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Meyers Research Center Insights Deck

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Lecture at FIT by George E. Brown II

Lecture at FIT by George E. Brown II


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  • Introduce yourself……My name is George E. Brown II……blah blahblah
  • So, what are insights? Let’s take a look at the textbook definition…………….
  • How do you apply insights in research?
  • Note:Read the insight first……….Not exactly super-inspirational stuff, but an insight nonetheless. This is what advertising legend Jeremy Bullmore calls a low-potency insight - an insight that, while true, is not written in a way that inspires if it were to be found in a creative brief.
  • Note:Read the insight first……….These insights are inherently the same, the high-potency example just having far more impact.
  • “Because the moment you look into it, a light comes on”.
  • A well crafted research project is an application in reverse engineering. That is to say, it begins at the end by setting clear goals for the finished research product. Gaining a better understanding of consumers, identifying what drives their behaviors and purchasing decisions, evaluating a concept or brand position, testing a new product, determining product viability and updating previously generated data are research goals most sought by researchers.Emerging social, demographic and cultural trends may alter, reduce or increase the benefits of a product or service. Consumer decisions are not made in a vacuum.  Surrounding the consumer and his decisions are a swarm of factors that traditional research may not identify and measure with sufficient sensitivity.Let’s take a look at a few Hybrid research techniques that we use to uncover the real insights……………
  • Transcript

    • 1. You Need More Than Just Data
    • 2. INSIGHTS FOR INNOVATION: MEYERSRESEARCH CENTER DRIVES SHOPPER AND CONSUMER UNDERSTANDING
    • 3. “A thought, fact, combination of facts, data and/or analysis of datathat induces meaning and furthers understanding of a situation orissue that has the potential of benefiting the business or re-directingthe thinking about that situation or issue which then in turn has thepotential of benefiting the business.”
    • 4. INSIGHTS IN RESEARCHInsights are to an idea what Blitz firelighters are to a fire. They represent the best way of generating great ideas that inspire success. We like to say “Insight Drives Our Ideas”. Ultimately, we believe that the most effective ideas are based on a contextually relevant foundation.But, there’s a problem. The word “insight” is very often misused. An insight is not an observation of behavior pulled from research. It isn’t a collection of stats and data from your Web analytics. If observations are the tip of the iceberg, the remaining two-thirds below the water, the part that is not immediately obvious, would be the insights.
    • 5. Here is an insight:"Product satisfaction arises lessfrom inherent construction andperformance than fromconsumers internalizedperceptions of personalutility."
    • 6. A HIGH potency insight would like this:"People dont want quarter-inchdrills. They want quarter-inchholes."
    • 7. Why is a good insight like a refrigerator?Quote by Jeremy Bullmore
    • 8. HYBRID RESEARCH TECHNIQUES“The best business insight comes from a holistic understanding of the market”.
    • 9. HYBRID APPROACH #1Qualitative methods contribute to the development of quantitative survey instruments. Focus Groups or Ethnography Shop-Along’s IDI’s
    • 10. HYBRID APPROACH #2Quantitative study that uses qualitative results to help interpret or explain the quantitative findings. Online Survey Focus Groups
    • 11. HYBRID APPROACH #3Quantitative results help interpret qualitative findings, as when focus group participants areasked to fill out survey questionnaires at the session. Survey on Smartphone Focus Text to Vote Groups Polling Online Survey
    • 12. HYBRID APPROACH #4Two methodologies are used to cross-validate and build upon results. In-Store Intercepts Observations Only Shop-Alongs Eye Tracking
    • 13. Meyers Research Center offers a variety of analytic approaches todeliver the necessary data to drivedecisions based on a wide array of criteria necessary to support key strategic decisions.
    • 14. MEYERS’ CONSUMER DECISION TREES1. In-Aisle Interviews on Consumer Attitudes• Collect information about:  What consumers DO  What consumers WANT / NEED  What consumers VALUE• Actual fresh purchase decisions of consumers (not simulated purchase occasions, and not purchases made months or years ago)2. Product Classification• Cross-tabulate collected attitudes and observed behavior with purchase decision
    • 15. MEYERS’ CONSUMER DECISION TREES3. Hierarchical Cluster Analysis: 4. MRC’s Consumer Decision Tree:Products that share similar profiles group together into The decision tree is a directed graph that does notbranches of a purchase decision hierarchy or “tree”. The show the conscious thinking of consumers, butmost defining distinctions between products in a category shows instead a derived proximity.are at the top of the tree. Total Category Branch 1 Branch 2 Branch A of 1 Branch B of 1
    • 16. SHOPPER MARKETING • According to Advertising Age (October 2007) Shopper Marketing is growing faster than internet advertising. • Predicted compound annual growth rate of 21% through 2010. • P&G announced in September 07 that they will treat in-store marketing as an advertising expenditure. • $500MM per year.
