1. Research can help diagnose issues and opportunities in the market through exploratory studies. This involves understanding consumer needs and behaviors. 2. Research is also important in the innovation management process. Developmental research informs the creation of new product concepts, while evaluative research tests concepts with consumers. 3. Once a product is launched, further evaluative research can measure its performance against competitors and objectives, informing corrective actions if needed.

1. BASIC OVERVIEW
CMI Oral Care - 2010

2. “Market research is science applied to marketing. It is not perfect
mathematics, but it is not astrology either.”
- Someone bright and famous
2

3. At the end of this presentation you will…
 Have an overview of the research process – what it can
or cannot do.
 Be able to understand the types of research and their
applications
 Be aware of how to diagnose an in market problem
 Learn how to work an innovation through launch
3

4. 1. Overview of Role of research
a. Understanding Users of research
b. Why do we need research?
c. Types of Research
4

5. Users of research in marketing
 Marketing team
 Brand /Marketing managers
 Category heads
 Business / Country heads
 R&D team
 Advertising / Planning agencies
 Planners
 Creative
5

6. Team Structure
Category head Operating
company head
Mkting mgr Mkting mgr R&D Ad planner
Brand mgr Brand mgr Creative
6

7. Which Aspect of research?
Brand /Marketing managers Research and Development
New launches, current brands
Product related
handled
Category heads Advertising – Planners
Portfolio decisions, growing Similar to BM’s , project related
franchise, strategic decisions but focused on communication
Business / Country heads Advertising - Creative
Revenue, Bottom line, activation
Evaluation of creative copies
learning, focus markets
7

8. How can research help?
Brand /Marketing managers
New launches, current brands -Understand market and
handled consumers.
-Evaluating success of the
elements of marketing mix, Brand
REQUIRE: Deep consumer and
brand understanding , objective
view
Category heads
-Overview of category
Portfolio decisions, growing -Portfolio decisions.
franchise, strategic decisions -Strategic understanding of
brands / category
REQUIRE: Bird’s eye view,
understanding of what’s working
and what’s not
8

9. How can research help?
Business / Country heads
Revenue, Bottom line, activation -Ensure revenue/ Bottom-line
learning, focus markets market share targets are met.
-Understand impact of on ground
activities and performance of mix
REQUIRE: Summary of
performance metrics
Research and Development
-Understanding performance of
Product related products vs competition
-Inputs into product development
REQUIRE: Importance of product
attributes, directions of
improvement for existing products.
9

10. How can research help?
Advertising – Planners
-Understanding of consumers /
Similar to BM’s , project related
market to plan the brands future
but focused on communication
along with marketing.
-Impact of communication
REQUIRE: Deep consumer and
brand understanding, evaluation
of communication.
Advertising - Creative
-Understand how communication
Evaluation of creative copies
is received
-Clear understanding of which
elements are working/not and
why?
REQUIRE: Objective view
10

11. Good to remember !
Different users of research may vary in their:
 Appreciation of research : Creative
 Need for detail : Brand manager vs VP
 Aspect that needs looked at : R&D vs Brand manager
 Perspective : Long vs Short term
11

12. Why Research?
12

13. Points to PONDER
 What could be the pitfalls in the following cases?
13

14. Existing technology Shares declining
Create concept / product Market Visit to understand
Launch product Take corrective action
Need new communication
Boss likes the ad
Air new communication
14

15. Don’t shoot in the dark
Existing technology Shares declining
Technological
Technological
innovation,
innovation,
Create concept / product Could tackle
Market Visit to understand
Could tackle
rather than a
rather than a surface issues,
surface issues,
consumer one,
consumer one, rather than root
rather than root
is ititaccepted by
is accepted by
consumers?
consumers?
Launch product Take corrective action
Need new communication
How does the
How does the
Boss likes the ad
target group
target group
react to the ad?
react to the ad?
Does ititmeet its
Does meet its
objective?
objective?
Air new communication
15

16. CAVEAT !!
- Not only to be used to only “Validate” : keep an open mind
-The right inputs are critical – Garbage in, Garbage out
16

