The document discusses how The NPD Group provides custom solutions and advanced analytics capabilities to help businesses in the automotive aftermarket industry make better decisions. These include conducting custom consumer research studies to test new products, packaging and marketing ideas. They also offer advanced data analytics to help with issues like pricing optimization, marketing effectiveness, and consumer behavior. The document provides several examples of how businesses have utilized NPD's custom and analytics services to improve their decision making.
The document summarizes research and advice from marketing directors on how brands can survive and thrive during an economic recession. It identifies two key strategies: 1) Fix fundamentals like following the money, sharpening brand vision, and focusing on core products. 2) Get more impact from marketing budgets by being bold with PR ideas, using all branding assets like packaging to sell, and fueling word-of-mouth from loyal customers. Overall, it argues recessions require focusing deeply on the core brand rather than expanding into new areas.
The document provides an overview of business model components and strategies for direct and indirect sales channels. It discusses:
- The key components of a business model including customer segments, value propositions, channels, customer relationships, revenue streams, resources, activities and costs.
- Factors to consider for direct and indirect sales channels such as costs, target customers, partnerships, and balancing coverage between the two. Direct sales are suggested for high potential customers while indirect channels can help reach new customers.
- Examples of companies that use different balance of direct and indirect sales, such as Apple's mix of retail stores and partners, and Coca Cola relying entirely on indirect channels.
Brand Team 2016 sales/Marketing QuestionsDavid Delong
This document discusses concerns that pharmaceutical company colleagues may have such as hitting budget numbers, delivering sales growth that exceeds category growth, determining if new or existing business is driving current growth, and whether traditional key message delivery strategies are still effective. It suggests that improving the clinical and commercial relevance of sales conversations through a service called DrProfiling.com can help address these issues and improve the impact and performance of sales forces.
Marketing's magic metric
Elasticity is a misunderstood and neglected metric that can help marketers choose the best prices, the best promotions, the best media and so achieve optimum brand value, a leading academic has argued.
Writing in the current issue of Market Leader, Robert Shaw, honorary professor of marketing analytics at Cass Business School, described popular metrics such as awareness, engagement, loyalty and satisfaction as being helpful for brand beauty contests.
"But to pragmatic decision-makers they're as useful as sunroofs on submarines," he said.
Take price – "the litmus test of successful marketing" – where a premium signifies brand strength, differentiation and customer preference.
Cutting the price should theoretically increase revenues and market share, but Shaw pointed to the cautionary tale of General Motors which chased market share and ended up bankrupt.
"Smart decision-makers scrutinise revenue-growth and also take account of cost-growth," he averred, and they can pinpoint the precise price to optimise brand value.
That could mean raising prices and conceding market share while growing brand value. Or the opposite. "There are no cast-iron generalisations and the right decision depends on the details of the value calculations," Shaw advised.
A similarly pragmatic approach needs to be taken to decisions on promotions, which consumers have come to expect, but which can often damage brand value.
Shaw highlighted cannibalisation and rebates as big destroyers of brand value but added that, "judiciously planned, promotions are a major source of value for brand owners".
Turning to media elasticity, Shaw said this was typically much lower than price or promotional elasticity, with the law of diminishing returns setting in rapidly.
But knowledge of diminishing returns curves could enable planners to set an overall media budget that would help them both to find the total budget that optimised value-added and to select a mix of media that optimised value for a given total budget.
"Elasticity is not an esoteric concept," he declared. "This neglected metric deserves to be better known and more widely used."
1. Brand owners must change their strategies to adapt to the new normal context where consumers are fearful and anxious due to economic uncertainties.
2. Consumers' needs and expectations from brands are evolving from symbols of status to providers of experiences and solutions that make life easier. They are more price conscious and likely to switch to cheaper private label brands.
3. To succeed, marketers need to change their mindset, get rid of what doesn't work, and focus on understanding changing consumer segments and crafting strategies that meet their new needs instead of just focusing on competitors.
This lecture provides practical tips on how to prepare to enter the marketplace with your product. It is relevant for all start-ups that are still in a development phase and contemplating the various pieces that need to be in place for product launch. Case studies are used to emphasize the importance of taking a customer-centered approach to market entry and illustrate the barriers to scaling and selling your product.