    • 17. SHOPPER MARKETINGOld School• Broad-Based Category Shopper Insight Programs typically focused on a number of different channels and chains. Undifferentiated data and strategy.New School• Account-specific initiatives to better align brand strategy with retail strategy, and ensure win-win for both.• Involves the testing of mutually-beneficial initiatives to reinforce brand value, grow the category, generate incremental sales and prove or disprove ROI.
    • 18. SEGMENTATION IN SHOPPER MARKETING • Segmentation is a method for grouping shoppers based upon similarities they share and using any dimensions that are business relevant – whether it be need states, channel preferences, interest in product features, or profitability.• Recommended sample • What are your business objectives? size: n=400+ • Developing new products• Plan for this early in the project • Creating differentiated marketing communications, offers or ads• Statistical techniques: • Developing a retention strategy, a win-back strategy, an • Cluster analysis expansion strategy, a frequency strategy • Chaid • Loglinear • Targeting high value prospects • and more • Align shopper insights with consumer (brand) insights or retailer insights
    • 19. SEGMENTATION TO ALIGN WITH A RETAILER • Wal-Mart understands that not all shopper segments are alike - Brand Aspirationals* - One Stop Shoppers - Price Value Shoppers* - Conscientious Objectors - Trendy Quality Seekers - Social Shoppers - Price Sensitive Affluents* * Highest potential for more profitable incremental sales • Safeway shopper segments… - Value - Seeking - Simplicity Seeking - Variety Seeking - Discovery Seeking - Brand Seeking - Quality Seeking • Sam’s shopper segments… - Office Administrator - Traditional Club Shopper• Speak to the retailers in a language they already - Business Reseller - Demanding/Experiential Shopper know - Institutional Buyer - Mom/Family CEO - Food Service Entrepreneur - Active Boomer
    • 20. SEGMENTATION TO ALIGN WITH BRAND Brand Segment 1 Consumer Insights Brand Segment 2 Brand Shopper Segment 3 Segment 1 Brand Shopper Segment 4 Segment 2 Shopper Segment 3Shopper • Replicate a classification and Shopper extend a segment profile to in-Insights Segment 4 store behavior, rather than re- invent
    • 21. SEGMENTATION IN THE NEW AGE OF VALUE SHOPPING F iv e s h o pp e r s eg m en ts e m e rge d fro m a b a tte ry o f a ttitu d e q u e s tio n s . Th e s e g m en ts a re re fle c tiv e o f s h op p ing s ty le s in a n e w a g e o f v a lu e s ee k in g . Th e s h o pp in g s tyle s ra n ge fro m o u tw a r d ly e x p re s s e d in d iffe re n ce (A b ov e th e F ra y), c o n tro lle d p rov is io n in g fo r th e h o m e (N u rtu ring P rov id e r), la z ie r p rov is io n in g (C o nv e n ien c e & G ra tific a tio n ), s tra te g ic s h o p p ing (Th e S k e p tic a l F o x ) a n d tro u b le d pe rs ev e ran c e (E m ba ttle d S u rv iv o r). Th e s e s h o p p ing s ty le s in filtra te a ll c la s s e s o f tra d e a n d e x te n d to m a n y c a te g o rie s . In tro d u c in g th e S h o p p e r S e g m e n ts Shoppers were segmented entirely on the basis of their response to a Above N u rtu rin g C o n v e n ie n c e & T h e S k e p tic a l E m b a ttle d th e F ra y P ro v id e r G ra tific atio n Fox S u rv iv o r attitudinal statements. The statements covered attitudes about the economy, retail outlet performance, convenience, product safety concerns, shopping behavior, “O h , re a lly? I d id n ’t “M a k e p ric e s a ffo rd a b le in th is a w fu l e c o no m y.” and environment issues. G e n e ra lly e v e ryo n e ag ree s to s o m e e x te n t th a t b u dgD o it a remne c ehe ca ryut n d g en e raa ving vin ryo ne d is the ree s th a t th e y a re p re p a re d e ts fo r e : “C s s k o a the We lly e e a nd o ut o f a g n o tic e .” “I w a nt b e tte r p ric e s p ric e s a t o the r re ta ile rs to re ta il la nd sc a p e lo o k ing to ta k e a n a tio n a l re c e s s io nain p e o d q ua lity e . N e v e rth e le ss ure e re r a re s ig n ific a n t fo r d e a ls. a l s p rea d s b e tw e e n th e s e g m e n ts o n nd g o rfe c t s trid m ake s th yo u sa le is n’t a ttitu d in th e s e v a ria b le s . Th e E m b ap ro dd S ufo r iv o rfa m le a st w e m o re e xpred ive rfo r m re re c e s s ion a nd m o s t p res s e d to k e e p w ith in a b u d ge t. ttle uc ts rv m y is ily ” ll p re p a e n s fo m o e .” Th e C o n v e n ien c e & G ra tific a tio n s h o p pe r a nd th e S k e p tic a l F o x s h o p p e r fe e l th a t s a le s a n d de a ls a re c o m m o np la c e ev e n ts .