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Crisis – what Crisis? Why Research Can and Should Have a Bright Future – A Clientside Perspective
Crisis – what Crisis? Why Research Can and Should Have a Bright Future – A Clientside Perspective
Crisis – what Crisis? Why Research Can and Should Have a Bright Future – A Clientside Perspective
Crisis – what Crisis? Why Research Can and Should Have a Bright Future – A Clientside Perspective
Crisis – what Crisis? Why Research Can and Should Have a Bright Future – A Clientside Perspective
Crisis – what Crisis? Why Research Can and Should Have a Bright Future – A Clientside Perspective
Crisis – what Crisis? Why Research Can and Should Have a Bright Future – A Clientside Perspective
Crisis – what Crisis? Why Research Can and Should Have a Bright Future – A Clientside Perspective
Crisis – what Crisis? Why Research Can and Should Have a Bright Future – A Clientside Perspective
Crisis – what Crisis? Why Research Can and Should Have a Bright Future – A Clientside Perspective
Crisis – what Crisis? Why Research Can and Should Have a Bright Future – A Clientside Perspective
Crisis – what Crisis? Why Research Can and Should Have a Bright Future – A Clientside Perspective
Crisis – what Crisis? Why Research Can and Should Have a Bright Future – A Clientside Perspective
Crisis – what Crisis? Why Research Can and Should Have a Bright Future – A Clientside Perspective
Crisis – what Crisis? Why Research Can and Should Have a Bright Future – A Clientside Perspective
Crisis – what Crisis? Why Research Can and Should Have a Bright Future – A Clientside Perspective
Crisis – what Crisis? Why Research Can and Should Have a Bright Future – A Clientside Perspective
Crisis – what Crisis? Why Research Can and Should Have a Bright Future – A Clientside Perspective
Crisis – what Crisis? Why Research Can and Should Have a Bright Future – A Clientside Perspective
Crisis – what Crisis? Why Research Can and Should Have a Bright Future – A Clientside Perspective
Crisis – what Crisis? Why Research Can and Should Have a Bright Future – A Clientside Perspective
Crisis – what Crisis? Why Research Can and Should Have a Bright Future – A Clientside Perspective
Crisis – what Crisis? Why Research Can and Should Have a Bright Future – A Clientside Perspective
Crisis – what Crisis? Why Research Can and Should Have a Bright Future – A Clientside Perspective
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Crisis – what Crisis? Why Research Can and Should Have a Bright Future – A Clientside Perspective

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by Edward Appleton, Senior European Consumer Insights Manager, Avery Dennison, Germany

by Edward Appleton, Senior European Consumer Insights Manager, Avery Dennison, Germany

Published in: Health & Medicine, Business
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  1. Crisis? What Crisis? Crisis? What Crisis? Why Market Research should be optimistic about a re-energised future Edward Appleton European Consumer Insights Manager, Avery Zweckform BAQ MaR Ghent December 2013 | Confidential - For Internal Use Only CONFIDENTIAL
  2. Avery: Office and Consumer Products Consumer Products for • Small Business • Office • Home • School | Confidential - For Internal Use Only
  3. Agenda • Snapshot: MR threats, opportunities • From “Researcher” to “Insights Consultant”: how? • Proving MR Impact and Value - how? • Outlook | Confidential - For Internal Use Only
  4. 1. Challenges ● ● ● ● Restructuring, delayering Multiple datastreams bypassing MR D.I.B (“Do-It-Badly”) Speed and Actionability | Confidential - For Internal Use Only
  5. 1. Opportunities ● ● Data Experts = Insights Data expertise ● ● ● ● ● New MR Experts = Strategic, Creative Closer the Action Nearer to Action New MR = Strategic, Creative • | Confidential - For Internal Use Only
  6. Better Tools = Better Craftsman? | Confidential - For Internal Use Only
  7. 2. Becoming an “Insights Consultant”… It’s as much about Leadership Skills as Hard Skills Visibility is more than half the battle Sympathy Collaborate with Other Disciplines Participate in Board Level Meetings | Confidential - For Internal Use Only
  8. 7 Quick Ways to Lose Influence | Confidential - For Internal Use Only
  9. 7 Quick Ways to Lose Influence | Confidential - For Internal Use Only
  10. 7 Quick Ways to Lose Influence | Confidential - For Internal Use Only
  11. 7 Quick Ways to Lose Influence | Confidential - For Internal Use Only
  12. 7 Quick Ways to Lose Influence | Confidential - For Internal Use Only
  13. 7 Quick Ways to Lose Influence | Confidential - For Internal Use Only
  14. 7 Quick Ways to Lose Influence | Confidential - For Internal Use Only
  15. 3. Skills to Survive Tomorrow ● ● ● ● Bias towards Action Communication, collaboration Work with Multiple Data Streams Document the Value | Confidential - For Internal Use Only
  16. 3. Document Value - How? ● Year End Value Summary - $ quantification ● Always issue Executive Summaries ● Gain Top Management Attention | Confidential - For Internal Use Only
  17. The new Competitive Environment | Confidential - For Internal Use Only
  18. Transformation Through Insights – 2 Examples • Highlighted strong dealer perceptions of brand equity prior to a packaging re-launch • Uncovered an unmet need that developed into a Winning Concept | Confidential - For Internal Use Only
  19. Children’s Stickers range – new packaging design? Current Proposed New | Confidential - For Internal Use Only
  20. Children’s Stickers range Simple Insight: don’t change a winning recipe • Dealer IDIs in combination with quantitative pack test • Key Insight – “that’s the blue brand” • New designs too radical a break with perceived equity, too trendy • “Zweckform should not change its package design for stickers. Blue stands for Zweckform in a very strong way.” | Confidential - For Internal Use Only
  21. General Purpose Labels Insight: uncovered important new unmet need • • • • • On surface: not a problem encountered Discussion about new possibility: changed opinions “I have an airbag – doesn’t mean I wish to have a crash” Validation in Quant. Survey Formed basis of R&D briefing | Confidential - For Internal Use Only
  22. 4. Outlook ● Make your voice heard ● Become a better craftsman - execute immaculately ● Document the value | Confidential - For Internal Use Only
  23. The Future is Bright - but we have to adapt | Confidential - For Internal Use Only
  24. | Confidential - For Internal Use Only

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