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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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