17. Final thoughts
 Research helps better decision making, but it does not
replace marketing decisions.
 Use research for an objective holistic view, instead of
shooting in the dark.
 What you wish to market should determine research
design, never the other way around.
17

18. Types of Research
18

19.  Developmental
 Evaluative
19

20. Time
Developmental Research Evaluative Research
DEVELOPMENTAL RESEARCH IS LIKE PREPARING FOR AN
EXAM – THE REWARDS OF DOING A THOROUGH
UNDERSTANDING JOB AT THE OUTSET IS INVALUABLE…WE
KNOW WHAT HAPPENS IF YOU DON’T STUDY ENOUGH !
20

21. Developmental
 Explorative : Mainly Qualitative and some
Quantitative
 Research with consumer at the center
 For understanding how the marketing elements are
received by consumers, how it fits into his/her life
 Improving the marketing elements
Time spent here is an investment. If the mix fails to test well finally, then it
will mean going back to the drawing board
21

22. Evaluative
 Against an yardstick of measurement: Quantitative
 Research done among “representative” sample of TG
 To see whether we “measure up” or not
 Ensure that the correct action standards are set.
22

23. Which type of researches do these fall under?
 Quantitative Product test to understand flavour
preference of juices
 Quantitative Product test against competitive
benchmark
 Quantitative Ad test
 Understanding which communication routes work
 Market segmentation study
 Simulated test market
23

24. 2. Understanding where research fits in
a. Overview
b. Diagnosing Issues / Opportunities
c. The Innovation management process
24

25. Overview
25

26. Example
Develop mix
Concept
Product
Dove Soap Dove Shampoos
Communication
Launch
Track launch
26

27. Overview of the ongoing research process
for a brand
Launch Mix
Develop Mix Track Mix
Mix related Tactical
Identify elements On ground
to change corrective action
27

28. Diagnosing Issues / Opportunities
28

29. Diagnosing Issues / Opportunities
Launch Mix
Develop Mix Track Mix
On ground
Mix related:
corrective action
Identify elements
to change
Evaluating Mix / Activities post launch
1. Directions for corrective action
2. Inputs into Mix development 29

30. The critical first step is to identify the problem or spot
the opportunity and articulate it concisely
30

31. From Surface Issues to Key Issues to Marketing task
Surface Issue
Surface Issue Key Issue
Key Issue Marketing task
Marketing task
Restaurant is
Restaurant is Get parents (of
Get parents (of
Restaurant has good
Restaurant has good practically empty
practically empty children aged 8-16)
children aged 8-16)
levels of traffic in
levels of traffic in at weekend
at weekend who don’t like
who don’t like
the week but your
the week but your lunchtimes because
lunchtimes because eating in a smoky
eating in a smoky
pub/bar is
pub/bar is families (core
families (core atmosphere, to
atmosphere, to
practically empty at
practically empty at target for this
target for this bring their families
bring their families
weekend
weekend occasion) don’t
occasion) don’t in to the restaurant
in to the restaurant
lunchtimes
lunchtimes like the smoky
like the smoky to try the weekend
to try the weekend
atmosphere
atmosphere lunchtime menu
lunchtime menu
Brand X det bar
Brand X det bar
loyalty decline,
loyalty decline,
primarily amongst
primarily amongst Get SEC CD
Get SEC CD
Mass SEC CD
SEC CD
Brand X Detergent
Brand X Detergent housewives to re-
housewives to re-
housewives, is
housewives, is
detergent bar –– is losing share
bar is losing share driven by poor
driven by poor
engage with Wheel
engage with Wheel
in a declining
in a declining green bar, even
green bar, even
Bar market product experience
product experience
market when other brands
when other brands
coupled with price
coupled with price are on promotion
are on promotion
premium & low key
premium & low key
promotional
promotional
programme
programme
31

