Les innovations “Breakthrough” sont cruciales dans le succès et la survie d’une entreprise. Pourquoi ? Parce qu’elles vont doubler le retour sur investissement d’une innovation classique, non rupturiste.
D’un point de vue étude, il y a plusieurs questions qu’un marketeur doit se poser pour lancer avec succès des innovations de ruptures.
Les marques qui se développent sont les marques choisies par le plus de monde, le plus facilement et le plus souvent. Même si le constat parait évident, comprendre comment les consommateurs/clients font ces choix est clé pour tout professionnel du marketing.
Incremental vs Monumental Decision-MakingIpsos France
The world has changed. And these changes are driving the
need for new ways to identify and react to consumer
insights.
-------------------
Pour répondre de façon agile aux enjeux business de ses clients, Ipsos réinvente l’U&A pour laisser la place à la modularité et à l’incrémentalité décisionnelle en fusionnant les sources de données et de collecte.
The Bright Future of Market Research Smartees WorkshopInSites on Stage
This is the full slidedeck of our Smartees Workshop on 'the Bright Future of Market Research' (11 February, 2014). The main focus is on how both traditional quantitative and qualitative research can be better, fresher and more contemporary by approaching participants and internal stakeholders differently.
Exploring the world of water - The conversation revolution: brands & people d...InSites Consulting
Danone wanted to understand the use of water in daily life and highlight consumer expectations for water consumption in general, in order to determine the main consumer perceived benefits. It was important to focus on the scientific objectives (also afterwards in clinical testing) to prove and understand 4 certain effects of water. The final output Danone was looking for needed to confirm that water can bring real benefits for consumers and to show which benefits would be most impactful in the market when proven. In order to investigate water consumption from different angles, we implemented a ‘fusion research’ design. Fusion research is a research design where multiple (contemporary) research methodologies are combined in order to study a certain research question from different angles. By applying triangulation, a holistic view is achieved around the same solution or marketing problem. Each of the selected methods adds one piece to the final puzzle and serves as input for the subsequent phase.
Synergizing natural and research communities: Caring about the research ecosy...InSites Consulting
Research panels are under a lot of pressure: for far too long we have treated panels as ordinary databases. As a result, response rates to traditional surveys are in decline and it becomes harder to motivate people to participate in research projects. As researchers, we have to look into alternatives that still allow us to learn about the attitudes and behavior of consumers.
Thanks to the rise of social media, a whole new stream of consumer information has become available and our industry is embracing it as the new Walhalla. By using methods such as ‘social media netnography’ in which online conversations and stories are observed, researchers learn from online sources of textual and visual information that are freely available (Verhaeghe, Van den Berge, Schillewaert, 2009). Instead of asking new input from research participants, existing information is recycled. Because consumers are free to talk about whatever they like, social media netnography does not only provide answers on research questions one already had, but it also gives answers to questions they did not ask and answers without asking questions.
User-generated content is a welcome new source of information for researchers. But unlike our research panels, we should treat this new ecosystem with caution and preserve it while we still can. We need to learn from the past when we experiment with new ways of doing research.
When community members take over (by InSites Consulting). There will always be a gap between what a consumer shares and how a researcher interprets it. This disparity is created by a cultural, generation and/or knowledge gap. These different gaps make it difficult for a researcher to put things into the right perspective. Here, community participants can help us out. By becoming our co-researcher, they can find more and new insights that would otherwise not have been captured. Customers feel empowered and honoured when they are asked to become co-researchers. There are many ways to collaborate with co-researchers. In this article, our experience with co-researchers is illustrated in three case studies from Campbell’s, Air France-KLM and Philips.
Les marques qui se développent sont les marques choisies par le plus de monde, le plus facilement et le plus souvent. Même si le constat parait évident, comprendre comment les consommateurs/clients font ces choix est clé pour tout professionnel du marketing.
Incremental vs Monumental Decision-MakingIpsos France
The world has changed. And these changes are driving the
need for new ways to identify and react to consumer
insights.
-------------------
Pour répondre de façon agile aux enjeux business de ses clients, Ipsos réinvente l’U&A pour laisser la place à la modularité et à l’incrémentalité décisionnelle en fusionnant les sources de données et de collecte.
The Bright Future of Market Research Smartees WorkshopInSites on Stage
This is the full slidedeck of our Smartees Workshop on 'the Bright Future of Market Research' (11 February, 2014). The main focus is on how both traditional quantitative and qualitative research can be better, fresher and more contemporary by approaching participants and internal stakeholders differently.
Exploring the world of water - The conversation revolution: brands & people d...InSites Consulting
Danone wanted to understand the use of water in daily life and highlight consumer expectations for water consumption in general, in order to determine the main consumer perceived benefits. It was important to focus on the scientific objectives (also afterwards in clinical testing) to prove and understand 4 certain effects of water. The final output Danone was looking for needed to confirm that water can bring real benefits for consumers and to show which benefits would be most impactful in the market when proven. In order to investigate water consumption from different angles, we implemented a ‘fusion research’ design. Fusion research is a research design where multiple (contemporary) research methodologies are combined in order to study a certain research question from different angles. By applying triangulation, a holistic view is achieved around the same solution or marketing problem. Each of the selected methods adds one piece to the final puzzle and serves as input for the subsequent phase.
Synergizing natural and research communities: Caring about the research ecosy...InSites Consulting
Research panels are under a lot of pressure: for far too long we have treated panels as ordinary databases. As a result, response rates to traditional surveys are in decline and it becomes harder to motivate people to participate in research projects. As researchers, we have to look into alternatives that still allow us to learn about the attitudes and behavior of consumers.
Thanks to the rise of social media, a whole new stream of consumer information has become available and our industry is embracing it as the new Walhalla. By using methods such as ‘social media netnography’ in which online conversations and stories are observed, researchers learn from online sources of textual and visual information that are freely available (Verhaeghe, Van den Berge, Schillewaert, 2009). Instead of asking new input from research participants, existing information is recycled. Because consumers are free to talk about whatever they like, social media netnography does not only provide answers on research questions one already had, but it also gives answers to questions they did not ask and answers without asking questions.
User-generated content is a welcome new source of information for researchers. But unlike our research panels, we should treat this new ecosystem with caution and preserve it while we still can. We need to learn from the past when we experiment with new ways of doing research.
When community members take over (by InSites Consulting). There will always be a gap between what a consumer shares and how a researcher interprets it. This disparity is created by a cultural, generation and/or knowledge gap. These different gaps make it difficult for a researcher to put things into the right perspective. Here, community participants can help us out. By becoming our co-researcher, they can find more and new insights that would otherwise not have been captured. Customers feel empowered and honoured when they are asked to become co-researchers. There are many ways to collaborate with co-researchers. In this article, our experience with co-researchers is illustrated in three case studies from Campbell’s, Air France-KLM and Philips.