© M e ye rs R e s e a rc h b ig d r, a ros h-Cppn ne lw h op p ing 2 0 a9 s 35 Th e F o x is a C e nte e C l s s o ha e r S ho u s e s 0 d and /o r c o u po n s to p la n s ho pp in g . N u rtu rin g P rov id e rs a nd E m b a ttle d S u rv iv o r a ls o p a y k e e n a tte n tio n to a d s , c o u po n s an d de a ls . F a c to r C o m p o n e n t 4 E c o n o m izin g a n d S h o p p in g S tra te g y Ab o v e th e fray (G 3) A g re e 5 c o m p le te ly N u rtu rin g p ro v id e r (G 4) C o n v e n ie n ce & g ratificatio n (G 2) 4.4 S ke p tical fo x (G 5) 4.3 4.2 4 E mb attle d su rv iv o r (G 1) 3.9 3.8 3.7 3.7 3.6 3.4 3.4 3.3 3.2 3.2 3.1 3.1 N e utra l 3 3 3 2.8 2.6 2.6 2.5 2.2 2 1.8 D is a g re e c o m p le te ly 1 I b u d g e t b e ca u se I I u se a d ve rtise m e n ts In th is e co n o m y, I’d I’m g e ttin g le ss I h a ve sa ve d e n o u g h h a ve to a n d /o r co u p o n s to fe e l g u ilty sh o p p in g re sp o n sive to sa le s e x tra m o n e y to ta ke a p la n m y sh o p p in g fo r a n yth in g o th e r a n d d e a ls b e ca u se n a tio n a l re ce ssio n in th a n th e b a sics th e re ’s a lw a ys strid e a n o th e r o n e n e a rly e ve ry w e e k© M e ye rs R e s e a rc h C e nte r, C ro s s -C ha n ne l S ho p p ing 2 0 0 9 40
    • 22. KEY DRIVERS ANALYSIS• What the product landscape looks like? • How are products in the category similar/different in terms of Sensory Properties and Instrumental Characteristics? • How uniform is my product? Plant-to-Plant? Within-Plant? • How does my product age? Do different storage conditions follow the same path over time?• Study the competitive set of products • Understand the current distribution of products on the sensory domain map • Compare/contrast company’s products and prototypes vs. the competition • ID areas on the map where no product currently exists (business opportunity)• Study key drivers of liking and image • ID the sensory attributes and physical properties that drive acceptance • Understand how sensory and physical properties affect the image a product conveys to consumers • ID ideal points and the proximity of test products to the ideal (s) • Focus future product improvement efforts on the areas that will have the greatest impact
    • 23. KEY DRIVERS ANALYSIS ProductsSensory & Instrumental Readings Consumer Ratings Profiles, Descriptive Acceptance/Image Ratings Formulation Variables CLT Perceptual Map Consumer Segments (PCA) (Cluster Analysis) Preference Map Linking Acceptance to Sensory by Regression
    • 24. Principal Component Analysis (PCA)Descriptive AnalysisAverage Profiles => PCA  Map represents perceptual sensory domain  PCA factor loadings (axis of plane) describe the relationships among the sensory attributes. The factor loadings define the underlying sensory dimensions and separate the original sensory attributes into mutually exclusive, highly correlated groups.  Dots represent the sample position on the sensory domain. Point coordinates are factor scores for each sample from PCA  PCA factor scores describe the relationships among the test products.  Similarities and differences among the products can be deduced through examination of these maps. Key Drivers Analysis
    • 25. Principal Component Analysis (PCA) cont.,Key Drivers Analysis – Product acceptability ratings are overlaid on the sensory map – PCA factor scores are the predictor variables in the regression analysis of overall liking – Predicted liking ratings are obtained for any point on the map. Ideal points are identified – This also generates a predicted “ideal” profile, which can be used to prioritize future product improvement efforts – The consumers’ liking ratings can be examined to determine if different segments of consumers have different optimum products – Sensory segments are common. Isolating the segments, determining their size and identifying the segment optima provide more relevant summaries of the consumers’ opinions than would otherwise be obtained
    • 26. CLUSTER ANALYSIS IDENTIFIES HOW MANYSEGMENTS EXISTS imila rity -253.01 -135.34 -17.67 100.00 O bs e rv a tio ns Segment 2 (n=27) Segment 1 (n=88)
    • 27. CASE STUDIES
    • 28. CASE STUDY #1Lip Care Simulated Channel ResearchMeyers Research Center was hired by a major manufacturer of lip care products togenerate key shopper insights for new POS solutions. The objective of this research is tolearn how best to influence the consumer segment identified as (blank) to trial of (BRAND)Lip Care through point of sale and/or other marketing interceptions in the path to purchase.To address the research objectives, a simulated shopping and shop-along data collectionmethodology were used.MRC set up a simulated “shelf” to replicate the entire planogram as it may appear in aTarget/Walmart outlet at a focus facility. Besides the simulated shopping, a small number ofshop-alongs in actual nearby stores were used to support the findings. The shop-alonginterviews revealed behavioral insights and unconscious attitudes through observation andopen-ended discussion with consumers at the point of sale.