32. Unilever’s 6P tool
Market
dynamics
Category Value market size Value share
performance
Volume market size Volume share
Buying
behaviour
How many people How much they buy
buy
Penetration Loyalty Consumption
Mix elements Proposition Promotion Place Pack Price Product
The brand that
consumers
have in their The price the
heads Getting our What happens
The packaging consumer The product
message wherever our
The brand’s across to the the consumer pays, regular or service
values, consumers buy
consumer sees & uses price or on offered
benefits & the brand
promotion
reasons to
believe
32

33.  It’s a thinking framework to help you get to the key issues and
opportunities on your brands
 It is about prompting teams to ask hard questions and seek the right
data to get to the key issues.
33

34. All surface issues can be linked back to the marketing outcome
desired
 Use existing information of brand tracking (aspects covered later)
 Do use instinct and gut feel to table the issues
 “My daughter hates the product”
 “I never saw the ad on TV!”
 “Its selling like hot cakes near my shop”.
 “No body likes this brand anymore”
 But check if data supports the same !
 Product: Product scores vs competitors among TG
 Promotion: Media plans, SOV, GRP’s
 Volume share, Place: Sales by channel , by region
 Proposition : Brand Health (pyramids)
34

35. Applying it to an example...
Surface Issue
Surface Issue
Brand X Detergent
Brand X Detergent
bar –– a profitable
bar a profitable
and significant part
and significant part
of the company ‘s
of the company ‘s
detergent portfolio
detergent portfolio
Understanding the 6 P’s and
–– is losing share in a
is losing share in a category
declining market
declining market
Det bar loyalty decline, primarily amongst SEC CD housewives,
Key issue
is driven by poor product experience coupled with price
premium and lowkey promotional programme
35

36. The Key Issue is a highly specific and insightful description of the issue
or opportunity, identified by interrogating and cross-referencing data
from the various levels
Det bar loyalty decline, primarily amongst SEC CD housewives,
Key
Issue is driven by poor product experience coupled with price
premium and low key promotional programme
WHO, WHEN,
WHO, WHEN,
WHAT?
WHAT? WHY?
WHY?
WHERE?
WHERE?
• What is the issue or • Amongst whom? • Which of the 6Ps is the
opportunity? • Where (regions/ key to the issue or
• Is it about penetration, channels)? opportunity?
consumption or loyalty, • When (time of year)? • Might be more than one!
or a combination?
• Not all of these will
always be relevant/
important
36

37. Detective Ways of Working
1. It’s asking the RIGHT Question that counts
2. Think WHO, WHAT, WHEN, WHERE, WHY
3. Be evidence-driven and objective. Hunches are OK as a starting point
but MUST be validated
4. Dig deep for the AHA moments. No point telling everyone what they
already know
5. Work in mini-teams – bringing together expertise and different
perspectives
6. You might not have the evidence you need readily available. Think of
clever ways to find it (e.g. use proxy data from neighbouring country,
other brands)
37

38. Asking the right question is critical!!
Here are some prompts to explain it further:
38

39. Does the Product delight consumers? Product
Will product
performance meet
consumers’
expectations?
Does the product meet the expectations set for it
Does the product meet the expectations set for it
by the proposition?
by the proposition?
 Does the proposition make specific claims for the
 Does the proposition make specific claims for the
product? Are they met? Will consumers notice them?
product? Are they met? Will consumers notice them?
Will consumers appreciate them?
Will consumers appreciate them?
 What are the product benefits set out in the
 What are the product benefits set out in the
proposition? Are they relevant to and motivating for
proposition? Are they relevant to and motivating for
consumers?
consumers?
How does product performance compare with
How does product performance compare with
competitors?
competitors?
 Are we seen as better or worse than our competitors?
 Are we seen as better or worse than our competitors?
 What advantages do we have? What disadvantages are
 What advantages do we have? What disadvantages are
there?
there?
 Check out the latest consumer product tests. Do those
 Check out the latest consumer product tests. Do those Our second point of contact with the
advantages/disadvantages matter to the consumer?
advantages/disadvantages matter to the consumer? consumer is when she uses our product.
Can consumers detect differences in product
Can consumers detect differences in product Does that experience make her want to
performance?
performance?
go out and buy it again next time she
shops the category?
How can we improve product performance?
How can we improve product performance?
 What changes could we make to the
 What changes could we make to the
formulation/recipe?
formulation/recipe?
 What differences would these make to the
 What differences would these make to the
performance?
performance?
 How much would they cost? Does the benefit outweigh
 How much would they cost? Does the benefit outweigh
the cost?
the cost?
40