This document provides an overview of marketing and outlines the key components of developing an effective marketing plan. It discusses the 4 Ps of marketing - product, place, price, and promotion. It emphasizes the importance of market research and defining the target market. The document then details the critical elements that should be included in a marketing plan such as goals, objectives, strategies, budget, and tactics. Finally, it provides homework assignments and resources for small businesses to further develop their marketing.
Digital Marketing Strategy IntroductionSkot Waldron
This presentation gives a high-level intro to how we build marketing strategies. It covers goals, buyer personas, content strategies, analytics, reporting, etc.
The document summarizes research and advice from marketing directors on how brands can survive and thrive during an economic recession. It identifies two key strategies: 1) Fix fundamentals like following the money, sharpening brand vision, and focusing on core products. 2) Get more impact from marketing budgets by being bold with PR ideas, using all branding assets like packaging to sell, and fueling word-of-mouth from loyal customers. Overall, it argues recessions require focusing deeply on the core brand rather than expanding into new areas.
The document provides an overview of business model components and strategies for direct and indirect sales channels. It discusses:
- The key components of a business model including customer segments, value propositions, channels, customer relationships, revenue streams, resources, activities and costs.
- Factors to consider for direct and indirect sales channels such as costs, target customers, partnerships, and balancing coverage between the two. Direct sales are suggested for high potential customers while indirect channels can help reach new customers.
- Examples of companies that use different balance of direct and indirect sales, such as Apple's mix of retail stores and partners, and Coca Cola relying entirely on indirect channels.
Brand Team 2016 sales/Marketing QuestionsDavid Delong
This document discusses concerns that pharmaceutical company colleagues may have such as hitting budget numbers, delivering sales growth that exceeds category growth, determining if new or existing business is driving current growth, and whether traditional key message delivery strategies are still effective. It suggests that improving the clinical and commercial relevance of sales conversations through a service called DrProfiling.com can help address these issues and improve the impact and performance of sales forces.
Marketing's magic metric
Elasticity is a misunderstood and neglected metric that can help marketers choose the best prices, the best promotions, the best media and so achieve optimum brand value, a leading academic has argued.
Writing in the current issue of Market Leader, Robert Shaw, honorary professor of marketing analytics at Cass Business School, described popular metrics such as awareness, engagement, loyalty and satisfaction as being helpful for brand beauty contests.
"But to pragmatic decision-makers they're as useful as sunroofs on submarines," he said.
Take price – "the litmus test of successful marketing" – where a premium signifies brand strength, differentiation and customer preference.
Cutting the price should theoretically increase revenues and market share, but Shaw pointed to the cautionary tale of General Motors which chased market share and ended up bankrupt.
"Smart decision-makers scrutinise revenue-growth and also take account of cost-growth," he averred, and they can pinpoint the precise price to optimise brand value.
That could mean raising prices and conceding market share while growing brand value. Or the opposite. "There are no cast-iron generalisations and the right decision depends on the details of the value calculations," Shaw advised.
A similarly pragmatic approach needs to be taken to decisions on promotions, which consumers have come to expect, but which can often damage brand value.
Shaw highlighted cannibalisation and rebates as big destroyers of brand value but added that, "judiciously planned, promotions are a major source of value for brand owners".
Turning to media elasticity, Shaw said this was typically much lower than price or promotional elasticity, with the law of diminishing returns setting in rapidly.
But knowledge of diminishing returns curves could enable planners to set an overall media budget that would help them both to find the total budget that optimised value-added and to select a mix of media that optimised value for a given total budget.
"Elasticity is not an esoteric concept," he declared. "This neglected metric deserves to be better known and more widely used."
1. Brand owners must change their strategies to adapt to the new normal context where consumers are fearful and anxious due to economic uncertainties.
2. Consumers' needs and expectations from brands are evolving from symbols of status to providers of experiences and solutions that make life easier. They are more price conscious and likely to switch to cheaper private label brands.
