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Int. Journal of Market Research
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The benefit of social media: Bulletin board focus groups as a tool for co-creation
Sylvie E. Rolland and Guy Parmentier, International Journal of Market Research, Vol. 55, No. 6, 2013, pp. 809-827
Bulletin board methodology emerged at the end of the 1990s and is becoming the most frequently used qualitative study technique.
Bulletin board methodology emerged at the end of the 1990s and is becoming the most frequently used qualitative study technique. This interactive approach groups a community of participants in a private or public online forum for a duration that varies from several days to several months. Discoveries, exchanges of view, personal opinions and group reactions are all part of the power and interest of the internet in this era of social media. This article presents the principles of bulletin board development, and specifics to aid understanding of this tool within social networks and to help organisations adapt to a paradigm shift in marketing in which consumer-respondents are co-creators of meaning and knowledge.
How netnography can be used to unlock the full potential of crowdsourcing contests: The case of the Mondelez chocolate lovers contest
Gregor Jawecki, Johannes Gebauer and Susanne Mathis-Alig, ESOMAR, Qualitative, Valencia, November 2013
This paper describes a project for Mondelez International, the food manufacturer, which combined crowdsourcing and netnography methods to generate insights.
This paper describes a project for Mondelez International, the food manufacturer, which combined crowdsourcing and netnography methods to generate insights. Until now crowdsourcing contests (idea generation via online platforms) and netnography (ethnography adapted to the internet) have been understood as two distinct approaches. By conducting a netnography-based content analysis of all contest output, an understanding of consumers' needs and preferences underlying the submitted ideas was gained. In addition netnographic validation in independent online communities provided insights into the ideas' relevance for the general market as well as hints for further improvement.
Co-creation in practice: How to innovate with the help of consumers
Matthew Carlton, Event Reports, IPA Eff Fest, October 2013
This report looks at how brands are employing co-creation and collaboration with consumers to deliver successful products.
This report looks at how brands are employing co-creation and collaboration with consumers to deliver successful products. Examples come from Threadless, the t-shirt company that produces the most popular designs submitted by the public, and crowdSPRING, a community of designers and writers that companies can approach for logos or websites. While a lot of co-creation can be classified as sales promotion rather than fostering true innovation, some brands are more ambitious in their approach. These include Heineken, the beer brand, which created the Ideas Brewery - a platform that issues co-creation challenges to consumers, with the top ideas invited to a co-creation workshop to further develop ideas. BMW also has a co-creation lab that encourages brand enthusiasts to get involved in projects, and invites its own workers to improve working practices. The article concludes with a checklist for co-creation best practice.
Six ways to drive innovation
Matthew Carlton, Event Reports, IPA Eff Fest, October 2013
This report discusses how marketers and agencies can make their organisations more creative. It identifies four Cs for overcoming creativity challenges - Commitment, Context, Courage and Collaboration - and suggests six models of organisational creativity.
This report discusses how marketers and agencies can make their organisations more creative. It identifies four Cs for overcoming creativity challenges - Commitment, Context, Courage and Collaboration - and suggests six models of organisational creativity. These include the Compartmentalised model, where creativity is departmentalised and is typically followed by agencies and major organisations, and the Dropped In model, which involves buying in innovation from the outside, rather than developing it on the inside. The report concludes with an example of collaboration from the UK Government website, which as well as expecting to save £1.1bn, has opened up its code to anyone who wishes to use it and improve it.
Marriott International identifies a new kind of travel dynamic
Geoffrey Precourt, Event Reports, IAB MIXX, September 2013
This event report describes ethnographic research by Marriott International, the hotel chain, into how the travel planning process has been changed by technology.
This event report describes ethnographic research by Marriott International, the hotel chain, into how the travel planning process has been changed by technology. The research focused on the role of video in travel planning, finding that video has an emotional appeal to consumers and increases brand credibility. The role of children in planning is also considered, with findings suggesting that children are significant contributors to research and decision making. The research identified three points of difference for Marriott to focus on. 'Co-creation' looks at how the knowledge and research of different family members combines to lead to decisions. Presenting an 'authentic experience' is important as younger generations are highly conscious of details and design in hospitality. Marriott is making its marketing more engaging and authentic by having local hotel managers and staff create video tours. Marketers need to strike a balance between technology that knows what consumers are doing, and allowing for 'serendipitous discovery' that expands people's understanding of what is possible.
