Afc workshop market research 20131105


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  • Investigate macro trends
  • Not only look at static data, also look for evolution (growth)
  • Tom’s planner
  • Afc workshop market research 20131105

    1. 1. Market Research Projects AFC Leuven 05/11/2013
    2. 2. Agenda • The House of Marketing • Market Research Project • Project Management • Desk research • Interviews Presentation1 2
    3. 3. 1’ on who is front of you: Davy Verhulst Managing consultant Algemeen Project ervaring Eerdere ervaring Academische achtergrond Presentation1 De Haven van Antwerp Project voorstel Davy versterkte het team van The House of Marketing na een aanzienlijke ervaring in FMCG en consulting op het gebied van Marketing, Trade Marketing en CRM consulting • Repositioning & rebranding (brand architecture) • Retention management • Personal Coach op CRM onderwerpen aan een Marketing Director voor een Belgische Telco. • Het leiden van een project in een Telco B2B omgeving voor het verbeteren van Up-en Cross selling acties. • Introduceren van Pricing en Trade Terms global FMCG ‘s • Zero Based Budgeting in Marketing and Sales departments • Teamleider van een best practices team over hoe de relatie met de handel voor een Global Tobacco Company te verbeteren. Vertegenwoordigen van de zakelijke belangen bij de invoering van de Siebel CRM applicatie in pilootlanden. • Identificeren en analyseren van de CRM-mogelijkheden binnen een beveiligd bankinstrument voor een grote privé bank in Luxemburg. • Het analyseren en uitwerken van een benadering om de dataverrijking over medische professionals te verbeteren voor een groot farmaceutisch bedrijf. • E-commerce projects Eerder, heeft Davy een consultancy bedrijf opgericht in indirecte spend management, maakte hij deel uit van het directiecomité van AB-InBev Belux en was hij global procurement director voor Point of Sales materiaal bij AB-Inbev. Daarvoor was hij 7 jaar bij Accenture, waar hij verschillende posities in (trade-) marketing en CRM projecten op Europese en mondiale schaal heeft geleid en mee uitgevoerd. Davy is afgestudeerd als Handelsingenieur aan de UFSIA (B) met aanvullende cursussen aan de Georgetown University in Washington DC (VS) en uitwisselingsprogramma's met ESC-Lille en UMSL Missouri (VS) 3
    4. 4. THoM offers marketing talent, adapted to the new business context In a economical environment where turbulence is the new norm, The House of Marketing develops marketing talent and provides marketing excellence at the right moment, exceeding clients' expectations by delivering higher return on investment and by making the organization more agile. We achieve this by recruiting passionate marketers for whom we create an inspiring and nurturing environment so that they can develop their full potential. Presentation1 4
    5. 5. THoM ‘s 3 main service offerings Temporary Marketing Support Marketing Consultancy Marketing Talent Development To bridge Capacity & Competence gaps To tackle strategic marketing challenges To develop, counsel & train marketers on the job Presentation1 5
    6. 6. We can help to bridge capacity & function gaps…. Product & Brand Managers Business Analysts E-Marketers & Social Media Specialists Presentation1 Broad experience Coordination activities of specialists in production, sales, advertising, promotion, R&D, … Churn analysis, churn reduction Product placement optimization Marketing Managers Market & competitor analysis Market assessment & quantification Clustering of customers Channel & Category Managers E-strategy definition & rollout Coordination, design & implementation of emarketing actions Website management, email marketing, social media, mobile Process Managers 6 B2B and B2C environments Marketing plan, go-to-market strategy & implementation, people management, business intelligence Coordination of Marketing activities Strong analytical and negotiation skills Enhancing retail partnerships by increasing category sales and aiding in fact based/strategic selling Extended experience in SME and large matrix organizations Alignment of organization towards similar goals Clear roles & responsibilities definition, organizational design
