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Unlocking barriers to high ticket purchase
Sunita Venkataraman and Radhecka Roy, ESOMAR, Asia Pacific, Shanghai, April 2012
This case study of Intel in Indonesia identifies issues for global marketers to consider when addressing emerging markets.
This case study of Intel in Indonesia identifies issues for global marketers to consider when addressing emerging markets. It is particularly relevant for categories where consumers intend to purchase in the future but do not to see the need to act immediately. Intel spotted an opportunity to tap into the positive sentiment of owning a PC, while unlocking inertia and identifying barriers to PC purchase, and converted that sentiment into a tangible urgency for purchase. The case describes how Intel used locally relevant and often traditional themes to create appeal for modern day technology.
From terabytes to archetypes: The psychology of internet security
Simon Patterson and Alexander Erofeev, ESOMAR, CEE Research Forum, Krakow, March 2012
Kaspersky Lab, the Russian internet security company, commissioned a study into the motivations of its B2B and B2C customers.
Kaspersky Lab, the Russian internet security company, commissioned a study into the motivations of its B2B and B2C customers. This paper shows how in-depth motivational qualitative research helped identify the underlying hopes and fears of consumers in relation to internet security. By looking deeply into motivations and inhibitions within the category, a better understanding was gained of the symbolic and cultural environment surrounding internet security. Using Archetype Theory helped optimise Kaspersky's global brand strategy by defining six archetypal positions: Warrior, Scientist, Craftsman, Guardian, Magician and Guardian Angel. Understanding these personalities informed the creative direction needed to reach the different consumer groups.
Blurring the boundaries between qual and quant: How the challenge to do consumer research in the rapidly developing technology industry made qual and quant come together
Maarten Schellekens, ESOMAR, Qualitative, Vienna, November 2011
This paper describes the evolving approach from product-led to consumer-focused research taken by Acer, the PC manufacturer, to better understand consumer needs and validate new product propositions.
This paper describes the evolving approach from product-led to consumer-focused research taken by Acer, the PC manufacturer, to better understand consumer needs and validate new product propositions. But since technology markets change quickly, standard research practices are often insufficient in high-tech markets. As a result, Acer's approach changed from the more traditional (and separate) use of both qualitative and quantitative methods to a blurring of the two. For example, the research programme saw consumers select a PC in a simulated store environment and then engaged in dialogue; and quantitative research using picture materials as a stimulus was employed to understand different consumer lifestyles. The paper argues that this "qualitization" of quantitative research satisfies the need for both highly meaningful, valid results and robust and representative results.
How advertising strategy affects brand and USP recall for new brands and extensions
Nathalie Dens and Patrick De Pelsmacker, International Journal of Advertising, Vol. 29, No. 2, 2010, pp. 165-194
We investigate possible interaction effects between new product branding strategies (new brands versus extensions) and advertising strategies (informational, positive emotional and negative emotional) for two products differing in product category involvement (laptop computers and candy bars) on brand recall and recall of the unique selling proposition (USP).
We investigate possible interaction effects between new product branding strategies (new brands versus extensions) and advertising strategies (informational, positive emotional and negative emotional) for two products differing in product category involvement (laptop computers and candy bars) on brand recall and recall of the unique selling proposition (USP). Two studies were set up with samples representative of the Flemish population (n = 749 and n = 751). Results show that extensions benefit from a brand recall advantage compared to completely new brands, but positive emotional appeals help bridge the gap for new brands. Informational appeals, on the other hand, stimulate USP recall, especially for extensions and regardless of the product category.
From dream to purchase - shopping and purchase behaviour in consumer digital products
Yvonne van Veen, ESOMAR, Retail and Shopper, London, March 2009
The advancement of the digital experience has opened up new and exciting worlds for consumers in ways that were only imagined ten years ago.
The advancement of the digital experience has opened up new and exciting worlds for consumers in ways that were only imagined ten years ago. The adoption curve of consumers of new digital products is accelerating, resulting in a changed shopping behaviour. Shopper research has taught us that although the digital industry tends to commoditize their go-to-market strategy with a strong focus on price, the consumer is applying a rather long and complex purchase process, with clearly different needs in the various phases of the process.
Learning from Winners: How IBM Seized the Day
Raymond Pettit, Journal of Advertising Research, Vol. 49, No. 1, Mar 2009, pp. 104-110
Great advertising captures and engages—often in ways we cannot exactly explain. On the wings of great campaigns, companies create whole new categories of products or services.