Did you ever wonder how you can detect powerful consumer insights and set them apart from the ones that won’t be game changers? What is a good insight and how can it be a springboard for future marketing actions? The path we follow to uncover these deep and potent insights here at InSites Consulting is elaborated here. In this paper, the focus lies on insight validation, the often skipped but necessary step in the consumer insight process and how insight validation can help unlock the insights with the greatest innovation, activation or branding potential.
This is the full slidedeck of our Best of Galvanize Smartees Webinar, with some inspiring presentations of our latest InSites Conference. This Webinar was hosted on Tuesday 25 October 2016 by Katia Pallini (Content Impact Manager at InSites Consulting)
Future of Design in Start-Ups Survey 2017 Albert Lee
We launched the Future of Design in Start-Ups survey last year to set a baseline for how design operates in the tech ecosystem and also to begin to track what value is created by design in fast growing companies.
This year, we asked some of the same questions from 2016 to create a trailing data set. We also wanted to dig into the nitty gritty of design teams (structures, salaries, etc.) and squint at where design might be going within start-ups in the future (new skills, new mediums, etc.).
We heard responses from over 350+ companies and this is a summary of what was shared. A sincere thank you to all those that responded!
UX Bristol 2017 - Three steps to consistent, connected, cross channel custome...Alan Colville
A hands-on workshop catapulting your UX beyond digital to create consistent, connected and cross channel customer experiences.
In three steps you’ll unleash the business changing power of UX by:
* assessing the state of UX in your organisation
* learning how to improve the research that you do
* seeing new ‘agile' ways of working and thinking, to join it up
With the business world seeing new value in user experience design, you’ll leave ready to take UX beyond digital, across channels and into the boardroom.
Future Proof Design and the Platform Design CanvasSimone Cicero
This presentation was given as an introduction of a workshop on the platform design canvas during the Barcelona Design Thinking Week at the Elisava Design and Engineering School.
The objective of the canvas is to help people design Platforms and Ecosystems not only one shot, one feature, linear products.
The canvas itself is derived by the Business Model Canvas of which it tries to overcome the limitations when applied in Platform Design.
The Platform Design Canvas is currently in Live Edit here http://goo.gl/wz615
Context post: http://meedabyte.com/2013/06/26/the-platform-design-canvas-a-tool-for-business-design/
Using behavioural science to get closer to the consumer.Ipsos France
Before psychologists and neuroscientists came onto the stage, Shakespeare’s Hamlet, Prince of Denmark was the best reference to understand our deep dislike of uncertainty and how it shapes our behaviour. Experimental psychology and more recently neuroscience have not replaced Hamlet but they have enriched our view of behaviour, especially behaviour within the context of uncertainty. They have also changed how we look at ourselves as consumers, shoppers, customers or citizens.
In this Ipsos Views paper, Pascal Bourgeat takes the helicopter view of behaviour to show that the lens we use is often out of focus and why. He then sets out to show a simpler and clearer view of how (economic) behaviour works from the overlap of various areas of behavioural science, and presents examples from different industry sectors. There is much to gain from having the right picture resolution when we set out to influence behaviour. For it is when we fit most closely around the way consumers, shoppers and customers ‘construct decisions’ that the creativity in our interventions, actions and campaigns is most effective.
[MÉTHODOLOGIE] Présentation d'un dispositif de collecte - JMS Ipsos France
A l'occasion de la 12ème Journée de Méthodologie Statistique organisée par l'INSEE, le département Ipsos Observer a présenté un dispositif de collecte de données mené avec la DARES permettant d'optimiser le taux de participation auprès d’un public jeune et peu qualifié (70% de taux de réponse).
L’étude PneuVUE*, réalisée par l’équipe Santé d’Ipsos MORI pour le laboratoire Pfizer met en lumière le manque de connaissances des Européens concernant les moyens de prévention existant pour lutter contre la pneumonie et pointe le relatif désintérêt de la population vis-à-vis des risques que représente cette maladie. Le rôle de sensibilisation des professionnels de santé s’avère donc crucial pour favoriser un vieillissement en bonne santé des populations.
Did you ever wonder how you can detect powerful consumer insights and set them apart from the ones that won’t be game changers? What is a good insight and how can it be a springboard for future marketing actions? The path we follow to uncover these deep and potent insights here at InSites Consulting is elaborated here. In this paper, the focus lies on insight validation, the often skipped but necessary step in the consumer insight process and how insight validation can help unlock the insights with the greatest innovation, activation or branding potential.
This is the full slidedeck of our Best of Galvanize Smartees Webinar, with some inspiring presentations of our latest InSites Conference. This Webinar was hosted on Tuesday 25 October 2016 by Katia Pallini (Content Impact Manager at InSites Consulting)
Future of Design in Start-Ups Survey 2017 Albert Lee
We launched the Future of Design in Start-Ups survey last year to set a baseline for how design operates in the tech ecosystem and also to begin to track what value is created by design in fast growing companies.
This year, we asked some of the same questions from 2016 to create a trailing data set. We also wanted to dig into the nitty gritty of design teams (structures, salaries, etc.) and squint at where design might be going within start-ups in the future (new skills, new mediums, etc.).
We heard responses from over 350+ companies and this is a summary of what was shared. A sincere thank you to all those that responded!
UX Bristol 2017 - Three steps to consistent, connected, cross channel custome...Alan Colville
A hands-on workshop catapulting your UX beyond digital to create consistent, connected and cross channel customer experiences.
In three steps you’ll unleash the business changing power of UX by:
* assessing the state of UX in your organisation
* learning how to improve the research that you do
* seeing new ‘agile' ways of working and thinking, to join it up
With the business world seeing new value in user experience design, you’ll leave ready to take UX beyond digital, across channels and into the boardroom.
Future Proof Design and the Platform Design CanvasSimone Cicero
This presentation was given as an introduction of a workshop on the platform design canvas during the Barcelona Design Thinking Week at the Elisava Design and Engineering School.
The objective of the canvas is to help people design Platforms and Ecosystems not only one shot, one feature, linear products.
The canvas itself is derived by the Business Model Canvas of which it tries to overcome the limitations when applied in Platform Design.
The Platform Design Canvas is currently in Live Edit here http://goo.gl/wz615
Context post: http://meedabyte.com/2013/06/26/the-platform-design-canvas-a-tool-for-business-design/
Using behavioural science to get closer to the consumer.Ipsos France
Before psychologists and neuroscientists came onto the stage, Shakespeare’s Hamlet, Prince of Denmark was the best reference to understand our deep dislike of uncertainty and how it shapes our behaviour. Experimental psychology and more recently neuroscience have not replaced Hamlet but they have enriched our view of behaviour, especially behaviour within the context of uncertainty. They have also changed how we look at ourselves as consumers, shoppers, customers or citizens.