    7. 7. …and help you tackle strategic marketing challenges Mostly project based THoM expertise & solutions Client challenges Volume driven Margin driven Positioning • Customer intelligence: translate data into relevant insights • Segmentation • Business and marketing planning • Innovation Management Program • Attract new customers • Increase customer spending • Reduce customer churn • Increase Innovation success rate • Pricing exercise • Category assessment • Marketing performance management • Restore customer trust • Capture more customer value • Margin management • Doing more with less resources • Tracking of ROI (ROMI, CLTV, dashboards) • Marketing audit • Define or redefine positioning • Changing customer experience from product push to relational (customercentric) • Positioning on the sustainability dimension • Positioning towards current and potential employees • Positioning workshop, define brand identity card • Customer (store) experience • Sustainability • Employer branding Consumer analytics and insights are crucial for each of the three challenges Presentation1 7
    8. 8. Performance demands the right talent at the right place, & ongoing training The House of Marketing can help you to develop and keep the right talents in your marketing department. Marketing Talent Program (see - One company or multi company accelerated traineeship programs - Training reinforced by coaching on the job - Relevant Marketing training, from general to very specific & tailor made - product management - project management - communication (online, offline) - social media - email marketing -…… Training Counseling Presentation1 - Personal counseling focused on marketing related skills and technical skills 8
    9. 9. FACTS – our vision of how marketing should evolve Simplicity Strategic consistency Leadership continuity Prioritize & making choices Consistent brand across all channels Seek leadership in specific category Customer centricity Focused team • • • • • • • • • Detect trends & act • Early warning systems & processes Innovative company culture Diversity of profiles Idea generation process Idea valuation Porosity & open-mindedness Agile & up to date organization Built around customer engagement Willingness to change Flexibility & Speed • • • • • • • • • • • • • KPI’s & dashboards Scenario analysis & ROMI Connect with marketing intelligence Analytical culture & skills • People: yours & every stakeholder • Planet: ACT on innovation, packaging, promotion... • Profit: business-minded marketers Presentation1 9
    10. 10. Agenda • The House of Marketing • Market Research Project • Project Management • Desk research • Interviews Presentation1 10
    11. 11. Case of Company X, active in the HR-services sector Payroll services HR Administration Selfemployed Small companies HR Advice Large companies For confidentiality reasons figures on the slides have been modified and client issue has been slightly adapted Presentation1 11
    12. 12. Question Previous studies indicated a low market penetration in Antwerp. Should our company invest in the region of Antwerp? How would you approach this question? Presentation1 12
    13. 13. Market potential Presentation1 Market penetration 13
    14. 14. Market potential Presentation1 Market penetration 14
    15. 15. Step 1 – Take the helicopter view (compare Antwerp vs Belgium) Antwerp is the province with most employers (37k) and 2nd in terms of # employees (520k) Employees per province - % of total in Belgium Employers per province - % of total in Belgium 520.446 employees 37.331 employers Antwerp WESTVLAANDEREN 13% Antwerp 19% 17% OOST VLAANDEREN 13% WESTVLAANDEREN LIMBURG 8% 8% 11% 13% OOST VLAANDEREN LIMBURG 7% 10% 11% 20% 3% 4% HAINAUT 9% HAINAUT LIEGE 9% LIEGE 8% NAMUR > 12,5% of employers 5% - 12,5% of employers < 5% of employers NAMUR 4% > 12,5% of employees 3% 5% - 12,5% of employees LUXEMBOURG < 5% of employees 2% LUXEMBOURG 1% • Situated at 40 km from Brussels and close to other important regions: 60% of the European buying power is situated within a ray of 500 km from the city Antwerp. • An extensive transportation network between Antwerp and other important European regions. • Services is an important sector but the industrial sector keeps growing in Antwerp. The harbour is also an important place for Industry. Source: RSZ Q3 2010 (private sector) Presentation1 15 7%