3. To succeed, marketers need to change their mindset, get rid of what doesn't work, and focus on understanding changing consumer segments and crafting strategies that meet their new needs instead of just focusing on competitors.
This lecture provides practical tips on how to prepare to enter the marketplace with your product. It is relevant for all start-ups that are still in a development phase and contemplating the various pieces that need to be in place for product launch. Case studies are used to emphasize the importance of taking a customer-centered approach to market entry and illustrate the barriers to scaling and selling your product.
This document provides an overview of marketing and outlines the key components of developing an effective marketing plan. It discusses the 4 Ps of marketing - product, place, price, and promotion. It emphasizes the importance of market research and defining the target market. The document then details the critical elements that should be included in a marketing plan such as goals, objectives, strategies, budget, and tactics. Finally, it provides homework assignments and resources for small businesses to further develop their marketing.
Digital Marketing Strategy IntroductionSkot Waldron
This presentation gives a high-level intro to how we build marketing strategies. It covers goals, buyer personas, content strategies, analytics, reporting, etc.
We coach Brand Leader on the principles of good analysis, how to assess health and wealth of the brand and turning your analytical thinking into strategic stories, projections and reports. We look at:
1. Principles of Good Analytics Gain more support for your analysis by telling analytical stories through data.
2. Health and Wealth of the Brand Assess brand situation looking category, consumer, channels, brand and competitors
3. Analytical stories get Decision Makers to “what do you think” stage Analysis turns fact into insight and data breaks form the story that sets up strategic choices.
4. Turn analytical thinking into projections Extrapolating data into the future, starts with what you are see in the current.
5. Monthly Brand Report Keep everyone on the team informed, engaged and aware of the strategic thinking
Michael Farrington - Staying Relevant in MarketingAMASanDiego
Our objective as marketers hasn’t changed despite the world changing around us. We remain in the business of changing human behavior — helping customers choose our companies, our products, and our brands (and NOT our competitors). The challenge? Our customers are engaging us later and later in the sales process, our customers know MORE about us than we know about our customers, and our marketing mix continues to get more and more complex. As marketing leaders, we will quickly become irrelevant if we don’t act now and understand how our customers are making decisions, why they’ve made those decisions, and where to place our limited marketing investments. Mike will share how he’s driving this shift within a $1 billion publicly-traded, medical technology company, including the process, tools, and insights to make that change happen at your organization.
Before launching our Price course a year ago, we talked to companies of all shapes and sizes about their struggles with pricing. Each and every one stated that, despite all the information they could gather on their sales, their costs and their competitors, when it came right down to it, their pricing was really just their best guess.
But we can’t leave such an important aspect of our products to chance, which is why in this issue we are delving into all things price related.
Jim Semick leads us off with a great look at the challenges and opportunities of pricing SaaS products. Then our own Mark Stiving talks about pricing in competitive landscapes. Finally, Holly Krafft and Reed Holden write about how to gain internal support for your pricing strategies, first at the leadership level and then within your sales organization.
But this issue isn’t all dollars and cents. I want to call particular attention to Robin Sharma’s article on the top 10 things amazing leaders do, regardless of whether they have a title. Following these simple steps could change the trajectory of your career and those around you.
Today’s product teams have a lot to juggle. Our hope is that this issue can provide you with some tools and tips to make it all just a little easier.
Happy Reading,
Rebecca Kalogeris, Editorial Director
This document outlines the key deliverables for a new product project, including:
1) A description of the new product idea and analysis of trends, consumer needs, the industry, and competitive landscape.
2) Concept development including perceptual maps, concept boards, and marketing research findings.
3) Details of the product line, brand positioning, volume forecast, packaging, pricing, distribution, marketing plans, and projected cash flow statement.
4) Discussion of risks, sensitivity analysis, and potential mitigation strategies.