In this Ipsos Views paper, Pascal Bourgeat takes the helicopter view of behaviour to show that the lens we use is often out of focus and why. He then sets out to show a simpler and clearer view of how (economic) behaviour works from the overlap of various areas of behavioural science, and presents examples from different industry sectors. There is much to gain from having the right picture resolution when we set out to influence behaviour. For it is when we fit most closely around the way consumers, shoppers and customers ‘construct decisions’ that the creativity in our interventions, actions and campaigns is most effective.
[MÉTHODOLOGIE] Présentation d'un dispositif de collecte - JMS Ipsos France
A l'occasion de la 12ème Journée de Méthodologie Statistique organisée par l'INSEE, le département Ipsos Observer a présenté un dispositif de collecte de données mené avec la DARES permettant d'optimiser le taux de participation auprès d’un public jeune et peu qualifié (70% de taux de réponse).
L’étude PneuVUE*, réalisée par l’équipe Santé d’Ipsos MORI pour le laboratoire Pfizer met en lumière le manque de connaissances des Européens concernant les moyens de prévention existant pour lutter contre la pneumonie et pointe le relatif désintérêt de la population vis-à-vis des risques que représente cette maladie. Le rôle de sensibilisation des professionnels de santé s’avère donc crucial pour favoriser un vieillissement en bonne santé des populations.
Communique de presse One Premium 2015 - 2016Ipsos France
L'ACPM publie les résultats de l'étude ACPM One Premium 2015 - 2016 qui mesure l'audience des marques de presse auprès de la population des influenceurs sur le plan professionnel - les TOP Cadres (dirigeants, cadres et professions indépendantes) ou sur le plan personnel - les TOP Revenus (individus de 18 ans et plus appartenant à un foyer à hauts revenus).
Les Français et leurs animaux de compagnieIpsos France
Leader français de l’assurance santé animale, SantéVet a lancé avec Ipsos le 1er observatoire national sur « Les Français et leurs animaux de compagnie ». Cette enquête approfondie - qui va de l’acquisition de l’animal à sa santé en passant par les soins et la prévention, son lieu de sommeil et ce qu’il apporte à leurs propriétaires - permet de mieux connaitre qui sont les propriétaires de chien et de chat, d’avoir un état des lieux de leur implication et de mieux comprendre leur relation à l’animal.
"While retailers and their suppliers generally provide a contiguous path for selected solutions, their ability to accurately predict the consumer need will never match that of the consumer themselves. Therefore, the strongest solutions, and the products that wrap them, come not from the retailer or their suppliers, but from the retailer's customer. The retailer need only develop the innovative ecosystem that encourages the process." - From the white paper "Innovation reconsidered" by Mark Reyland
Asia is facing an economic downturn – and the slowdown has already started. Consumer confidence and spending are
declining across the region and this trend is predicted to continue. In China, the largest market by far, FMCG sales volumes are now flat year-on-year. Whatever the eventual outcome, it seems certain that brands will face more testing times – and not all will survive.
The "Genesis: Idea Stage" ebook explains the phase where the journey starts for every startup: the idea stage. This eBook is the first part of the "Startup Master Class" series covering the idea, problem/solution fit, product/market fit and scaling stages.
information need for paperWhy Is This ImportantProduc.docxlanagore871
information need for paper
Why Is This Important?
Product development is the engine for making innovations—new ideas—come to life. This is at the heart of what businesses do. In fact, without an understanding of how to develop new ideas and turn them into products, businesses wouldn’t exist. The companies that have been around for decades, such as GE or Apple, continue to thrive because they know how to listen to customers, generate new ideas, and turn those ideas into products their customers love and—most importantly for the business—purchase. Companies who aren’t able to go through this process won’t have anything to sell that customers want. Those companies will lose their customers to competing businesses. Without customers, a company won’t be around for long. That’s a big risk for a business.
Companies also need to know how well a product is doing in the market. Is it still new and exciting, and are sales growing? Are customers continuing to buy it, and have sales been steady over the last few months? Or do people seem to not want the product anymore, and are sales starting to fall? These phases are all natural parts of the product life cycle. It’s important for businesses to be able to recognize each of these phases. For example, if customers no longer want a particular product, a company can begin the process of creating a new, better product to replace the current one. Businesses need to know when and how to introduce these new products.
QUICK QUESTION:
Do you work for a company that consistently creates new and interesting products? Or have most of the products been around for a while?
What companies come to mind that do a good job of introducing new products?
How Does This Connect to the Other Parts of Business?
Products and services are the backbone of a business. Companies exist because they have something valuable to offer their customers. Without that, a company has nothing to sell—and customers have nothing to buy. That, of course, means there is no money for the accountants and finance team to track and measure. Sure, a business can have a leadership team and strong management, but it will just be people in an office with nothing to sell. How will it compete with other businesses with a product?
This is why we’re starting with product development. Throughout the rest of this course, you’ll learn how products are sold to customers, how those sales lead to profits and growth, and how strong teams can lead companies to do even more. But remember, all good businesses are built around a product or service that meets a need or addresses an opportunity.
Now, let’s jump right into this week’s materials with an Explore Activity.
STRAYER TALKS: PRODUCT DEVELOPMENT WITH ALIKAY NATURALS
“Everything changes and nothing stands still.”
— HERACLITUS, GREEK PHILOSOPHER
THE IMPORTANCE OF CHANGE
You may have heard it before: “The only constant is change.” This is especially true in business, where companies must constantly ...
Test Your Innovation IQ Holly Green, Contributor Origina.docxtodd191
Test Your Innovation IQ
Holly Green, Contributor
Original Source
Everyone knows that innovation means coming up with the next great idea in your
industry, right? Actually, there’s a lot more to it than that. Test your ability to separate
innovation fact from fiction by answering the following questions true or false:
1. Innovation is the act of coming up with new and creative ideas.
2. Innovation is a random process.
3. Innovation is the exclusive realm of a few naturally talented people.
4. The biggest obstacle to innovation is a lack of organizational resources and
know-how.
5. The most important type of innovation involves bringing new products and
services to market.
6. Teaching employees to think creatively will guarantee innovation.
7. The most powerful way to trigger your brain is to simply ask it a question.
8. Most companies pursue incremental rather than disruptive innovation.
9. Most companies are not structured to innovate.
10. Listening to your customers is a great way to innovate.
Answers:
1. False. In business, innovation is the act of applying knowledge, new or old, to the
creation of new processes, products, and services that have value for at least one of
your stakeholder groups. The key word here is applying. Generating creative ideas is
certainly part of the process. But in order to produce true innovation, you have to
actually do something different that has value.
2. False. Innovation is a discipline that can (and should) be planned, measured, and
managed. If left to chance, it won’t happen.
3. False. Everyone has the power to innovate by letting their brain wander, explore,
connect, and see the world differently. The problem is that we’re all running so fast that
we fail to make time for the activities that allow our brains to see patterns and make
connections. Such as pausing and wondering….what if?