    16. 16. Step 2 – Zoom in The ‘arrondissement Antwerp’ represents 60% of companies and 62% of employment in the province Arrondissement Turnhout Companies Arrondissement Mechelen 22.237 employers (60% of Antwerp) 6.325 employers (17% of Antwerp) 8.769 employers (23% of Antwerp) # heads Arrondissement Antwerp 319.829 heads (62% of Antwerp) Average: 66 heads/customer 84.811 heads (16% of Antwerp) Average: 40 heads/customer 115.806 heads (22% of Antwerp) Average: 32 heads/customer Source: RSZ Q3 2010 (private sector) Presentation1 16
    17. 17. Step 3 – take a different angle Employment in province Antwerp is driven by Industry, Commerce, Admin Services and the Health Sector <50 in Antwerp: 196k heads 50-200 in Antwerp: 94k heads >200 in Antwerp: 230k heads Top sectors within the <50 market (in # heads) Top sectors within the 50-200 market (in # heads) Top sectors within the >200 market (in # heads) 80,000 80,000 80,000 70,000 70,000 70,000 60,000 60,000 60,000 50,000 50,000 50,000 40,000 To be compared with other regions 40,000 40,000 30,000 30,000 30,000 20,000 20,000 20,000 10,000 10,000 10,000 0 0 0 Top 6: 75% of employment Top 6: 81% of employment Source: RSZ Q3 2010 (private sector) Presentation1 17 Top 6: 87% of employment
    18. 18. Step 4 – get to a level of detail that will be directly actionable (e.g. as briefing to sales team) Most important activities within the sector Industry are Chemicals & Food Sector Industry in # heads Segment < 50 in Antwerp Sector Industry in # heads Segment >200 in Antwerp Sector Industry in # heads Segment 50-200 in Antwerp 18,000 18,000 18,000 16,000 16,000 16,000 14,000 14,000 14,000 12,000 12,000 12,000 10,000 10,000 10,000 8,000 8,000 8,000 6,000 6,000 6,000 4,000 4,000 4,000 2,000 2,000 2,000 0 0 0 Source: RSZ Q3 2010 (private sector) Presentation1 18
    19. 19. Step 5 – Compare to competitor performance Competitors are much more present and have a higher awareness ratio Unaided awareness Study of Company X Unaided awareness in Antwerp: • competitor 1: 40% • competitor 2: 29% • company X: 11% Awareness of company x: 11% Top of mind in Antwerp: • competitor 1: 20% • competitor 2: 17% • Company X: 5% Source: Awareness Barometer Presentation1 19
    20. 20. Market potential Presentation1 Market penetration 20
    21. 21. Step 1 – Evaluate situation for sub-segments of clients With its 5.000 customers in Antwerp, company X has a lower market penetration compared to the national market penetration Market penetration of Company X in Antwerp % market penetration 50% 40% 37% Average: 32% 32% 30% Average: 24% 20% 27% 22% Average: 14,5% 13% 10% 10% 5% 6% 1-4 5-9 7% 0% Presentation1 10-19 20-49 50-99 21 100-199 200-499 500-999 >999
    22. 22. Step 2- Evaluate situation for different type of products Product C is the most important product in terms of invoicing Invoicing value and number of customers per key product in Antwerp (cross-segment) 4,000 3,500 3,000 2,500 2,000 1,500 1,000 500 0 Product C Product A Product D Invoicing (M EUR) Number of customers Presentation1 22 Product B Product E
    23. 23. Step 3 – take a detailed look at internal KPI The ‘arrondissement Antwerp’ only represents 20% of our customers in the province Antwerp customers Arrondissement ‘Turnhout’ (20% of customers Antwerp) 5,4% penetration (40% of customers Antwerp) 5,8% penetration (40% of customers Antwerp) 8,4% penetration # heads Arrondissement ‘Mechelen’ Average: 70 heads/customer Average: 60 heads/customer Average: 40 heads/customer Invoicing Arrondissement ‘Antwerp’ Average: 4.000 EUR/customer Average: 4.800 EUR/customer Average: 5.200 EUR/customer Presentation1 23
    24. 24. Step 4 – investigate root causes Customers indicated the importance of having a supplier close to their business, which is a weakness for company X Competitor 1 Competitor 2 Company X Presentation1 24
    25. 25. Step 5- also think beyond your organization Having a strong partner-network seems to be important to develop business in the <50 segment Company X: 55 partners Company X: 34 partners Company X: 43 partners 10% of top 100 partners 35% of top 100 partners 30% of top 100 partners Current partner network in Antwerp is rather weak compared to other regions Presentation1 25