    • 29. CASE STUDY #1 (CONT.)Key path-to-purchase insights were generated and Meyers answered the followingquestions:• Where does she expect to find lip care in the store + How does she find it finally?• What gives orientation within the category? (brands, colors, formats, price, key indicators for innovations)• How does she see (BRAND) within the category?• What makes it challenging across the competitive set (for BRAND)?• What is the hierarchy of decision making at the shelf? / What attracts shoppers on product level?• Planned vs. impulse purchase• What influences loyalty? What are reasons for brand/product switching?• What makes shopping in lip care a pleasurable / engaging experience?• What promotions act as purchase triggers?• Where are shoppers likely to be most responsive (outside the primary set)?
    • 30. CASE STUDY #2Integrated Promotion Evaluation: Snack Food ProductObjective: To determine the best promotional alternative to reach the targeted upscaleaudience. The promotion alternatives included extended and limited sampling programsand two coupon alternatives.Research Design: Matched panels for each promotional variation (10 stores each for thefour options). Sales analyzed through the purchase of scanner sales data. Consumerattitudes and behavior collected through in-store intercept interviews (MRCs PurchaseObservation Study (tm) service). Chain buyers and store managers interviewed by MRCsTradeSmart Survey (tm) division.Results: The extended sampling program with one coupon alternative was the mostproductive promotional option. This was verified by scanner data and consumer feedback.However, the extended sampling was unanimously rejected by the retailers due toexcessive clutter and confusion, in the participating stores.Action Taken: The limited sampling program and preferred coupon alternative were chosenbecause they involved a smaller but still substantial sales increase---- and did not alienatethe trade.
    • 31. Maybe an insight isnt a new pieceof information, but a new way ofinterpreting existing information.The effect is not so much "I neverknew that" as "I never thought of itthat way before". Which impliesthat the insight, as the thing thatchanges minds, needs to becommunicated to the audience, notsimply used as a way to get tothem or prove that the brandsomehow "knows" them.
    • 32. ABOUT USMeyers Research Center (MRC) is a full service, state of the art market research and strategic consulting firm.We offer clients a wide variety of integrated services providing inventive solutions to complex marketing,advertising, product, strategic and sales issues.For over 35 years, MRC has provided clients with quality research, actionable insights, service and support.MRC specializes in a variety of quantitative and qualitative custom and syndicated market research including:Shopper Insights: Purchase Decision Research, Consumer Decision Trees, Syndicated Channel InsightsStudies (C-Store, Dollar Store, Membership Warehouse Club, Drug, Cross-Channel), Hispanic Multi-ChannelInsights, Shopper and Product Segmentation, Shopper MarketingObservational Insights: Shop-Alongs, Ethnographic Research, Mystery Shopping, Traffic Studies, ShadowShopping ResearchRetail Insights: Controlled Store Tests, Test Marketing, Matched Market Tests, Store Audits, MysteryShopping, Trade InterviewingConsumer Insights: Tracking Studies, Brand Awareness Studies, CSL Studies, A & U Studies, BrandExtension Testing, Advertising and Communication Studies, Sensory Testing, Product/Concept/Copy/PackageTesting, Market Segmentation, Brand Equity Research, Market-Structure Research
    • 33. THANK YOUwww.meyersresearch.com