4. False. In most organizations, the biggest obstacle to innovation is what people
already know to be true about their customers, markets, and business. Whenever you’re
absolutely, positively sure you’re right, any chance at meaningful innovation goes out
the window.
https://www.forbes.com/sites/work-in-progress/2011/12/06/test-your-innovation-iq/#3133e7f0395b
5. False. It’s certainly important to bring new products and services to market. But the
most important form of innovation, and the #1 challenge for today’s business leaders
may really be reinventing the way we manage ourselves and our companies.
6. False. New ideas are a dime a dozen. The hard part is turning those ideas into new
products and services that customers value and are willing to pay for -- a process that
requires knowledge about what your customers want and need, coupled with
implementation.
7. True. Ask a question and the brain responds instinctually to get closure. The key with
innovation is to ask questions that open people to possibilities, new ways of looking at
the same data, and new interpre.
Open Innovation - The Customer as a development partnerVincent Aydin
The internet has redefined the relationship between firms and their customers. Customers are able and willing to take part in
development processes: They voice their opinion
about products that are about to be released to
the market, bring in new ideas, test prototypes and
promote new innovation via social networks. How do you take advantage of this?
In the quest for innovation, companies all over the world are embracing the need for customer insight to drive product development, with many corporates investing in innovation labs with user testing facilities, and embarking on large scale customer research.
These kinds of undertakings do not come cheap - so when you do choose to invest in customer research, how do you make sure you get the most out of your spend?
Here's Wilson Fletcher's view on getting the most out of user research and the best way of implementing it to consistently drive successful innovation.
As presented by Lauren Argenta at Wilson Fletcher's Sydney event on 7th April 2016.
When you need to compete on innovation rather than efficiency.
SUMMARY:
The confluence of two fundamental conditions is required to meaningfully spark the types of insights that drive your strategy and create viable products:
* Knowledge
* Imagination
This is being “innovation ready” and is essential to develop smart, thoughtful products that users want and customers will buy.
There are multiple frameworks and theories on product development. Some of the most astute and popular that have shaped our way of thinking and better enabled the start-up and large enterprise alike are:
* Lean Start-up
* Design Thinking
* Jobs-to-be-Done (JTBD)
* Agile
Extending on the collective wisdom of these frameworks, Innovation Ready focuses on the specific conditions necessary to develop the informed insights that drive meaningful product strategy. It's these moments of inspiration that ultimately shape and form our work and, at a minimum, de-risk our product development activities, but more boldly, enable us to deliver the next breakthrough product.
Table of Contents:
Foundation: Problem | Solution | Product
User Problem
Innovation Ready
Building Your Knowledge
User & Customer Needs
Market Dynamics
* Existing Solutions
* Behavior Analytics
* External Constraints
* Secondary Research/ Market Trends
Imagination
Business Model
* Lean Canvas
* Market Size
Iterating & Ideating Your Product
* Plan & Test
* Collect & Learn
* Ideate & Evolve
Minimum Viable / Lovable Product
Evaluation Checkpoints
Product-Market Fit
A challenging presentation about brand issues, challenges, paradoxes, questions and trends - issues that underlie brand development, brand evolution, the relationship of brands with their diverse stakeholders, the impact of social media upon brands and how brand meaning is created and managed.
Similar to Ne laissez pas mourir vos prometteuses innovations de rupture ! (20)
Intentions de vote pour les élections européennes de 2024 - 7 juin 2024Ipsos France
A 48h du scrutin, Ipsos prend une dernière fois pour Le Monde le pouls de l'électorat avant le vote du 9 juin.
En savoir plus : https://www.ipsos.com/fr-fr/europeennes-2024-hayer-et-glucksmann-au-coude-coude-deux-jours-du-scrutin
Européennes 2024 : Intentions de vote - Mai 2024Ipsos France
Selon le sondage Ipsos réalisé du 5 au 6 juin pour Le Parisien et Radio France, la liste du Rassemblement National menée par Jordan Bardella rassemblerait 32% des intentions de vote, devant la liste Renaissance, LREM, Modem, Horizons et UDI de Valérie Hayer à 15,5% et la liste PS-Place Publique de Raphaël Glucksmann à 13,5%.
En savoir + : https://www.ipsos.com/fr-fr/europeennes-2024-les-dynamiques-3-jours-du-scrutin
Perception et utilité sociale du footballIpsos France
Le Crédit Agricole a confié à Ipsos la réalisation d'un sondage inédit sur l'impact du football et de sa pratique auprès des Français, ainsi que son importance en tant que vecteur de lien social. Des résultats révélateurs de la popularité de ce sport.
En savoir plus : https://www.ipsos.com/fr-fr/le-football-vecteur-de-lien-social-pour-huit-francais-sur-dix
Conseil et vaccination du voyageur en pharmacieIpsos France
Valneva a fait appel à l'expertise d'Ipsos Healthcare pour réaliser une étude sur les comportements et les attentes des Français en matière de santé dans le cadre d'un voyage prévu hors de l'Union Européenne dans les 12 prochains mois. Les résultats révèlent le rôle essentiel des pharmaciens dans la préparation sanitaire des voyages à l'international.
Européennes 2024 : Enquête électorale - Vague 5 - Mai 2024Ipsos France
Pour mieux comprendre les logiques de la décision électorale et dans la perspective des élections européennes de juin 2024, Ipsos, le Cevipof, La Fondation Jean Jaurès, l'Institut Montaigne et le Monde ont mis en place un dispositif d'enquête exceptionnel basé sur un panel de plus de 10 000 personnes : l'Enquête électorale Européennes.
En savoir plus : https://www.ipsos.com/fr-fr/europeennes-2024-le-rassemblement-national-en-tete-une-semaine-du-vote
La transidentité, un sujet qui fractionne les FrançaisIpsos France
Ipsos, l’une des principales sociétés mondiales d’études de marché dévoile les résultats de son étude Ipsos Global Advisor “Pride 2024”. De ses débuts aux Etats-Unis et désormais dans de très nombreux pays, le mois de juin est traditionnellement consacré aux « Marches des Fiertés » et à des événements festifs autour du concept de Pride. A cette occasion, Ipsos a réalisé une enquête dans vingt-six pays dressant plusieurs constats. Les clivages des opinions entre générations s’accentuent tandis que le soutien à des mesures sociétales et d’inclusion en faveur des LGBT+ notamment transgenres continue de s’effriter.
Les jeunes et les élections européennes - Mai 2024Ipsos France
À l'approche des élections européennes, Ipsos a réalisé pour Brut. avec Franceinfo une enquête auprès des moins de 30 ans. 1165 jeunes âgés de 18 à 29 ans, constituant un échantillon national représentatif des jeunes âgés de 18 ans à 29 ans, inscrits sur les listes électorales, ont été interrogés.