    26. 26. Last step – quantify market potential Market Share (MS) and value of total market for P1, P2 and P3 within the < 50 segment Average market share on national level % market share A market share increase from 4% to 11% generates + 4,5 M EUR + 1% MS SSS generates + 1,1 M € P2: 3,6% P1 : 4% MS P1 Presentation1 A market share increase from 4,2% to 9,8% generates + 1,2 M € P2 26 P3: 4,2% MS P3 Invoicing total market (100% MS)
    27. 27. Gathering information via different channels… Desk research Presentation1 Analyze figures Internal interviews 27 External interviews
    28. 28. … to come to the conclusions and recommendations • Antwerp is an important & interesting region, with untapped potential • Market penetration is especially low in the <50 segment and in the ‘arrondissement Antwerp’, where potential is highest • Actions to grow:  Work on local awareness (action plan)  Open new branches  Further develop value proposition for specific sectors (e.g. credentials)  Develop partnerships with accountants Presentation1 28
    29. 29. Agenda • The House of Marketing • Market Research Project • Project Management • Desk research • Interviews Presentation1 29
    30. 30. Quiz: What’s the difference between these 2 buildings? Bilbao Guggenheim Presentation1 Sydney Opera House 30
    31. 31. Quiz: What’s the difference between these 2 buildings? Bilbao Guggenheim Sydney Opera House • Architectural Masterpiece • More than 1 million visitors per year • Estimated Construction Time of 4 years • Construction cost of +/- € 80 million Completed in 1997… on time Completed in 1973… with 10 years delay Cost € 84 million… on budget Presentation1 Cost € 77 million… initial budget € 5 million 31
    32. 32. There are numerous reasons why projects usually fail… People are not working toward the same goals and specifications The scope of the project keeps changing Team members lack the right skills or expertise for the project Cost/Budget overruns Work is redone or duplicated and will impact project cycle time Presentation1 Team is sitting on different locations, no connections, etc… 32
    33. 33. Project Management aims at systematically reducing risks of failure Project Management is the application of knowledge, skills, tools and techniques to project activities to meet project requirements. Presentation1 33
    34. 34. Step 1: Initiate Project Management starts with defining the project and setting up the right scope and objectives 1. Define the mission: why do we need to do the project? 2. Define the scope: what’s included and what’s not? 3. Set up objectives: what objectives do we aim to reach? (SMART*) 4. Align clear roles & responsibilities 5. Identify the end-deliverables * SMART: Specific, Measurable, Actionable, Realistic and Time Presentation1 34
    35. 35. Example of project objectives What to achieve Target value of the indicator Indicators Statement Measures Performance Targets Create a revised report that summarizes monthly sales activity Content Report must include the following data for each product line: •Total number of items sold •Total sales revenue •Total returns Schedule Report must be operational by August 31 Budget Development expenditures are not to exceed $40,000 Approvals New report format must be approved by •Vice president of sales •Regional sales manager •District sales manager •Sales representatives Presentation1 35
    36. 36. Start project ASAYGT Remember 14AA41  IMS 2BZ4UQT 2G2B4G: remember 2make it 6C!! TXS TYL 36 Presentation1
    37. 37. Step 2 - Project plan Divide project in streams or phases by listing activities (incl. sequence, duration, dependencies, resources) XX Key activities XX Confident Clarity Communication Consistency Control Credibility XX Phase 1 desk research interviews Plan your interviews on time! Phase 2 Testing Phase 3 Training Feedback sessions Key meetings Today Presentation1 Status meeting Status meeting 37 Validation meeting
    38. 38. Brainstorming on project deliverables is done by answering 6 questions chronologically • What topics do you think you need to address in order to answer the question? (Use structured thinking to be logical and exhaustive) • Why do you need this topic? How relevant is it? • What can’t you deliberately do? (Constraints, scope definition) And which parameters/drivers can you address? • What are the problems you expect to occur (for every topic) and how can you address them? • Define the deliverable(s) for each topic • Having listed the topics, what is the immediate logical route of topics to follow? Now you can list your ideas: Topic, Deliverable, Special remark(s) Presentation1 38