40. Axe – Argentina case study
 Tracking the brand revealed :
 High levels of penetration
 Consumption highest among deo’s in Argentina.
 Seemingly, no problem ; Strong brand
 However looking at consumption figures for Deo’s in other Lat Am
markets revealed Argentina consumption could increase further
 Diagnosing consumption from usage studies:
 Argentineans only use Deo’s in underarms.
 Focus on increasing consumption among TG
 Development of “Show them the way campaign” : All over body use.
 Growth in sales through increased consumption – Campaign now used
across the world.
41

41. Criticality
 Existing brand
 Higher returns – less expensive compared to
innovation
 Consumer / Competitor pulse
 Needs determination / perseverance to identify
42

42. The Innovation Management process
43

43. Why Innovation?
 Refresh the brand in the mind of the consumer. Good brands
are those which stand for something.
 Reminding the consumer (More media spends, Variant launch)
 Making proposition more relevant for the times (Lifebuoy).
 Innovative products which change how consumers use the
category , or add value to the consumer (Vimbar with plastic
wrap)
Extend brands core proposition to different categories to grow the
brand. ( Dove)
CAVEAT
Can be innovation for Innovations sake , IS IT REALLY DIFFERENT OR
OFFERING VALUE?
Dangerous when the brand health itself is failing 44

44. Innovation management process
Launch Mix
Develop Mix Track Mix
On ground
Tweak Mix
corrective action
Developing and Evaluating Mix prior to Launch
45

45. Innovation has two broad areas:
- Developing and Short-listing ideas
- Building on and Evaluating the final ideas
Develop
Ideas Building Mix Launch PLE
Screen ideas Evaluate Potential Track
46

46. Develop
Ideas Building Mix Launch PLE
Screen ideas Evaluate Potential Track
47

47. Developing Ideas
 Generating the idea
 Communicating the idea
48

48. Mine Strategic Researches to Develop ideas
Category driver
study
Bases MBA
Develop
Ideas Building Mix Launch PLE
Habits and Attitude
TNS Needscope
Consumer
understanding – gut
feel
Screen ideas Evaluate Potential Track
49

49. Generating Ideas – Product/Communication
Look back
 Habits , Usage and Attitudes studies
 Examples from around the world
 Existing Triggers/ Barriers studies
 Segmentation studies – targeting a new segment ( NeedScope).
 Shopper studies
Look around
 Adjacent categories
 Consumer immersions with TG
 Situational interviews
 Experts
Learn
 What do people think today about the Brand?
 How are they using the product ? What are their experiences?
50

50. Communicating the Idea : Importance of
“Language”
Connection is about the “foot in the door” - creating a little
space in the consumer’s mind
If you want real innovation, it is about creating a new brainspot.
51

51. Dove “Pro Age” vs Anti Aging
Other Examples.
.
- Lakme : “All day lipstick” vs “9-5” lipstick
- Parachute : “Hair oil massage”vs “1 hour Champi” 52

52. P&G example : Same product , different positioning
 Procter & Gamble introduced Fabreze in 1996 as a way to remove odors from
smelly clothes. The company ran advertisements of a woman complaining about
a blazer that smelled like cigarette smoke. Other ads focused on smelly pets,
sweaty teenagers and stinky minivan interiors.
 But Fabreze flopped.
 One of the biggest problems, P&G's researchers discovered, was that bad smells
simply did not happen often enough in consumers' lives.
 Because bad smells occurred too infrequently for a Fabreze habit to form,
marketers started looking for more regular cues on which to capitalize.
 The perfect cue, they realized, was the act of cleaning a room, something
studies showed its target audience did almost daily. P&G produced commercials
showing women spraying Fabreze on a perfectly made bed and spritzing freshly
laundered clothing. The product's imagery was revamped to incorporate open
windows and gusts of fresh wind - an airing that is part of the physical and
emotional cleaning ritual.
 Today, Fabreze is one of P&G's greatest successes.
53