En savoir plus : https://www.ipsos.com/fr-fr/europeennes-2024-pour-quelles-listes-voteront-les-jeunes
Les Français et les élections européennes - Mai 2024Ipsos France
A vingt jours des élections européennes, Ipsos a mené pour France Télévisions une enquête sur la perception des Français des élections européennes.
En savoir plus : https://www.ipsos.com/fr-fr/europeennes-2024/
Baromètre politique Ipsos-La Tribune Dimanche - Mai 2024Ipsos France
Préoccupations des Français, cotes de popularité de l'exécutif, du gouvernement et des leaders politiques Français, questions d'actualité... Retrouvez ici les derniers résultats de notre sondage d'opinion, le Baromètre Politique Ipsos-La Tribune Dimanche.
En savoir plus: https://www.ipsos.com/fr-fr/barometre-ipsos-la-tribune-dimanche
Ipsos Update - Le best of Ipsos à travers le monde - Mai 2024Ipsos France
Retrouvez chaque mois le meilleur des publications Ipsos à travers le monde sélectionné par notre Knowledge Centre. Découvrez vite notre dernier numéro : études, points de vue, analyses... dans un format synthétique et pratique ! L'essentiel en une page et des liens pour aller plus loin.
En savoir plus : https://www.ipsos.com/fr-fr/ipsos-update-mai-2024
Les élections européennes et les enjeux écologiques, sociaux et économiqu...Ipsos France
Selon l'enquête menée par Ipsos pour le Pacte du pouvoir de vivre, la lutte contre le changement climatique est considérée par les Français comme la priorité n°1 pour l'Union européenne. Ce sentiment est particulièrement répandu chez les moins de 50 ans. Toutefois, malgré cette forte attente, la confiance dans la capacité de l'UE à faire face efficacement à ce problème est faible. Cette enquête explore ces attitudes complexes, examinant la confiance du public dans l'UE sur divers enjeux et les perceptions de la faisabilité des mesures proposées.
En savoir + : https://www.ipsos.com/fr-fr/europeennes-2024/la-lutte-contre-le-rechauffement-climatique-un-enjeu-prioritaire-pour-lunion-europeenne
Européennes 2024 : Intentions de vote - Mai 2024Ipsos France
Selon la nouvelle vague du sondage Ipsos réalisé les 13 et 14 mai pour Le Parisien et Radio France, la liste du Rassemblement National menée par Jordan Bardella rassemblerait 31% des intentions de vote, devant la liste Renaissance, LREM, Modem, Horizons et UDI de Valérie Hayer à 16% et la liste PS-Place Publique de Raphaël Glucksmann à 14,5%.
En savoir plus : https://www.ipsos.com/fr-fr/europeennes-2024/lecart-entre-les-listes-de-raphael-glucksmann-et-de-valerie-hayer-se-resserre
En 12 ans, les Français ont doublé leur temps consacré au sportIpsos France
Ipsos, en partenariat avec la Fédération Française d’Education Physique et de Gymnastique Volontaire (FFEPGV), dévoile son baromètre annuel sur les Français et le sport.. Avec plus de 10 années de recul, ces données permettent de décrypter les évolutions concernant les pratiques sportives des Français : quelles sont leurs motivations, leurs habitudes, la perception qu’ils ont du sport...
Européennes 2024 : Enquête électorale - Vague 4 - Avril 2024Ipsos France
Pour mieux comprendre les logiques de la décision électorale et dans la perspective des élections européennes de juin 2024, Ipsos, le Cevipof, La Fondation Jean Jaurès, l'Institut Montaigne et le Monde ont mis en place un dispositif d'enquête exceptionnel basé sur un panel de plus de 10 000 personnes : l'Enquête électorale Européennes.
En savoir plus : https://www.ipsos.com/fr-fr/europeennes-2024-le-vote-glucksmann-une-dynamique-encore-incertaine
Vaccination : un déficit d’information chez les parents d’enfants et les seniorsIpsos France
Ipsos réalise pour la deuxième année consécutive le baromètre sur la vaccination pour GSK. Un état des lieux des perceptions, connaissances et comportements des Français sur ce sujet a été menée à l'occasion semaine européenne de la vaccination du 22 au 28 avril.
Baromètre de la solidarité Apprentis d'Auteuil - Avril 2024Ipsos France
Alors que s’est ouverte la période de déclaration de revenus et de la fortune immobilière, Apprentis d’Auteuil publie les résultats de la cinquième édition de son baromètre annuel de la solidarité. Cette étude, réalisée par Ipsos, a été conduite auprès d’un échantillon représentatif de la population française ainsi qu’auprès d’un échantillon de Français disposant de « très hauts revenus » (120 000 € ou plus par foyer et par an, moins de 2% des foyers fiscaux).
En savoir plus : https://www.ipsos.com/fr-fr/barometre-de-la-solidarite-pour-quelles-causes-les-francais-projettent-ils-de-donner-en-2024
Baromètre politique Ipsos-La Tribune - Avril 2024Ipsos France
Préoccupations des Français, cotes de popularité de l'exécutif, du gouvernement et des leaders politiques Français, questions d'actualité... Retrouvez ici les derniers résultats de notre sondage d'opinion, le Baromètre Politique Ipsos-La Tribune Dimanche.
En savoir plus: https://www.ipsos.com/fr-fr/barometre-ipsos-la-tribune-dimanche
Ipsos Update - Le best of Ipsos à travers le monde - Avril 2024Ipsos France
Retrouvez chaque mois le meilleur des publications Ipsos à travers le monde sélectionné par notre Knowledge Centre. Découvrez vite notre dernier numéro : études, points de vue, analyses... dans un format synthétique et pratique ! L'essentiel en une page et des liens pour aller plus loin.
En savoir plus : https://www.ipsos.com/fr-fr/ipsos-update-avril-2024
Le regard des Français sur les Jeux Olympiques de 2024Ipsos France
Alors que la cérémonie d’ouverture des Jeux Olympiques de 2024 à Paris se rapproche, l’enquête menée par Ipsos pour La Tribune montre une baisse de l’intérêt porté par les Français pour les Jeux. Si une majorité de Français (53%) se déclarent intéressés, cette proportion est en baisse de 8 points par rapport à octobre 2023. L’intérêt est plus marqué chez les plus jeunes (65% des moins de 35 ans) et chez les hommes (58%).
En savoir plus : https://www.ipsos.com/fr-fr/le-regard-des-francais-sur-les-jeux-olympiques-de-2024
Data Centers - Striving Within A Narrow Range - Research Report - MCG - May 2...pchutichetpong
M Capital Group (“MCG”) expects to see demand and the changing evolution of supply, facilitated through institutional investment rotation out of offices and into work from home (“WFH”), while the ever-expanding need for data storage as global internet usage expands, with experts predicting 5.3 billion users by 2023. These market factors will be underpinned by technological changes, such as progressing cloud services and edge sites, allowing the industry to see strong expected annual growth of 13% over the next 4 years.