Think Big and Connect to the Max: How PepsiCo (re)connected the Ruffles brand with Generation Y
Tom De Ruyck, Joeri Van den Bergh, Erkan Balkan, Anouk Willems and Annelies Verhaeghe, ESOMAR, Congress, Istanbul, September 2013
This paper describes a market research online community (MROC) project undertaken in Turkey by Ruffles, the potato chip brand owned by PepsiCo, in order to develop a campaign that targeted generation Y.
This paper describes a market research online community (MROC) project undertaken in Turkey by Ruffles, the potato chip brand owned by PepsiCo, in order to develop a campaign that targeted generation Y. The six week long MROC provided a hub for dialogue between a sample of generation Y consumers, the Ruffles brand team and the advertising agency. This approach allowed the brand to generate insights for product development and campaigns, and then pre-test activation platforms and campaign ideas. The project demonstrated the value of qualitative research in generating insights and ideas.
Less Facts, More Fiction: Expanding Research's Mind: Moving away from method, to a much wider definition of strategy as execution
James Ebdon, Elizabeth Lonergan and Leanne Tomasevic, ESOMAR, Congress, Istanbul, September 2013
This paper describes how an abundance of data is changing the role of market research from collecting the 'most and best data' towards generating valuable insights.
This paper describes how an abundance of data is changing the role of market research from collecting the 'most and best data' towards generating valuable insights. 'The messy mind agenda' articulates a four part shift in market research. A complex and unpredictable environment will require experimentation and learning over time. Researchers will need to 'critique and curate' information in order to identify what is important and useful to brands. Research should open up and have 'creative conversations' with brands and consumers in uncontrolled environments to generate new ideas and insights. In order to make brands distinct, they should focus on culture rather than consumers, developing a brand identity within that culture, and changing alongside it.
Co-creation with consumers: who has the competence and wants to cooperate?
Eric Vernette and Linda Hamdi-Kidar, International Journal of Market Research, Vol. 55, No. 4, 2013, pp. 539-561
Lead users and emergent nature consumers are two highly attractive targets for marketing co-creation.
Lead users and emergent nature consumers are two highly attractive targets for marketing co-creation. Based on a representative sample of the French population (n = 995), we show that the competence and engagement in co-creation of these two target groups are significantly greater than for other consumers. This result is encouraging for market research companies that face a growing reluctance of customer participation in marketing studies. In addition, we have normed the distribution of lead user and emergent nature consumer scores among the population. This results in specific reference points for naming customer data while at the same time making it easier to filter respondents for future co-creation initiatives.
Collaboration with co-researchers in communities
Anouk Willems and Tom De Ruyck, International Journal of Market Research, Vol. 55, No. 4, 2013, pp. 587-589
These conference notes are drawn from the Association for Survey Computing conference held in London in April 2013.
These conference notes are drawn from the Association for Survey Computing conference held in London in April 2013. They consider the challenge of the gap between what a consumer shares and how a researcher understands it and provides recommendations for ways in which consumers can collaborate and become "co-researchers".
Crowdpower: How co-creation leads to strong product innovations
Andera Gadeib, ESOMAR, 3D Digital Dimensions, Boston, June 2013
This research paper evaluates different key performance indicators with regards to their strengths in predicting the success of a new product idea.
This research paper evaluates different key performance indicators with regards to their strengths in predicting the success of a new product idea. An essential question in innovation is how well a new product will be accepted by the customer once it is launched. Measures are needed to detect opportunities in the early stages of innovation and to move the right ideas forward in the value chain. The method builds on the experience of classical product concept testing and combines it with a co-creation task to effectively shape and rework the ideas early in the innovation process. This is applied specifically to bringing new FMCG products to market, which require a fast development schedule.
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Collaboration and co-creation
Brainstorming and generating ideas
Computer-aided and technological solutions
Consumer and shopper panels
Ethnography and observation
Eye-tracking and visibility research
Neuroscience and biometric methods
Online market research
Qualiquant, mixed mode
Quantitative data collection
Scanner panels, retail audit
Social listening, real time research
Virtual reality and simulation methods
Project types and objectives
Innovation and NPD
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