Half of produce grown in America goes to waste for avoidable reasons. The solution is to create a new marketplace for non-commercially salable produce by improving on competitor products. The company saves produce at risk of being wasted, like misshapen fruits and vegetables, and customers choose from over 35 items for standard home delivery, avoiding overbuying issues. In the first year, the company rescued 18,000 pounds of produce, donated 4,000 pounds, and saved customers $10,000. Product development must focus on solving customer problems, and an MVP should test key features. Pricing strategy challenges include volatility, while motivating behavioral change requires ease of use and community building. Outsourcing decisions balance upfront costs
This document outlines 15 key factors that can increase the value of a business. It discusses developing proprietary products, serving niche markets with a sharp focus, selling consumable products to generate repeat business, and building an organized team to reduce risk for potential buyers and command a higher sale price. The overall message is that addressing these factors can maximize the value of a business for a future sale, borrowing, or transfer of ownership.
We make brands stronger and brand leaders smarter. Here's how we can help:
1. We lead workshops to define your brand, helping you uncover a unique, own-able Brand Positioning Statement and an organizing Big Idea that transforms your brand’s DNA into a consumer-centric and winning brand reputation.
2. We lead workshops to build a strategic Brand Plan that will optimize your resources and motivates everyone that touches the brand to follow the plan.
3. We coach on Marketing execution, helping build programs that create a bond with your consumers, to ensure your investment drives growth on your brand.
4. We will build a Brand Management Training Program, so you can unleash the full potential of your Marketing team, enabling them to contribute smart and exceptional Marketing work that drives brand growth.
5. Our Executive Coaching program is designed to help Marketing Leaders get smarter, and then drive stronger performance on their brands. Executives can use their increased knowledge to help their own teams get smarter.
This is a primer for entrepreneurs on the art of maximizing value in the sale of a business. Rule #1: Run your business as though it will be sold tomorrow. That way, you will always be in the best possible position to take advantage of rapidly changing market circumstances, including extracting the best deal from unsolicited offers to sell.
The document discusses the importance of assessing the viability of a business model before making large investments. It describes the speaker's experience with his previous startup Closely, which was unable to find a viable go-to-market channel despite testing direct sales, agency partners, and large solution providers. The speaker advocates doing a thorough evaluation of the addressable market, competition, and industry structure to understand risks before pursuing investment. The presentation provides tips for optimizing messaging and sales processes through continuous testing and iteration.
Measuring cx roi with social media deck 787-fGideon Ale
1. The document discusses measuring the return on investment (ROI) of customer experience (CX) using social media data and sentiment analysis.
2. It outlines Bottom-Line Analytics' Social Engagement Index (SEI) which provides a more accurate analysis of social media conversations than typical sentiment analysis tools by measuring stance shifts.
3. The SEI has been validated across various brands and is highly correlated with sales, showing it can predict commercial performance and help companies optimize marketing strategies.
Measuring Customer-Experience ROI with social mediaMichael Wolfe
Bottom-Line Analytics is a consulting firm focused on marketing effectiveness and brand performance analytics. They have developed the Social Engagement Index (SEI) which uses stance-shift analysis of social media conversations to more accurately measure consumer sentiment. The SEI has shown strong correlations to sales and brand metrics. Bottom-Line Analytics works with clients to use the SEI and other analytics to define brand positioning, measure sponsorship ROI, and optimize marketing mix and content strategies. Case studies demonstrate how the SEI has helped clients improve sales, launch new products successfully, and accelerate growth.
Value Based Pricing Strategy PowerPoint Presentation SlidesSlideTeam
Presenting this set of slides with name - Value Based Pricing Strategy Powerpoint Presentation Slides. Our topic specific Value Based Pricing Strategy Powerpoint Presentation Slides deck contains twenty four slides to formulate the topic with a sound understanding. This PPT deck is what you can bank upon. With diverse and professional slides at your side, worry the least for a powerpack presentation. A range of editable and ready to use slides with all sorts of relevant charts and graphs, overviews, topics subtopics templates, and analysis templates makes it all the more worth. This deck displays creative and professional looking slides of all sorts. Whether you are a member of an assigned team or a designated official on the look out for impacting slides, it caters to every professional field.
This document discusses closing the strategy to action gap and provides three reasons why the gap exists. First, strategies are often formulated inside-out around the business rather than focusing on customers' problems. Second, tactics are chosen arbitrarily rather than being designed to progress customers through their buying journey. Third, sales and marketing are often not properly aligned around shared objectives, strategy, and metrics. The document recommends building strategies around customers' key problems, choosing tactics to move customers through the buying process, and ensuring sales and marketing are aligned to a single plan.
