Research
• Ideation • Get width of ideas •Workshop with extended team,
• Rough concepts • Clarity on one-line concept, why compelling?
•Team.
• Recycling concepts • Finetune language, whats working , whats not
•Connecting statements – team and consumer
•Finalisation for testing •Layout, pictures •Quantitative
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Develop Ideas
Screen ideas
Building Mix
Evaluate Potential
Launch
Track
PLE
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Develop Ideas
Screen ideas
Building Mix
Evaluate Potential
Launch
Track
PLE
Bases Idea Screener
Bases Bundle Builder
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Screening Ideas
Is it relevant to business strategy ? Is it feasible at all? New technology vs
Consumer perception Finally Consumer evidence – Initial size of
opportunityBases Idea generation, Bundle BuilderCan help you reject ideas or prioritize –
indication of whether it will cannibalize or grow franchise as well
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Develop Ideas
Screen ideas
Building Mix
Evaluate Potential
Launch
Track
PLE
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Building a mix
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Flow of Research - Concept
Sales Estimate (if high investment
product)
Determine potential, And price of formats
BASES 1
Screen best ideasQuantitative screening
Connection, Concept directions
Connecting statements
Fine tune conceptsRoutes
Check for format fitUsage comprehension
Qualitative fine tuning
Inputs fromProductresearch
Concept product fit (qualitative)
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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
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Develop Ideas
Screen ideas
Building Mix
Evaluate Potential
Launch
Track
PLE
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3. Evaluate
Concept product test : to finalize product mix, check concept product acceptance
STM : To evaluate the full mix potential
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CPT vs STM
STM required when Capex decision is hugeLaunch 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.
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Develop Ideas
Screen ideas
Building Mix
Evaluate Potential
Launch
Track
PLE
Full Mix test
CPT, BASES 2
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Screen ideas Evaluate Potential Track
New Brand/New benefit/Repositioning
Relaunch
Cost reduction
Idea screenerBundle Builder
Concept recycling
Bundle builder(If sig.Concept change)
Product tests
STM (For High Capex)
Ad test
Product tests
Creative DevelopmentResearch
Paired Comparison
Preview
STM
Preview
STM (If Largeinvestment for volume growth)
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Develop Ideas
Screen ideas
Building Mix
Evaluate Potential
Launch
Track
PLE
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Tracking research
Measurement Dipsticks Continuous tracks
Monitors brands in category Spends, campaigns Activities Brand health measures Imagery and Brand equity
Ongoing Household and Retail dataExploratory Triggers and Barriers Shopper Studies
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PREx
The continuous trend makes it clear that the sponsorship is driving the increase
Continuous trends help identify what causes what
x
x
0
20
40
60
% Interested in buying
POST
x
TV Advertising
Sponsorship of TV programme
JAN FEB MAR APR
M
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Brand Health Check
Managing a brand through an understanding of consumer equity and imagery perceptions
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BHC Module – the questions
Awareness and Claimed Usage Brand Health Check Brand Image Positioning
M
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PresencePresencePresencePresence Do I know about it?
Does it cater for me?RelevanceRelevanceRelevanceRelevance
Is it satisfactory?AcceptableAcceptableperformanceperformanceAcceptableAcceptable
performanceperformance
Does it have any advantages?AdvantageAdvantageAdvantageAdvantage
Can anything else beat it?ConvictionConvictionConvictionConviction
Brand Health Check builds pyramids which quantify a brand’s equity and answers these questions
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Brandpyramid
Share ofwallet
12%
16%
19%
26%
40%Conviction
Advantage
Acceptableperformance
Relevance
Presence 80%
60%
45%
30%
10%
As consumers move up the Pyramid they become more valuable
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Brand APyramid™
%
Brand Signature™
-7
-8
-5
4
30
Conviction
Advantage
Acceptableperformance
Relevance
Presence
The BrandSignature™ allows us to identify a brand’s relative strengths and weaknesses
80%
60%
45%
30%
10%
M
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Brand APyramid™
% Brand Conversion
= 33
= 67
= 75
= 75
= 80
1030
3045
4560
6080
80100
An example of how the Brand Signature™ is calculated
Conviction
Advantage
Relevance
Presence
AcceptablePerformance
Expected ConversionBased on all brands in the
Category
40
75
80
71
50
Brand Signature™ Does the Brand get more or less
than its fair share?
-7
-8
-5
4
30
BrandSignature™
80%
60%
45%
30%
10%
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Measuring Brand Imagery
Positioning Profiles
M
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Measuring Brand Imagery – the question
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What do we get 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
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What do we get 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
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What are Differentiation Profiles?
Removes effect of brand size, and statement popularity.
M
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What are Differentiation Profiles?
M
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
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The brand size effect
70
60
50
30
Tasty
Good price
Modern
Traditional
Brand A
65
50
10
8
Brand B
30
20
18
15
Brand C
Because Brand A is a ‘big brand’, it is endorsed more on all measures
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
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Example of Differentiation Profiles
30
20
18
15
Tasty
Good price
Modern
Traditional
Brand C(absolute figures)
-6
-5
6
0
Brand C(differentiation profile)
Initially Brand C appears strongest on ‘Tasty’ and ‘Good price’…..
…..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
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What do Differentiation Profiles 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
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What do Differentiation Profiles 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
M
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Strategic Research
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Types of strategic research
Habits and Attitudes
Need segmentation
Strategic pricing
Category drivers
Product Quality benchmarking
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Habits & Attitudes
In Philippines , 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
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Segmentation
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DominanceAssertiveness Individuality
NeedScope® uses these dimensions to describe human needs in different contexts as well as brands and their executions on all marketing mix factors.