    39. 39. Step 3 – Execute/ control Important to have regular meetings with your team Holding regular progress meetings with your team will enable you to: • Have better communication – by keeping all the needed people involved • Risk control - more people = better overall view • Better overview - better status of where you are • Do progress reporting to management (& stakeholders) Presentation1 39
    40. 40. Step 4 – Project closing An important process (and phase) of your project! The end is near, but you’re not there yet… You should have laid the foundations of closure at the start: • Clear goal and objectives • People’s commitment to the end • Project closure activities foreseen in the project plan • Foresee a formalized but fun end ‘event’ so that people can disconnect Presentation1 40
    41. 41. Agenda • The House of Marketing • Market Research Project • Project Management • Desk research • Interviews Presentation1 41
    42. 42. Question Consumer trends 2020-2025 for a major automotive company How will youth evolve in Russia? What is the likely impact on motoring? How would you approach this? Presentation1 42
    43. 43. Main challenges 1 2 3 Presentation1 Don’t get lost in the mass of information Reconcile inconsistent data sources From gut feeling to a real trend (or to the bin) 43
    44. 44. Tip & tricks for desk research Where to start ? Start by defining what you want to know. Keep a broad view of the information you are looking for. Gather data Online sources, Government departments, libraries, public sources, business specific information, magazines & publications, etc. Analyse info Check the quality of your source (e.g. governmental vs commercial), try to find at least 3 different sources to ensure they broadly agree and check how data was collected Define storyline Presentation1 Always keep in mind what you are looking for and the question you are trying to answer 44
    45. 45. Agenda • The House of Marketing • Market Research Project • Project Management • Desk research • Interviews Presentation1 45
    46. 46. A good interview, starts with good preparation What Who • Internal interviews vs. external interviews • Why do you want to interview him /her? • Do some background research: what is his / her expertise? How Presentation1 • What do you want to find out during the interview? • What do you want to learn? • • • • Where will you take the interview? Which questions will you ask? Prepare all your questions before the interview The duration of the interview can maximum take 1,5h 46
    47. 47. Put your questionnaire in a logical structure 1. Start with short introduction that explains the purpose of the interview 2. Begin with more open, general questions to bring the interviewee at ease 3. Ask specific or critical questions in the end (but don’t avoid them!) 4. End the interview by thanking the interviewee, ask if he/she has more questions 5. Leave your contact details, so he/she can contact you A good interviewer brings his/her interviewee at ease (also non-verbal behavior) and keeps the overhand of the interview (follow your structure of questions) Presentation1 47
    48. 48. Watch out for the typical pitfalls when conducting an interview 1. 2. Presentation1 Make sure your questions are clear for the interviewee - Don’t speak too fast, leave time for silences - Don’t use any jargon in your questions - Don’t ask suggestive questions 3. Make sure the interviewee feels at ease - Provide a good location - Do not interrupt the interviewee during his/her answers - Be unbiased, do not criticize the interviewee 4. Interview pitfalls Keep third parties out of the interview Don’t write too much during the interview. If you can’t record the interview, it’s best to take the interview with two. - One is responsible for asking the right questions - The other one will take notes 48
    49. 49. Presentation1 49
    50. 50. Join us at our Meet & Greet! ‘Rodins’, Oude Markt 24, Leuven 12/11/2012 – 19h00 Subscribe via: