Ipsos Vantis is a division of Ipsos that specializes in innovation research to support clients' new product development efforts. They offer tools and services to test concepts, understand customer needs, optimize products for launch, and predict market potential. Their approach involves profiling ideas based on a database of past testing results to identify ideas that could be major commercial successes. They help clients make better decisions about what to pursue and provide strategies for successful launches based on over 25 years of validated experience implementing innovation programs.

1. Our Mission is Your Growth
Welcome to Ipsos Vantis
Vantis part of Ipsos InnoQuest
Nobody’s Unpredictable

2. At Vantis we are the Innovation Research Specialists
For enterprise clients, we support them in the following ways, with a linkage
to size of prize:
 Supporting innovation development for internally generated ideas
– Platform concepts needing a commercialization path (industry verticals, applications, business models)
– Longer term planning/war-gaming
– Specific new offer ideas
– Optimal product design (e.g., to hold down prototyping costs)
– Portfolio management with more than go/no go guidance
 Understanding end user need/demand potential
– The customers or constituencies of your potential buyers
– The „if you build it, they will come‟ projects
 Working with you on behalf of your customers
– Contributing to value add engagements
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3. Points of Difference
Ipsos organizes its business around specializations. In the area of innovation
research, Ipsos Vantis has dedicated tremendous resources.
Many filters to make survey research more predictive and commercially
actionable
 Business units focused on technology,
financial services, health, and durable goods
 World‟s largest database of key measure
survey scores – over 25,000 concepts tested
(both Consumer and B2B)
 Proven track record of forecasting accuracy
through rigorous post-launch validation and
R&D relating survey results to demand
 Enhance user-interface for sophisticated
category, product line, and product simulators
 Independent study of new products and
services, to strengthen our models and build
relevant case studies to share with our clients
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4. Cutting Edge Developments in New Product Research
Vantis has developed a variety of differentiated tools for supporting the right
innovation decisions, as early as possible in the development process.
Innovation Description
Vantis*Concepts Powerful, fast, affordable concept testing – customizable client-tailored
Out of the Gate
programs
Market Success Validated measure of new concept‟s potential in the market
Score
Database Archetypes Classification scheme based on key measure survey scores; identifies hidden
winners that are often missed in survey research
Message Power Scores each concept based on ability to execute the message/ positioning in
Score market.
Vantis*Optimize Assessing financial value of alternative configurations
Long Run
Vantis*NTTW Framework and norms for evaluating first-to-market propositions
Database Archetypes Profiling for launch and for sustainability
Gaming Models Simulation of alternative market and competitive evolutions over time
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5. We help by characterizing you product
launch Archetype
Vantis Profiles Business Ideas in a Way that Instills Confidence in
Going Forward (or not) and Clarifies the Commercial Path
Predicting market potential for business initiatives, with 25+ years validated history
Nobody’s Unpredictable