Whilst competitive headwinds remain, represented through the recent second bankruptcy filing of Sungard, which blames “COVID-19 and other macroeconomic trends including delayed customer spending decisions, insourcing and reductions in IT spending, energy inflation and reduction in demand for certain services”, the industry has seen key adjustments, where MCG believes that engineering cost management and technological innovation will be paramount to success.
MCG reports that the more favorable market conditions expected over the next few years, helped by the winding down of pandemic restrictions and a hybrid working environment will be driving market momentum forward. The continuous injection of capital by alternative investment firms, as well as the growing infrastructural investment from cloud service providers and social media companies, whose revenues are expected to grow over 3.6x larger by value in 2026, will likely help propel center provision and innovation. These factors paint a promising picture for the industry players that offset rising input costs and adapt to new technologies.
According to M Capital Group: “Specifically, the long-term cost-saving opportunities available from the rise of remote managing will likely aid value growth for the industry. Through margin optimization and further availability of capital for reinvestment, strong players will maintain their competitive foothold, while weaker players exit the market to balance supply and demand.”
Levelwise PageRank with Loop-Based Dead End Handling Strategy : SHORT REPORT ...Subhajit Sahu
Abstract — Levelwise PageRank is an alternative method of PageRank computation which decomposes the input graph into a directed acyclic block-graph of strongly connected components, and processes them in topological order, one level at a time. This enables calculation for ranks in a distributed fashion without per-iteration communication, unlike the standard method where all vertices are processed in each iteration. It however comes with a precondition of the absence of dead ends in the input graph. Here, the native non-distributed performance of Levelwise PageRank was compared against Monolithic PageRank on a CPU as well as a GPU. To ensure a fair comparison, Monolithic PageRank was also performed on a graph where vertices were split by components. Results indicate that Levelwise PageRank is about as fast as Monolithic PageRank on the CPU, but quite a bit slower on the GPU. Slowdown on the GPU is likely caused by a large submission of small workloads, and expected to be non-issue when the computation is performed on massive graphs.
06-04-2024 - NYC Tech Week - Discussion on Vector Databases, Unstructured Data and AI
Discussion on Vector Databases, Unstructured Data and AI
https://www.meetup.com/unstructured-data-meetup-new-york/
This meetup is for people working in unstructured data. Speakers will come present about related topics such as vector databases, LLMs, and managing data at scale. The intended audience of this group includes roles like machine learning engineers, data scientists, data engineers, software engineers, and PMs.This meetup was formerly Milvus Meetup, and is sponsored by Zilliz maintainers of Milvus.
06-04-2024 - NYC Tech Week - Discussion on Vector Databases, Unstructured Data and AI
Round table discussion of vector databases, unstructured data, ai, big data, real-time, robots and Milvus.
A lively discussion with NJ Gen AI Meetup Lead, Prasad and Procure.FYI's Co-Found
Chatty Kathy - UNC Bootcamp Final Project Presentation - Final Version - 5.23...John Andrews
SlideShare Description for "Chatty Kathy - UNC Bootcamp Final Project Presentation"
Title: Chatty Kathy: Enhancing Physical Activity Among Older Adults
Description:
Discover how Chatty Kathy, an innovative project developed at the UNC Bootcamp, aims to tackle the challenge of low physical activity among older adults. Our AI-driven solution uses peer interaction to boost and sustain exercise levels, significantly improving health outcomes. This presentation covers our problem statement, the rationale behind Chatty Kathy, synthetic data and persona creation, model performance metrics, a visual demonstration of the project, and potential future developments. Join us for an insightful Q&A session to explore the potential of this groundbreaking project.
Project Team: Jay Requarth, Jana Avery, John Andrews, Dr. Dick Davis II, Nee Buntoum, Nam Yeongjin & Mat Nicholas
Techniques to optimize the pagerank algorithm usually fall in two categories. One is to try reducing the work per iteration, and the other is to try reducing the number of iterations. These goals are often at odds with one another. Skipping computation on vertices which have already converged has the potential to save iteration time. Skipping in-identical vertices, with the same in-links, helps reduce duplicate computations and thus could help reduce iteration time. Road networks often have chains which can be short-circuited before pagerank computation to improve performance. Final ranks of chain nodes can be easily calculated. This could reduce both the iteration time, and the number of iterations. If a graph has no dangling nodes, pagerank of each strongly connected component can be computed in topological order. This could help reduce the iteration time, no. of iterations, and also enable multi-iteration concurrency in pagerank computation. The combination of all of the above methods is the STICD algorithm. [sticd] For dynamic graphs, unchanged components whose ranks are unaffected can be skipped altogether.
Adjusting OpenMP PageRank : SHORT REPORT / NOTESSubhajit Sahu
For massive graphs that fit in RAM, but not in GPU memory, it is possible to take
advantage of a shared memory system with multiple CPUs, each with multiple cores, to
accelerate pagerank computation. If the NUMA architecture of the system is properly taken
into account with good vertex partitioning, the speedup can be significant. To take steps in
this direction, experiments are conducted to implement pagerank in OpenMP using two
different approaches, uniform and hybrid. The uniform approach runs all primitives required
for pagerank in OpenMP mode (with multiple threads). On the other hand, the hybrid
approach runs certain primitives in sequential mode (i.e., sumAt, multiply).
Adjusting primitives for graph : SHORT REPORT / NOTESSubhajit Sahu
Graph algorithms, like PageRank Compressed Sparse Row (CSR) is an adjacency-list based graph representation that is
Multiply with different modes (map)
1. Performance of sequential execution based vs OpenMP based vector multiply.
2. Comparing various launch configs for CUDA based vector multiply.
Sum with different storage types (reduce)
1. Performance of vector element sum using float vs bfloat16 as the storage type.
Sum with different modes (reduce)
1. Performance of sequential execution based vs OpenMP based vector element sum.
2. Performance of memcpy vs in-place based CUDA based vector element sum.
3. Comparing various launch configs for CUDA based vector element sum (memcpy).
4. Comparing various launch configs for CUDA based vector element sum (in-place).
Sum with in-place strategies of CUDA mode (reduce)
1. Comparing various launch configs for CUDA based vector element sum (in-place).
2. Breakthrough innovations are
critical to the future success
of your organization.
Why?
Because they can yield
more than double the
returns of non-breakthrough
innovations.
An analysis of innovation investments and returns conducted
by The Monitor Group and published in the Harvard Business
Review suggests a better-balanced innovation portfolio results
in meaningfully higher share price performance.
Specifically, it suggests that if 10% of your innovation activity
is “transformational,” which is roughly synonymous with
“breakthrough,” you can expect to generate 70% of your
innovation returns from those transformational innovations.
However, developing breakthrough innovations is difficult.