53. Getting “Wow” propositions
Steps Must do’s Process
• Consumer insights • Consumer immersion • Consumer connect ,
along with past research past research, Research
• Ideation • Get width of ideas •Workshop with extended
team,
• Rough concepts • Clarity on one-line •Team.
concept, why
compelling?
• Recycling concepts • Finetune language, •Connecting statements –
whats working , whats team and consumer
not
•Finalisation for testing •Layout, pictures •Quantitative
54

54. Develop
Ideas Building Mix Launch PLE
Screen ideas Evaluate Potential Track
55

55. Develop
Ideas Building Mix Launch PLE
Screen ideas Evaluate Potential Track
Bases Idea Screener
Bases Bundle Builder
56

56. Screening Ideas
 Is it relevant to business strategy ?
 Is it feasible at all? New technology vs Consumer
perception
 Finally Consumer evidence – Initial size of
opportunity
 Bases Idea generation, Bundle Builder
 Can help you reject ideas or prioritize – indication
of whether it will cannibalize or grow franchise as
well
57

57. Develop
Ideas Building Mix Launch PLE
Screen ideas Evaluate Potential Track
58

58. Building a mix
59

59. Flow of Research - Concept
Connecting statements Connection, Concept
directions
Qualitative fine tuning Fine tune concepts
Routes
Check for format fit
Inputs from Usage comprehension
Concept product fit
Product
(qualitative)
research
Quantitative screening
Screen best ideas
Sales Estimate
(if high investment
Determine potential,
product) And price of formats
BASES 1
60

60. Flow of Research - Product
Selecting Benchmarks - Consumer checks, restaurants /comptn
- Prototype development and checking
Consumer Connect - Recycling to fine tune Prototypes
- Recycling to understand experience
of use
Evaluate products
- CPT : Check consumer acceptance of
product
- STM ( BASES 2 )for Mix acceptance
61

61. Develop
Ideas Building Mix Launch PLE
Screen ideas Evaluate Potential Track
62

62. 3. Evaluate
Concept product test : to finalize product mix,
check concept product acceptance
STM : To evaluate the full mix potential
63

63. CPT vs STM
 STM required when
 Capex decision is huge
 Launch is a line extension, to check franchise
growth
 CPT useful to understand final range, Concept
product fit and product acceptance.
 The STM assumes the product and the concept are
final , therefore ensure that tested products go
into the STM.
64

64. Develop
Ideas Building Mix Launch PLE
Screen ideas Evaluate Potential Track
Full Mix test
CPT, BASES 2 65

65. New Brand/
New benefit/ Idea screener
Repositioning Bundle Builder Product tests
STM (For High Preview
Concept recycling Capex)
Ad test STM
Preview
Bundle builder Product tests STM (If Large
Relaunch (If sig.
Creative investment for
Concept change)
Development volume growth)
Research
Paired Comparison
Cost reduction
Screen ideas Evaluate Potential Track
66

66. Develop
Ideas Building Mix Launch PLE
Screen ideas Evaluate Potential Track
67

67. Tracking research
Measurement
 Dipsticks
 Continuous tracks
 Monitors brands in category
 Spends, campaigns
 Activities
 Brand health measures
 Imagery and Brand equity
 Ongoing Household and Retail data
Exploratory
 Triggers and Barriers
 Shopper Studies
68

68. M
Continuous trends help identify what causes
what
The continuous trend makes it clear that the sponsorship is driving the increase
POST
60 x
x
% Interested
in buying PRE
x
x
40
20
TV Advertising →
Sponsorship of TV programme →
0
JAN FEB MAR APR
69

69. M
Brand Health Check
Managing a brand through an understanding of consumer
equity and imagery perceptions
71

70. M
BHC Module – the questions
 Awareness and Claimed Usage
 Brand Health Check
 Brand Image Positioning
72

71. M
Brand Health Check builds pyramids which
quantify a brand’s equity and answers these
questions
Conviction Can anything else beat it?
Advantage Does it have any advantages?
Acceptable Is it satisfactory?
performance
Relevance Does it cater for me?
Presence Do I know about it?
73

72. M
As consumers move up the Pyramid they become
more valuable
Brand Share of
pyramid wallet
Conviction 10% 40%
Advantage 30% 26%
Acceptable
45% 19%
performance
Relevance 60% 16%
Presence 80% 12%
74

73. M
The BrandSignature™ allows us to identify a
brand’s relative strengths and weaknesses
Brand A Brand
Pyramid™ Signature™
%
Conviction 10% -7
Advantage 30% -8
Acceptable -5
45%
performance
Relevance 60% 4
Presence 80% 30
75

74. M
BrandSignature™
An example of how the Brand Signature™ is calculated
Expected Brand
Brand A Conversion Signature™
Pyramid™ Based on all Does the Brand
% Brand brands in the get more or less
Conversion Category than its fair
share?
Conviction 10%
10
= 33 40 -7
30
Advantage 30% 30 -8
45 = 67 75
Acceptable
Performance 45% 45
= 75 80 -5
60
Relevance
60
Presence 60% 80 = 75 71 4
80
80% 100 = 80 50 30
76

75. M
Measuring Brand Imagery
Positioning Profiles

76. M
Measuring Brand Imagery – the question
78

77. M
What do we get from the Brand Imagery
question?
 Consumers are asked to select the brands they feel are associated with
the various image attributes.
 The basic output is the % of people who selected each of the brands on
each of the attributes.
 This absolute level of association is important to monitor
 It tells us which brands are more associated with these different
dimensions
 And when measured over time it allows us to understand which
marketing activities impact positively or negatively on certain image
dimensions
79

78. M
What do we get from the Brand Imagery
question?
 Consumers are asked to select the brands they feel are associated with
the various image attributes.
 The basic output is the % of people who selected each of the brands on
each of the attributes.
 This absolute level of association is important to monitor
 It tells us which brands are more associated with these different
dimensions
 And when measured over time it allows us to understand which
marketing activities impact positively or negatively on certain image
dimensions
 But when you look across all of the responses on the image grid you
will find that big brands (because they have more brand users and
brand users pick their brands on most positive attributes) will have
higher scores on most attributes
 To look at which of the attributes differentiate one brand from the
others in the category, we use an output called
 Differentiation (Positioning) Profiles
80

79. M
What are Differentiation Profiles?
 Removes effect of brand size, and statement popularity.
81

80. M
What are Differentiation Profiles?
 How would you describe Fred and Bill?
Fred Bill
Their ears are roughly the same size, but relative to the size of his head,
Bill’s ears are much bigger than Fred’s.
 We could use this feature to describe him to a stranger - it’s his most
prominent feature
82

81. M
The brand size effect
Because Brand A is a ‘big brand’, it is endorsed more on all measures
Brand A Brand B Brand C
Tasty 70 65 30
Good price 50
60 20
Modern
50 10 18
Traditional
30 8 15
But this doesn’t tell us much about the relative associations of
the brands and it can lead to apparent contradictions,
e.g. here Brand A appears to be both more ‘modern’ and yet
more ‘traditional’ than the other 2 brands
83

82. M
Example of Differentiation Profiles
Initially Brand C appears strongest on ‘Tasty’ and ‘Good price’…..
Brand C Brand C
(absolute figures) (differentiation profile)
Tasty 30 -6
Good price
20 -5
Modern
18 6
Traditional
15 0
…..however, once we remove the effect of brand size, we see that
relative to other brands Brand C is perceived as ‘modern’
This reveals the true ‘profile’ (points of difference) of the brand and
allows us to make direct comparisons with the profiles of other brands
84

83. M
What do Differentiation Profiles tell us about a
brand?
 It identifies which of the attributes ‘define’ a brand’s point of
difference from the competitive set
 As a rule of thumb, anything with a score of +5 is probably a significant
‘differentiator’ for a brand
85

84. M
What do Differentiation Profiles tell us about a
brand?
 It identifies which of the attributes ‘define’ a brand’s point of
difference from the competitive set
 As a rule of thumb, anything with a score of +5 is probably a significant
‘differentiator’ for a brand
86

85. Strategic Research
87

86. Types of strategic research
 Habits and Attitudes
 Need segmentation
 Strategic pricing
 Category drivers
 Product Quality benchmarking
88

87. Habits & Attitudes
In Philippines , an Habits and Usage study showed
 Sinegang was a popular dish consumed by 50% of the population, and
accounted for 10% of all dishes in the country.
 The cooking process required a tamarind mix which determined the
taste of the dish.
 By developing a specific “Sinegeng tamarind” cooking aid for the dish,
Knorr launched a successful extension of it’s bouillon business in
Philippines
89

88. Segmentation
90

89. Needscope: Model of Archetypes
Outward directed
Extroverted
dimensions of human
thinking, feeling and
behaviour, that have been
universally found by
psychologistst
Receptivity Dominance
Passivity Assertiveness
Affiliation Individuality
NeedScope® uses these
dimensions to describe
human needs in different
contexts as well as brands
Inward directed and their executions on all
Introverted marketing mix factors.
the NeedScope® framework is based on archetypes91

90. The Audi Case – Status 1982
Alfa Romeo Honda
Fiat
Porsche Peugeot
Mazda Toyota
BMW Citroën Renault
Seat
Mitsubishi
VW Hyundai
Skoda
Nissan Suzuki
Mercedes
Opel
Rover Volvo
Jaguar
Audi
Ford
92

91. The Needstates and the Brands
Alfa Romeo Honda
Fiat
Porsche Peugeot Modern fun (21%)
Mazda Toyota
BMW Citroën Renault
Power & success (16%)
Seat
Mitsubishi
At ease & basics (21%)
VW Hyundai
Skoda
Nissan Suzuki
Mercedes Practical & safe (26%)
Superior status (15%) Opel
Rover Volvo
Jaguar
Ford
Audi
93

92. The Target Chosen
Alfa Romeo Honda
Fiat
Porsche Peugeot Modern fun (21%)
Mazda
BMW X Citroën Renault Toyota
Power & success (16%)
Seat
Mitsubishi
At ease & basics (21%)
VW Hyundai
Skoda
Nissan Suzuki
Mercedes Practical & safe (26%)
Superior status (15%) Opel
Rover Volvo
Jaguar
Ford
Audi
94

93. Audi 1970 - 1986
95

94. Monitoring 1986
Alfa Romeo Honda
Fiat
Porsche Peugeot Modern fun (21%)
Mazda
BMW X Citroën Renault Toyota
Power & success (16%)
Seat
Mitsubishi
At ease & basics (21%)
VW Hyundai
Skoda
Nissan Suzuki
Mercedes Audi
Superior status (15%) Opel
Rover Volvo
Jaguar Practical & safe (26%)
Ford
96

95. Monitoring 1990
Alfa Romeo Honda
Fiat
Porsche Peugeot Modern fun (21%)
Mazda
BMW X Citroën Renault Toyota
Power & success (16%)
Seat
Mitsubishi
At ease & basics (21%)
Audi VW Skoda
Hyundai
Nissan Suzuki
Mercedes
Superior status (15%) Opel
Rover Volvo
Jaguar Practical & safe (26%)
Ford
97

96. Audi 2001
98

97. Monitoring 2001
Alfa Romeo Honda
Fiat
Porsche Peugeot Modern fun (24%)
Mazda
BMW X Citroën Renault Toyota
Power & success (26%)
Audi Seat
Mitsubishi
At ease & basics (15%)
VW Hyundai
Skoda
Nissan Suzuki
Mercedes
Superior status (17%) Opel
Rover Volvo
Jaguar Practical & safe (17%)
Ford
99

98. Audi today
100

99. Monitoring 2004 - Reached their goal, but it took
20 years.
Alfa Romeo Honda
Power & success (26%) Fiat
Porsche Peugeot Modern fun (24%)
BMW X Audi Mazda
Citroën Renault Toyota
Seat
Mitsubishi
At ease & basics (15%)
VW Hyundai
Skoda
Nissan Suzuki
Mercedes
Superior status (17%) Opel
Rover Volvo
Jaguar Practical & safe 17%)
Ford
101

100. Category Drivers
102

101. Nielsen - Market & Brand Advisor
Key objective: provide a powerful strategic platform for Growth
Identify Blue ocean / White spaces
Tipping point / Emerging opportunities
Reliable: robust quantitative study (typically over 800 consumers)
103

102. Market & Brand Advisor: Drivers of the category
Importance of functional / emotional vs. brand vs. price image drivers
104

103. Market & Brand Advisor: Reach of the drivers
Niche/Polarizing
Natural
Moisturizes & Family & Easy & Gentle Lasting & Lovely Hair Dandruff & Revitalize &
Ingredients &
Protects Everyday Clean Fragrance Appearance Scalp Care Pamper
Nutrients
Critical 57% 55% 39% 2% 6% 4% 3% 12%
Major 33% 43% 56% 77% 17% 2% 23% 78%
Medium 5% 0% 1% 18% 41% 18% 15% 8%
Minor 4% 0% 1% 2% 36% 39% 32% 1%
Niche/Polarizing
Turnoff 2% 2% 4% 1% 1% 37% 27% 1%
Attractive &
Brand equity & For Younger, Active Cheap / Value
Salon Quality Easy to Use Price Premium
variety Women Perception
Packaging
Critical 1% 2% 1% 1% 90% 14%
Major 77% 2% 1% 2% 10% 70%
Medium 16% 9% 52% 5% 0% 13%
Minor 3% 83% 40% 43% 0% 2%
Turnoff 3% 3% 5% 49% 0% 1%
Different consumers have different needs; MBA analysis pulls apart this
distinction
105

104. Market & Brand Advisor: Brand ratings
106

105. Market & Brand Advisor:Decide which scenarios to play
Example of Scenario:
Imagine that you notice a new
& improved shampoo with
the description below…
Would it make you more or
less likely to purchase?
“Makes hair smooth & silky” is an end benefit expression on which consumers have unmet
aspirations AND appeals to the key group of trend riders …
Moisturizes & protects (10%) Natural ingredients & nutrients (niche or polarising)
In addition, a link between the Protects dry/damaged hair 61 natural ingredients
Has 71
Moisturizes your hair 60 nutrients / vitamins
Has 61
Natural Ingredients and Makes hair smooth and silky 43
Moisturizes drivers exists via Makes your hair healthy 41
Has nutrients / vitamins 40
“nutrients/vitamins” attribute. Leaves your hair feeling good to touch 36
The opportunity therefore exists for the Natural brands to create more explicit links
between natural perceptions and the end-benefits (smooth & silky hair) that contribute
towards the core driver of Moisturizes & Protects
107

106. Market & Brand Advisor:
MBA also becomes a framework of reference for the innovation
journey
Optimize and diagnose your initiatives on the strategic drivers for the category 108

107. Types of strategic research
 Habits and Attitudes
 Need segmentation
 Category drivers : Understand which attributes currently drive
preference.
 Strategic pricing : Impact of price changes, right price
 Product Quality benchmarking : Understanding how the product
fares vs competitors in blind format.
109

108. When can research NOT help?
110

109.  Technically, Never
 All decisions involve research in some form or the
other – You may not need “formal” research.
 Even Intuition and Gut feel comes from a sum total of
all your previous experiences !
 Except
 Strategy: What you research is an “execution” of the
strategy but never the strategy.
 Trends : Can indicate but not predict size or duration
111

110. Thank you!
112