This document discusses product strategy and new product development. It begins by defining what a product is and outlines the five levels of product potential: core, basic, expected, augmented, and potential. It then discusses elements of an effective product strategy, including defining the target market, product, value proposition, pricing, and distribution. The document emphasizes determining customer needs and problems to solve. It also discusses product mix and analyzing a company's ability to exploit opportunities in its industry or market. The goal of product strategy is to focus a company and guide new product releases.
Actionable Tips For Selling Into Challenging, Niche MarketsSales Hacker
What You'll Learn:
- Ways to better understand the industry you're prospecting into
- How to create pressure on your prospects (in a good way)
- How to demonstrate the value of your solution in terms your prospects understand
- How to help your prospects overcome the fear of change
- How to have empathy when selling to niche industries
We coach Brand Leader on the principles of good analysis, how to assess health and wealth of the brand and turning your analytical thinking into strategic stories, projections and reports. We look at:
1. Principles of Good Analytics Gain more support for your analysis by telling analytical stories through data.
2. Health and Wealth of the Brand Assess brand situation looking category, consumer, channels, brand and competitors
3. Analytical stories get Decision Makers to “what do you think” stage Analysis turns fact into insight and data breaks form the story that sets up strategic choices.
4. Turn analytical thinking into projections Extrapolating data into the future, starts with what you are see in the current.
5. Monthly Brand Report Keep everyone on the team informed, engaged and aware of the strategic thinking
Michael Farrington - Staying Relevant in MarketingAMASanDiego
Our objective as marketers hasn’t changed despite the world changing around us. We remain in the business of changing human behavior — helping customers choose our companies, our products, and our brands (and NOT our competitors). The challenge? Our customers are engaging us later and later in the sales process, our customers know MORE about us than we know about our customers, and our marketing mix continues to get more and more complex. As marketing leaders, we will quickly become irrelevant if we don’t act now and understand how our customers are making decisions, why they’ve made those decisions, and where to place our limited marketing investments. Mike will share how he’s driving this shift within a $1 billion publicly-traded, medical technology company, including the process, tools, and insights to make that change happen at your organization.
Before launching our Price course a year ago, we talked to companies of all shapes and sizes about their struggles with pricing. Each and every one stated that, despite all the information they could gather on their sales, their costs and their competitors, when it came right down to it, their pricing was really just their best guess.
But we can’t leave such an important aspect of our products to chance, which is why in this issue we are delving into all things price related.
Jim Semick leads us off with a great look at the challenges and opportunities of pricing SaaS products. Then our own Mark Stiving talks about pricing in competitive landscapes. Finally, Holly Krafft and Reed Holden write about how to gain internal support for your pricing strategies, first at the leadership level and then within your sales organization.
But this issue isn’t all dollars and cents. I want to call particular attention to Robin Sharma’s article on the top 10 things amazing leaders do, regardless of whether they have a title. Following these simple steps could change the trajectory of your career and those around you.
Today’s product teams have a lot to juggle. Our hope is that this issue can provide you with some tools and tips to make it all just a little easier.
Happy Reading,
Rebecca Kalogeris, Editorial Director
This document outlines the key deliverables for a new product project, including:
1) A description of the new product idea and analysis of trends, consumer needs, the industry, and competitive landscape.
2) Concept development including perceptual maps, concept boards, and marketing research findings.
3) Details of the product line, brand positioning, volume forecast, packaging, pricing, distribution, marketing plans, and projected cash flow statement.
4) Discussion of risks, sensitivity analysis, and potential mitigation strategies.