Many breakthroughs die in the innovation process. Looking at
our databases, we see that only 1% - 2% of CPG innovations
1
Don’t Let Promising
Breakthrough
Innovations Die
in our Concept/Product Test database are breakthrough
compared to 5% in our Concept database – suggesting that
many breakthroughs die before proceeding to the CPT phase.
There are many obstacles to getting to breakthrough
innovations. These include procedural barriers in your
organization that stop you from introducing more revolutionary
products, not having the technical feasibility to manufacture
the product, and financial controls that prevent innovations
that don’t meet hurdles from moving forward (despite the need
for iterative research and design required when developing
breakthrough innovations). There is another set of barriers
related to innovation success that we refer to as consumer
barriers. This paper will shed light on these real-life consumer
barriers – and what you can do to prevent them from killing
your breakthrough innovation.
3. 2
Don’t Let Promising
Breakthrough Innovations Die
Lee Markowitz
Consumer barriers
to innovation
Consumer barriers are the psychological barriers that make it
more difficult for breakthrough products to gain the space in
consumers’ lives that they need to gain traction and grow. Here
are a few consumer barriers that could kill off a breakthrough
innovation:
• NotRelevant—Relevanceistheextenttowhichtheproduct
or service meets consumers’ needs. Breakthrough products
often come with unclear benefits and consumers do not
perceive their relevance – if that is the case, then consumers
will find it difficult to directly replace a current behavior with
a new behavior. Think about the new Sense sleep tracking
device from Hello, aimed at improving a person’s sleep. It
differentiates itself from other sleep tracking devices by
taking into account the environment (i.e., sound, light and
temperature), not the person sleeping. But what is the
benefit to the consumer? It turns out that Sense downloads
this information into an app you can use to improve your
sleep. However, as a breakthrough product, Sense needs to
carefully (and simply) explain the benefit to consumers,which
it does through a video on the home page of its Website.
• Not Believable — Consumer barriers to breakthrough
innovation also focus very much on believability. Take, for
example, Orville Redenbacher’s Pop Up Bowl, which is a
microwave popcorn bag that turns into a bowl. Consumers
may find it hard to believe that a microwavable bowl will
hold their popcorn, not burn them, and not leak. These
are all believability issues that Orville Redenbacher had to
overcome. Believability can relate to many aspects of the
product – from efficacy and speed to convenience and
safety, to name just a few.
Sense sleep tracking device by Hello
4. 3
Don’t Let Promising
Breakthrough Innovations Die
Lee Markowitz
• Too Expensive — Breakthroughs tend to be more
expensive, and this can be a huge barrier. In order to
justify a premium price, the innovation really has to be
highly differentiated from the competition and has to be
relevant – otherwise it is just overpriced. A great example
of a breakthrough innovation that overcame its high
price by providing high differentiation was Viagra, which
(without insurance) costs about $300 for a pack of 10 pills.
• Requires Behavior Change — Our own personal
intuitions – as well as lots of sociological research – suggest
that we humans are really bad at and instinctively averse
to changing our behavior. In fact, some academics believe
that traditional consumer-led research processes hinder the
development of breakthrough products since respondents
will tend to reject products that appear to require significant
change. Tesla will launch its first electric car for the masses
(i.e., priced at about $35,000 for general consumption)
in 2017. Despite the fact that the car will be affordable, it
will require behavior change – instead of going to the gas
station, drivers will need to recharge it through a recharging
station installed in their home. We will need to see how
consumers will react to this required behavior change.
• Forces “Future State” Thinking — When it comes to
thinking about using breakthrough products, it is difficult
for mass consumers to view themselves in a future state
as opposed to a current state. As a result, they evaluate
breakthrough products differently than they do closer-
in products. Take, for example, the soup category. If
Campbell’s were to introduce a new flavor of soup,
consumers could picture the soup they eat today and
then contemplate whether or not they might accept that
new soup flavor as a substitute or additional product they
might consume. Now think about it in the context of soup
available in a K-cup type of package that could be used in a
Keurig machine – a new format which Campbell’s recently
launched. If I’m evaluating that idea in the abstract, I might
think of it as a good idea or a bad idea. However, if I’m
evaluating my potential purchase of the product, I care not
only about whether I think it’s a good idea or not but also
whether it will make the coffee I make in my Keurig machine
taste funny, what the clean-up might be like, and whether
it’s available in my preferred flavor.
5. Researching the
breakthrough innovation
There are several questions from a marketing research
standpointthatamarketerneedstoaskinordertosuccessfully
launch a breakthrough innovation.
Are your ideas breakthrough?
Marketers need to first confirm with consumers that the ideas
they are pursuing are truly breakthrough. It may be a huge
R&D breakthrough that we are now using a material
in our products that is 25% more absorbent
– but unless that benefits consumers and
changes their behavior in some way, it
is not a breakthrough innovation.
We can’t just come out and ask
consumers, “Do you think this
is a breakthrough innovation?”
Instead, we impute it from
their response patterns
based on Ipsos’ Innovation
Archetypes system for
evaluating portfolio fit for ideas
and concepts. Specifically, we
ask consumers how relevant,
differentiated, and believable
they find an idea to be. We can
also ask about expensiveness, but
only if the idea is developed enough to
have a price. By looking at the response
4
patterns – and in particular looking for ideas that tend to have
high uniqueness but low believability – we are able to identify
those ideas that fit the breakthrough profile. (Relevance also
matters – it must be strong, though it does not have to be as
strong as uniqueness.)
Do you know the competitive context?
In evaluating potential breakthrough products, marketers need
to recognize the need for the widest possible competitive
context. Typically, this entails moving beyond traditional
categories as you are often trying to create a new category
or sub-category, or potentially compete with a non-
productized solution. Just think about which
category a phablet might fit into – the
mobile phone category or the tablet
category? Your research must allow
consumers to think in terms of:
• Need states (even
helping consumers to envision
a future environment where
they might have a need for the
breakthrough product)
• Problems they have that
they’d like to solve
• Occasions on which a
product might be needed
• Where they believe a product
may be shelved
Don’t Let Promising
Breakthrough Innovations Die
Lee Markowitz
1
6. Are you using the right stimulus for a breakthrough?
It’s critical to provide a concrete stimulus that makes the
breakthrough idea seem more real, especially at the early
stage. It needs to highlight benefits and, if possible, a proof of
claim. The old rule of “never show more in your concept than
you can communicate in a 30-second ad” is, to some extent,
less relevant here because what we’re trying to do is measure
the potential of a breakthrough idea. Video is often a better
way to communicate a breakthrough idea – Kickstarter is an
example of how critical video is in explaining disruptive ideas.
On occasion, it may also be important simply to provide the
respondentswithanopportunitytoseekmoreinformation.The
mere act of allowing consumers to ask for more information
– from users, experts, and the like – can help move potential
buyers from uncertainty to action.
It’s important to note that if you provide more information in
the research, you need to replicate that exposure in real life.