6. Finding Winners
Mass Potential: Breakthrough: Niche/Targeted:
 Traditional research usually finds  Slower to take off, but huge  Actionable target segment(s) are
these ideas with high overall scores opportunities (many imitators/fast highly enthusiastic about the offer
 Appeal across consumer segments followers) (despite poor overall interest)
 Less risky  Often in rapidly changing categories  “Niche/Targeted” doesn‟t mean
 Often in familiar space  Often game changers (challenge small
 Challenge is to gain distribution and existing competitors/business  Wild successes that appeal to a
execute the message to build models) single segment at launch
awareness in market  Can require significant investment  Ex: Kindle, iPhone
 Ex: Hulu, Kinnect to become a market leader.
 Ex: 3DTV
Fourth profile: Price/Fee Imbalance
An appealing idea that can be converted to a winner
 Highly appealing ideas with a price/value imbalance
 These are not poised to be successes, but they could be
 Shelving them is not the right next step
 By lowering price or improving value perceptions a concept with a fee
imbalance can turn into a mass potential, breakthrough, or
niche/targeted.
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7. Would You Pursue This Idea?
+
Database Rank
-
What if you knew this was a flat plasma TV before
they were well known?
 This is the classic breakthrough profile
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8. Twenty-five personality profiles ("archetypes") help us
understand and define winning strategies for middle performers
Each archetype implies unique, go-forward strategy
 Top • Winner
performer • Under-priced
archetypes • Good concept
? • Breakthrough • Over-priced • Niche/targeted • Potential
future hit
• Me too • Average • Atypical
• Skeptical
Middle • For Want • Expensive • Value resistant
performer • Unbelievable
• Value • Commodity • Unconvincing
archetypes
Branding • Caught in the
middle
 Poor • Dog
performer
archetypes
Source: Ipsos Vantis
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9. Commercial Scorecarding
Important Commercial Viability Criteria, Beyond Surveys
Products ability to save time, money or offer a better solution than
“Sell Itself” Potential what is currently available to consumers. Most successful
products, quite simply, do one or more of these things.
A clearly defined, sizable, addressable market exists (e.g., all else
Audience Potential equal, hypertension is a better market than diabetes for a
healthcare company)
An idea that is feasible with today‟s technology but no one is
doing it -- is a clear marker for a big idea (e.g., FedEx overnight
Value Denial
delivery at its inception was very high on appealing to a „value
denial‟*)
Low enough barriers to entry and/or a prevailing solution that is
Market Structure
„too good‟
Long term potential and evident possibilities to build new revenue
Annuity / Long Term Potential streams. The next line extension or cross sell opportunity should
be evident.
Ease or difficulty in implementing a new service and the costs
Logistics, Margin, and Payback Tolerance associated with setting up and maintaining the service. Many of
our clients overestimate the length of their organization‟s payback
tolerances!
Competitive Advantage Substitutable products or behaviors/regimens currently evident. It
is very hard to invent a new behavior with consumers.
Target-ability Clearly defined, reachable target who is interested in the product
Message Clarity of Key Benefit(s) (of Marketing How effective the messaging can be at drawing in consumers and
Communication) the clarity of the benefits offered. Products with too many „bells
and whistles‟ are hard to communicate.
Sales potential, especially with dampened assumptions for
Penetration & Revenue Potential technology proliferation and heightened assumptions for
consumer inertia
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10. Process Best Practice
Vantis Helps Clients Establish Best Practice Based on Extensive
Experience Implementing Programs with F500 Companies
Predicting market potential for business initiatives, with 25+ years validated history
Nobody’s Unpredictable

11. Common Innovation Testing Objectives
Create more system and meritocracy
Build better and stronger concepts
Prioritize concepts for development, including
those your competitors may miss
Guide communications/messaging/positioning
Profile the target audience
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12. Ipsos Vantis Specializes in Innovation
Predicting Market Potential for
business initiatives,
with 25+ years of validated history
Identify winning initiatives Optimize & simulate launch scenarios
A suite of powerful, fast, and affordable A suite of customizable forecasting tools
services to help you identify winning for optimizing price, features, product
initiatives early in development by design, and marketing. Used for modeling
assessing their true market potential. new products, portfolios, and categories.
•Predict market potential •Forecast units, revenues, profits
•Prioritize features, ideas, & concepts •Feature simulation
•Define the consumer target •Pricing simulation
•Measure the strength of the message •Product & Prototype Design simulation
•Identify key/motivating phrases in the •Measure Incrementality vs.
message Cannibalization
•Measure buzz potential •Competitive war-gaming
•Marketing plan simulation
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13. Ipsos Team
Contact :
Tracy Floyd
Vice President
tracy.floyd@ipsos.com
603-661-4884
TRACY FLOYD has been providing market research solutions for clients for the past twelve years.
Extremely relationship focused, Tracy understands that it takes time to build partnerships with clients in
order to fully understand their business needs. An active listener he knows that a client customer
relationship must be built on trust and integrity. In a time when every research dollar needs to have
demonstrable ROI. Tracy is adept at helping his clients both recognize and attribute research spending
in order to validate the investment for the client.
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