Receptivity Passivity Affiliation
Inward directedIntroverted
Outward directed Extroverted
dimensions of human thinking, feeling and behaviour, that have been universally found by psychologistst
the NeedScope® framework is based on archetypes
Needscope: Model of Archetypes
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The Audi Case – Status 1982
BMW
VW
Porsche
Alfa Romeo
Audi
VolvoRoverJaguar
Mercedes
Peugeot
Renault
Honda
Opel
Toyota
Ford
Nissan
Mitsubishi
Hyundai
Seat
Mazda
SuzukiSkoda
Citroën
Fiat
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The Needstates and the Brands
BMW
VW
Porsche
Alfa Romeo
AudiVolvoRover
Jaguar
Mercedes
Peugeot
Renault
Honda
Opel
Toyota
Ford
Nissan
Mitsubishi
Hyundai
Seat
Mazda
SuzukiSkoda
Citroën
Fiat
Power & success (16%)
Superior status (15%) Practical & safe (26%)
At ease & basics (21%)
Modern fun (21%)
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BMW
VW
Porsche
Alfa Romeo
VolvoRoverJaguar
Mercedes
Peugeot
Renault
Honda
Opel
Toyota
Ford
Nissan
Mitsubishi
Hyundai
Seat
Mazda
SuzukiSkoda
Citroën
Fiat
Superior status (15%) Practical & safe (26%)
At ease & basics (21%)
Modern fun (21%)
The Target Chosen
Audi
XPower & success (16%)
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Audi 1970 - 1986
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BMW
VW
Porsche
Alfa Romeo
VolvoRoverJaguar
Mercedes
Peugeot
Renault
Honda
Opel
Toyota
Ford
Nissan
Mitsubishi
Hyundai
Seat
Mazda
SuzukiSkoda
Citroën
Fiat
Power & success (16%)
Superior status (15%)
At ease & basics (21%)
Modern fun (21%)
Monitoring 1986
Audi
X
Practical & safe (26%)
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BMW
VW
Porsche
Alfa Romeo
VolvoRoverJaguar
Mercedes
Peugeot
Renault
Honda
Opel
Toyota
Ford
Nissan
Mitsubishi
Hyundai
Seat
Mazda
SuzukiSkoda
Citroën
Fiat
Power & success (16%)
Superior status (15%)
At ease & basics (21%)
Modern fun (21%)
Monitoring 1990
Audi
X
Practical & safe (26%)
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Audi 2001
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BMW
VW
Porsche
Alfa Romeo
VolvoRoverJaguar
Mercedes
Peugeot
Renault
Honda
Opel
Toyota
Ford
Nissan
Mitsubishi
Hyundai
Seat
Mazda
SuzukiSkoda
Citroën
Fiat
Power & success (26%)
Superior status (17%)
At ease & basics (15%)
Modern fun (24%)
Monitoring 2001
AudiX
Practical & safe (17%)
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Audi today
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BMW
VW
Porsche
Alfa Romeo
VolvoRoverJaguar
Mercedes
Peugeot
Renault
Honda
Opel
Toyota
Ford
Nissan
Mitsubishi
Hyundai
Seat
Mazda
SuzukiSkoda
Citroën
FiatPower & success (26%)
Superior status (17%)
At ease & basics (15%)
Modern fun (24%)
Practical & safe 17%)
Monitoring 2004 - Reached their goal, but it took 20 years.
AudiX
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Category Drivers
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Nielsen - Market & Brand AdvisorKey objective: provide a powerful strategic platform for Growth
Reliable: robust quantitative study (typically over 800 consumers)
Identify Blue ocean / White spacesTipping point / Emerging opportunities
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Market & Brand Advisor: Drivers of the category
Importance of functional / emotional vs. brand vs. price image drivers
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Market & Brand Advisor: Reach of the drivers
Different consumers have different needs; MBA analysis pulls apart this distinction
Moisturizes & Protects
Family & Everyday
Easy & Gentle Clean
Lasting & Lovely
Fragrance
Hair Appearance
Natural Ingredients &
Nutrients
Dandruff & Scalp Care
Revitalize & Pamper
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%
Turnoff 2% 2% 4% 1% 1% 37% 27% 1%
Brand equity & variety
Salon QualityAttractive & Easy to Use Packaging
For Younger, Active Women
Price PremiumCheap / Value
Perception
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%
Niche/Polarizing
Niche/Polarizing
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Market & Brand Advisor: Brand ratings
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Market & Brand Advisor: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%)Protects dry/damaged hair 61Moisturizes your hair 60Makes hair smooth and silky 43Makes your hair healthy 41Has nutrients / vitamins 40Leaves your hair feeling good to touch 36
Natural ingredients & nutrients (niche or polarising)Has natural ingredients 71Has nutrients / vitamins 61
In addition, a link between the Natural Ingredients and Moisturizes drivers exists via “nutrients/vitamins” attribute.
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
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Market & Brand Advisor: MBA also becomes a framework of reference for the innovation journey
-100
-80
-60
-40
-20
0
20
40
60
80
100
Moisturizesand Protects
10%
Family &Everyday 8%
Easy, GentleClean 8%
Lasting &Lovely
Fragrance 4%
Specif icbenefits 3%
NaturalIngredients &Nutrients 0%
Dandruff &Scalp Care 0%
Revitalizesand Pampers
7%
Brand Equity &Variety 9%
Salon Quality 3%
AttractivePackaging 3%
For Younger,Active Women
0%
Price Premium26%
Cheap / Valueperception
17%
Dove Dove Heat Defense pre-use
Dove Heat Defense post-use
Benefits (functional, sensorial, & emotional) Price ImageBrand Image
Optimize and diagnose your initiatives on the strategic drivers for the category
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Types of strategic research
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.
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When can research NOT help?
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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
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Thank you!