Are you going beyond the basic measures?
If our competitive context and stimuli need to be different, it’s
not surprising that we also need to take a closer look at the
measures we are using to evaluate breakthrough innovations.
Interestingly, the measure most likely to eliminate breakthrough
ideas from the pipeline is Purchase Intent. Purchase Intent
forces consumers into a concrete evaluation of a given
product, and the combination of increased uncertainty plus
5
required behavioral change is typically too great a hurdle to
overcome. Instead, Ipsos groups the measures we use to
evaluate breakthrough innovations into two groups:
1. Foundational measures that predict in-market success
– Relevance, Expensiveness, and Differentiation –
along with Believability
2. Adjunct measures that represent consumer willingness
to dig deeper for additional information, or to be swayed
by positive recommendations and word of mouth. Positive
responses to these measures suggest the potential for a
long, sustained trial build and lay the groundwork for diffusion
modeling. Examples of adjunct measures are:
• How likely would you be to seek information on the
innovation?
• Do you feel that you have enough information to be able
to decide whether or not you would consider buying
the innovation?
• Would you say there are many alternatives to the innovation?
• If you owned the innovation, would you want people to know
you own it?
• Would you recommend it to people you know?
• Do you believe it will create a lot of excitement and will be
talked about?
Don’t Let Promising
Breakthrough Innovations Die
Lee Markowitz
7. How far ahead of the curve are you?
Next, marketers need to determine how far ahead of the curve
they are with their product introduction. There has been a fair
amount of academic effort focused on comparing adoption
patterns of really new products versus incrementally new
products. We can use consumers’ stated perceptions of
a product’s newness to impact how we model results. We
know from academic research that consumers are about four
times more likely to buy something in the short-term that they
consider being “somewhat new” as opposed to “really new.”
They are also more likely to follow through on their stated
intentions regarding buying a product that is “somewhat new.”
Newness also has a big implication for your marketing plan.
Being further ahead of the curve may ultimately result in
greater sales and category share, but it will take longer to get
there and require different tactics.
How do you measure influence?
Marketers need to incorporate where they are in the
adoption process and the impact of influencers directly into
6
their forecasts of breakthrough innovations. Often, diffusion
modeling (such as the Bass Model) is used to do this. Diffusion
modeling considers the multiplicative or “snowball” effect a
smallgroupofearlyadopterscanhaveonthebuyingpropensity
of the much larger, subsequent population of purchasers.
In a typical adoption curve for a CPG product, we see an
almost immediate spike in sales driven by awareness and
distribution, followed by a fast or slow decline. In contrast, what
we see for breakthrough innovations is a slower trial build, as
the influential innovator segment makes purchases first and
then either endorses or rejects future purchase. The result
is a longer product lifecycle with peak sales coming later in
the cycle.
Diffusion measures the growth of incremental trial motivation –
not simply awareness – that is generated by these secondary
influences. It can increase both the size of the potential
trier pool as well as accelerate the pace of demand. Since
breakthrough products tend to have slower build periods,
the ability to estimate the probable sales inflection point and
subsequent long-term revenue potential is critical to evaluating
the true viability of a new innovation.
Don’t Let Promising
Breakthrough Innovations Die
Lee Markowitz
8. How do you market a breakthrough innovation?
In general, marketing plans for breakthrough innovations
should be based on the following parameters:
• The marketing plan needs to be more evenly spread
because the trial build is longer.
• Copy needs to be more educational in nature and offer
proof points.
• Understanding the target and how to reach it and persuade
it is critical (e.g., how is the target influenced or who does the
target go to for advice?).
• Identifying the barriers to trial and marketing against them
is crucial.
• Finding the right place to place the product (based on what
consumers are using today to solve the same need) is key.
• Creating incentives to get consumers to try the innovation
– and retry it– is a must (this may include reduced pricing,
promotion, or sampling).
A great example of successfully marketing a breakthrough
innovation comes from Kraft with the launch of its MiO Liquid
Water Enhancer. Launched in 2011, MiO did everything right.
They understood their target, which was Millennials and not
the stereotypical soccer mom that Kraft usually targets. To
reach Millennials, Kraft launched MiO digitally – offering free
samples on Facebook and using a character from the famous
Second City comedy troupe that Millennials could relate to (the
campaign went viral before MiO even hit the shelf). They also
made sure that their advertising and promotion spending was
7
strong in Year 1 but also continued in Year 2 (taking into account
slow trial builds associated with breakthroughs). And, finally,
since MiO was such a unique product – one that consumers
might not understand – Kraft aired commercials that showed
consumers exactly how to use MiO (i.e., squeeze a little or a
lot of MiO into a glass of water) and posted Frequently Asked
Questions on their Website, including “How do I use MiO?”.
Don’t Let Promising
Breakthrough Innovations Die
Lee Markowitz
9. 8
Don’t Let Promising
Breakthrough Innovations Die
Lee Markowitz
The bottom line on breakthroughs
To effectively introduce a breakthrough innovation, marketers must recognize that the research and marketing behind the innovation
are different from a traditional product. Before moving forward, marketers must first confirm with consumers that they really have a
breakthrough product. Second, they need to understand the potentially wide competitive set. Third, they need to modify their research
approaches to ensure that they use the right stimulus and ask the right questions. Finally, they have to rethink how they forecast the
success of these products (taking into account the newness of the innovation along with the role played by influencers) and build their
marketing plans accordingly.
Ipsos InnoQuest would like to acknowledge Linda Steinbach, Global President, Ipsos Marketing for her contributions to this paper.
10. Lee Markowitz is Global Chief Research Officer, Ipsos InnoQuest
Don’t Let Promising
Breakthrough Innovations Die
2016
GAME CHANGERS
<< Game Changers >> is the Ipsos signature.
At Ipsos we are passionately curious about people,
markets, brands and society. We make our changing
world easier and faster to navigate and inspire clients
to make smarter decisions. We deliver with security,
simplicity,speedandsubstance.WeareGameChangers.
About Ipsos InnoQuest
Ipsos InnoQuest helps clients accelerate
innovation for today’s changing world.
We help clients to kick-start their
innovation processes with overnight
and mobile solutions, uncover deep
consumer insights with our online
communities, and quantify business
potential right from the start. Our
fast and simple solutions, validated
forecasting models and real-time
simulators are built on our consistent
philosophy of what drives innovation
success – so clients can make better
decisions earlier.
Unique to Ipsos InnoQuest is our
ability to combine optimization
with qualification across all of our
end-to-end solutions, enabling clients
to maximize the ROI of their innovation
initiatives and product research
and development.
With unparalleled global reach and
expertise across a wide range of
sectors, we offer fast, simple, smart
solutions that lead to more successful
innovation and increased speed
to market.
This paper is part of the Ipsos Views series.
For more information contact the Ipsos Knowledge Centre at IKC@ipsos.com
www.ipsos.com