Great advertising captures and engages—often in ways we cannot exactly explain. On the wings of great campaigns, companies create whole new categories of products or services. They make us conscious of “needs” we would never even contemplated. There is something almost magic about great advertising. And yet, all too often (by some estimate, more than 90 percent of the time), the results are far from magic. They are dismal. New products fail and existing brands drift aimlessly—unmoved by the millions of dollars lavished to support them. Why is this? Why is it that some advertising proves powerfully effective, while the mass of campaigns wither on the media plans that bore them? Is advertising inherently a roll of the dice—a hit-or-miss gamble with few guiding principles or established truths? Or is there a better model of effective advertising waiting to be discovered? If so, where might we find the data trail to lead us there? These are the profound, urgent questions at the core of Learning from Winners (Lawrence Erlbaum, 2007), a powerfully useful collection of essays by Dr. Raymond Pettit, Senior Vice President of Research and Standards for the Advertising Research Foundation (ARF). Tapping into the archive of more than decade of ARF Ogilvy Award winners, Dr. Pettit tells stories and shares lessons that demonstrate how imaginatively applied research can lead to new brand insights, redefine problems or markets, and support intelligent risk taking. In his quest for marketing truths, Dr. Pettit had an edge with the discovery, in a dusty storeroom, a decade’s worth of submissions to ARF’s David Ogilvy Research Excellence Awards. In this second installment of a series of excerpts from Learning from Winners, Dr. Pettit explores the power of marketing research to drive measurably successful advertising and marketing campaigns that are a critical engine of business growth. The focus is IBM. The time is just a decade ago. And the lesson is how research can turn an uncertain business situation into an opportunity that drives new lines of business as it reinforces a company’s traditional strengths.
Fuelling Philips' innovation engine – continuous ideas and feedback from users
Ria Dierikx and Andrew Lynch, ESOMAR, Annual Congress, Montreal, September 2008
Philips has a long-established history of introducing innovative products in the consumer electronics space.
Philips has a long-established history of introducing innovative products in the consumer electronics space. Sustaining innovation on this scale is challenging, and Philips' market research arm is constantly evaluating new approaches to discovering what consumers want to see next. Up until 2007, the company had been using traditional techniques to test consumer opinion and sentiments. Newer methods, while effective in harvesting insightful information, were expensive and time-consuming. Philips wanted to look three years ahead - if not further -and realised this was only possible if it could more effectively harness consumer insights early in the product development cycle. To try and achieve this, it engaged a private online community, which was tested over the course of one year, to complement existing marketing efforts, and generated a new breed of insights.
Digital divorce or digital love affair – understanding consumer needs by breaking down frontiers
Oliver Tabino, Kerstin Klar, Tim Dörflinger and Stefanie Gutknecht, ESOMAR, Annual Congress, Montreal, September 2008
The use of information and communication technology products and services varies to a considerable degree among consumers.
The use of information and communication technology products and services varies to a considerable degree among consumers. There are some users who devour any innovation, and use beta versions to challenge both themselves and technology. Other users prefer to use tried-and-tested forms of technology. As such, one person's benefit can essentially be seen as another person's barrier. Consumers thus have differing value patterns and coping strategies which are decisive for the way ICT products, services and innovations are perceived and integrated into everyday life (or not). The importance of market research doesn't end with testing existing products, but extends to being an integral part of product development, product improvement and marketing optimisation.
Bringing the Customer into the Heart of a Technology Business
Mark Uttley and John Scott, Market Research Society, Annual Conference, 2006
This paper shows researchers how to connect as powerfully as possible with the decision-making apparatus within client organisations.
This paper shows researchers how to connect as powerfully as possible with the decision-making apparatus within client organisations. It argues that decisions are made by people, not organisations. People tend to respond to human truths more powerfully than they do to empirical facts; you need to identify ways to get clients as close to the critical bits of the actual research process as possible. People need to be helped and encouraged to have ideas and to have the faith to act on them: you need to make it fun, you need to make it safe and you need to make it about outcomes not processes. Organisational culture means that ideas that generate a currency are more likely to be influential than those that are kept private. The articulation or expression of ideas, and the ways projects are designed and run should recognise this. Ideas should be 'graspable' and projects highly inclusive. To see what mileage there is an idea, you should let consumers take it to pieces, rearrange it and put it back together again, and do this with the active participation of clients. Research can be made influential not just for the people directly involved in projects, but for whole organisations; and not just for the duration of the project, but also after it has finished.
Online panels require expertise and knowledge far beyond the traditional market research skill set - a case study of the InkJet online panel
Chris Whittle and Alexander Braun, ESOMAR, Conference on Panel Research, Budapest, April 2005
This paper details how online panels require input from many disciplines outside normal market research practice and, most interestingly, involves what, to many, is the antithesis of market research, namely direct marketing.
This paper details how online panels require input from many disciplines outside normal market research practice and, most interestingly, involves what, to many, is the antithesis of market research, namely direct marketing. The paper solely refers to the creation and development of the HP online InkJet panel, a pan-European panel that has been in operation for nearly five years.
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