Half of produce grown in America goes to waste for avoidable reasons. The solution is to create a new marketplace for non-commercially salable produce by improving on competitor products. The company saves produce at risk of being wasted, like misshapen fruits and vegetables, and customers choose from over 35 items for standard home delivery, avoiding overbuying issues. In the first year, the company rescued 18,000 pounds of produce, donated 4,000 pounds, and saved customers $10,000. Product development must focus on solving customer problems, and an MVP should test key features. Pricing strategy challenges include volatility, while motivating behavioral change requires ease of use and community building. Outsourcing decisions balance upfront costs
This document outlines 15 key factors that can increase the value of a business. It discusses developing proprietary products, serving niche markets with a sharp focus, selling consumable products to generate repeat business, and building an organized team to reduce risk for potential buyers and command a higher sale price. The overall message is that addressing these factors can maximize the value of a business for a future sale, borrowing, or transfer of ownership.
We make brands stronger and brand leaders smarter. Here's how we can help:
1. We lead workshops to define your brand, helping you uncover a unique, own-able Brand Positioning Statement and an organizing Big Idea that transforms your brand’s DNA into a consumer-centric and winning brand reputation.
2. We lead workshops to build a strategic Brand Plan that will optimize your resources and motivates everyone that touches the brand to follow the plan.
3. We coach on Marketing execution, helping build programs that create a bond with your consumers, to ensure your investment drives growth on your brand.
4. We will build a Brand Management Training Program, so you can unleash the full potential of your Marketing team, enabling them to contribute smart and exceptional Marketing work that drives brand growth.
5. Our Executive Coaching program is designed to help Marketing Leaders get smarter, and then drive stronger performance on their brands. Executives can use their increased knowledge to help their own teams get smarter.
This is a primer for entrepreneurs on the art of maximizing value in the sale of a business. Rule #1: Run your business as though it will be sold tomorrow. That way, you will always be in the best possible position to take advantage of rapidly changing market circumstances, including extracting the best deal from unsolicited offers to sell.
The document discusses the importance of assessing the viability of a business model before making large investments. It describes the speaker's experience with his previous startup Closely, which was unable to find a viable go-to-market channel despite testing direct sales, agency partners, and large solution providers. The speaker advocates doing a thorough evaluation of the addressable market, competition, and industry structure to understand risks before pursuing investment. The presentation provides tips for optimizing messaging and sales processes through continuous testing and iteration.
Measuring cx roi with social media deck 787-fGideon Ale
1. The document discusses measuring the return on investment (ROI) of customer experience (CX) using social media data and sentiment analysis.
2. It outlines Bottom-Line Analytics' Social Engagement Index (SEI) which provides a more accurate analysis of social media conversations than typical sentiment analysis tools by measuring stance shifts.
3. The SEI has been validated across various brands and is highly correlated with sales, showing it can predict commercial performance and help companies optimize marketing strategies.
Measuring Customer-Experience ROI with social mediaMichael Wolfe
Bottom-Line Analytics is a consulting firm focused on marketing effectiveness and brand performance analytics. They have developed the Social Engagement Index (SEI) which uses stance-shift analysis of social media conversations to more accurately measure consumer sentiment. The SEI has shown strong correlations to sales and brand metrics. Bottom-Line Analytics works with clients to use the SEI and other analytics to define brand positioning, measure sponsorship ROI, and optimize marketing mix and content strategies. Case studies demonstrate how the SEI has helped clients improve sales, launch new products successfully, and accelerate growth.
Value Based Pricing Strategy PowerPoint Presentation SlidesSlideTeam
Presenting this set of slides with name - Value Based Pricing Strategy Powerpoint Presentation Slides. Our topic specific Value Based Pricing Strategy Powerpoint Presentation Slides deck contains twenty four slides to formulate the topic with a sound understanding. This PPT deck is what you can bank upon. With diverse and professional slides at your side, worry the least for a powerpack presentation. A range of editable and ready to use slides with all sorts of relevant charts and graphs, overviews, topics subtopics templates, and analysis templates makes it all the more worth. This deck displays creative and professional looking slides of all sorts. Whether you are a member of an assigned team or a designated official on the look out for impacting slides, it caters to every professional field.
This document discusses closing the strategy to action gap and provides three reasons why the gap exists. First, strategies are often formulated inside-out around the business rather than focusing on customers' problems. Second, tactics are chosen arbitrarily rather than being designed to progress customers through their buying journey. Third, sales and marketing are often not properly aligned around shared objectives, strategy, and metrics. The document recommends building strategies around customers' key problems, choosing tactics to move customers through the buying process, and ensuring sales and marketing are aligned to a single plan.
This document discusses product strategy and new product development. It begins by defining what a product is and outlines the five levels of product potential: core, basic, expected, augmented, and potential. It then discusses elements of an effective product strategy, including defining the target market, product, value proposition, pricing, and distribution. The document emphasizes determining customer needs and problems to solve. It also discusses product mix and analyzing a company's ability to exploit opportunities in its industry or market. The goal of product strategy is to focus a company and guide new product releases.
Actionable Tips For Selling Into Challenging, Niche MarketsSales Hacker
What You'll Learn:
- Ways to better understand the industry you're prospecting into
- How to create pressure on your prospects (in a good way)
- How to demonstrate the value of your solution in terms your prospects understand
- How to help your prospects overcome the fear of change
- How to have empathy when selling to niche industries
Similar to NPD Custom Research/Advanced Analytics (20)
2. 2 Call Charles Camaroto at 866-444-1411 or email contactnpd@npd.com to find out how our custom
3. Drive Better Decisions:
Industry Knowledge, Expert Perspectives
Aftermarket industry leaders rely on our point-of-sale and
consumer information for benchmarking, product assortment and
line development, distribution planning, and more.
Did you know they also count on us to address their most
complex, specialized business questions?
You can, too. Find out more about our custom solutions and
Advanced Analytics capabilities.
solutions and Advanced Analytics capabilities can help you make better business decisions. 3
4. Driving Better Decisions with Custom Research
What if you had a better way to understand consumers’
attitudes, preferences, and motivations? Our custom
research solutions let you go straight to consumers to
answer your company’s toughest product development,
marketing and branding, advertising, packaging, and
other business questions. Many of our clients say the best
part of doing custom research with us is that they don’t
need to spend money and time building a sample and
doing the fieldwork — we do it for them. You can use
custom solutions to test packaging, concept-test advertising,
explore new concepts, change merchandising and brand
positioning, assess celebrity endorsements, and more.
4 Call Charles Camaroto at 866-444-1411 or email contactnpd@npd.com to find out how our custom
5. What’s Possible with Custom Research
Which issues could you address with custom studies?
Here are a few examples of the ways you can use custom
studies in your business. In addition, we can develop a
study specific to your needs.
■ Measure awareness of your new products so you can
determine which actions will help you gain more
traction among consumers.
■ Prove to your retail partners that consumers prefer your
brand, which could get you more coveted shelf space!
■ Gauge the feasibility of new products and marketing
ideas in an economical way, and identify the concepts
that offer the greatest revenue potential.
■ Test new packaging ideas prior to launch to know if
you have a winner or a flop.
solutions and Advanced Analytics capabilities can help you make better business decisions. 5
6. Custom Solutions at Work
Before you commit time and money to new product
development and marketing, determine how your
consumers view the product. We go straight to the
consumers you want, and they rate your new product
concept on measures such as future purchase intent,
likeability, uniqueness, and value.
New Product Concept Test Results
Percentage Top Two Box Responses
Rank
Definitely/Probably
Purchase Intent
Would Purchase
38% 1
Like/Dislike Like a lot/ 8
53%
Somewhat
Uniqueness Extremely/Very 26% 5
New and Different
Value Very/Fairly 46% 5
Good Value
Likeliehood to The NPD Group/Custom Research
Source: Definitely/Probably 33% 1
Recommend Would Recommend
6 Call Charles Camaroto at 866-444-1411 or email contactnpd@npd.com to find out how our custom
7. If we discover they are likely to purchase the product, then
we can test naming and packaging options, too.
Which brand name do you prefer for the
Brand X’s new product?
Name 1 31%
Name 2 34%
Name 3 35%
Source: The NPD Group/Custom Research
solutions and Advanced Analytics capabilities can help you make better business decisions. 7
8. Drive Better Decisions with Advanced Analytics
Struggling with a complex business issue? Advanced
Analytics capabilities focus on these key areas, and we can
work with you to address other specialized needs, as well.
■ Price Evaluation
■ Forecasting
■ Marketing Evaluation
■ Test & Learn
■ Opportunity Identification
■ Consumer & Shopper Behavior
Our dedicated team of analysts trained in advanced
statistical methods can help you pinpoint your information
needs. Their unmatched industry expertise and research
experience — combined with robust data assets not
available anywhere else — result in targeted, creative
solutions for your business.
8 Call Charles Camaroto at 866-444-1411 or email contactnpd@npd.com to find out how our custom
9. What’s Possible with Advanced Analytics
We can help you dig into the issues standing in the way
of your growth and success. Advanced Analytics can
equip you to:
■ Identify the differences between underperforming
stores and better-performing stores so you can
implement changes to spur sales.
■ Understand how your competitors’ marketing activities
affect your sales volume so you can determine which
actions you should take.
■ Determine the key price thresholds that exist for your
products so you don’t lose sales but maintain
profitabilty.
■ Evaluate marketing effectiveness and measure results
accurately.
■ Develop strategies to retain your loyal consumers while
reaching new consumers.
■ Establish the investment levels you should plan for in
the years ahead.
solutions and Advanced Analytics capabilities can help you make better business decisions. 9
10. Advanced Analytics at Work
Setting the right price is essential to your profitability.
Understanding price elasticity, which measures how
consumers will respond to price changes, enables you to
set your product’s price at a level consumers are willing to
pay, while covering your margins.
Here’s how it works.
Our Advanced Analytics team will determine if your
products are price elastic or inelastic. If percent decreases
in demand are less than percent increases in price, it is
inelastic, and revenue will increase. But, if your product is
highly elastic, you will lose unit sales and revenue. For
example, if your brand is highly inelastic, you could gain
Price Elasticity Scale
-0.5 -1.0 -1.7 -2.0
Highly Moderately Highly
Inelastic Inelastic Elastic Elastic Elastic
*Assumption: $60 million brand with
a 40% margin, 10% price increase
+ $1.2 million - $2.2 million
profits profits
10 Call Charles Camaroto at 866-444-1411 or email contactnpd@npd.com to find out how our custom
11. an additional $1.2 million in profits by raising price. If it’s
highly elastic, that same price increase means risking $2.2
million in profit.
Once the price elasticity of your product(s) is determined,
we can provide additional analyses and other resources to
help you make the best pricing decisions.
Our Price Simulator can help you understand sales and
profit implications for price changes so you can develop
“what if” scenarios. It forecasts price changes’ impact on
unit sales, revenue, and profits.
Price Simulator
Current % Price % Change Expected Revenue Expected Profit
Price Change Unit Sales Revenue Change Profit Change
$4.50 10% -5% $16,095.15 Increase $6,438.06 Increase
$16.00 5% -8% $52,731.93 Decrease $21,092.77 Decrease
$16.25 5% -4% $55,687.60 Increase $22,275.04 Increase
$6.50 5% -1% $22,936.76 Increase $9,174.70 Increase
$18.25 5% -2% $64,085.93 Increase $25,634.37 Increase
$7.50 5% -5% $25,576.88 Decrease $10,230.75 Decrease
$19.00 5% -7% $63,233.20 Decrease $25,293.28 Decrease
solutions and Advanced Analytics capabilities can help you make better business decisions. 11
12. Automotive Aftermarket Industry Expertise
The NPD Group is the premium provider of consumer and retail information
for the North American automotive aftermarket, petroleum marketing, and
convenience retailing industries. NPD expertise and data provide industry
leaders with essential market information to assist in making more effective
business decisions. NPD is uniquely qualified to help marketers apply infor-
mation to address key marketplace issues from multiple perspectives, based
on more than 20 years of experience in these industries.
NPD’s diverse portfolio of services includes consumer panel tracking and
national and Store Level retail point-of-sale (POS) tracking. Specifically, NPD
information supports benchmarking, competitive analysis, assortment and
product planning, and identification of new channel opportunities.
Ready to Drive Better Decisions?
Begin the conversation today. Call Charles Camaroto at
866-444-1411 or email contactnpd@npd.com to find out
how our custom solutions and Advanced Analytics
capabilities can help you make better business decisions.
npd.com