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What do you do when your world is turned upside down?: Case of applied cultural anthropology to a business problem
Catharine Bauer and Johanna Faigelman, ESOMAR, Qualitative, Valencia, November 2013
This paper describes research undertaken in order to advise a pharmaceutical client on re-entering the market after the withdrawal of a previous medication due to safety concerns.
This paper describes research undertaken in order to advise a pharmaceutical client on re-entering the market after the withdrawal of a previous medication due to safety concerns. The research study uncovered strategic and deeply motivating consumer and physician insights to position the company's new products in order to be successful. As a result of the research the brand and marketing teams had a clear direction as to the strategies that were needed to be in place pre-launch for success. These guided the development of the product label, communication platform messages and tonality, and the brand positioning.
Reviews of market drivers of new product performance: Effects and relationships
Kuen-Hung Tsai, Chi-Tsun Huang and Mu-Lin Tsai, International Journal of Market Research, Vol. 55, No. 5, 2013, pp. 719-738
This study adopts a meta-analytic approach to review the performance effects of the market predictors of new product performance and their structural relationships.
This study adopts a meta-analytic approach to review the performance effects of the market predictors of new product performance and their structural relationships. Based on empirical findings from the relevant studies published before 2011, this study has a number of interesting findings. First, market orientation, competitor orientation, product advantage and launch proficiency are the dominant drivers of new product performance. Second, market orientation, marketing synergy, product advantage and competitive intensity have significant effects on new product performance. Third, product advantage serves as an important intermediary between the market predictors and new product performance. Fourth, product innovativeness per se does not affect new product performance. Finally, launch proficiency translates the effect of market orientation into new product performance. These findings not only identify the dominant market drivers of new product performance, but also profile the routes leading to better new product performance. Some important implications for market research and practice are also provided.
DuBose Cole, Mindshare, Original Thinkers, August 2013
This brief article summarises the challenges and implications for marketers following the launch of Chromecast, a dongle from Google that allows users to stream content to their TVs.
This brief article summarises the challenges and implications for marketers following the launch of Chromecast, a dongle from Google that allows users to stream content to their TVs. It comes into direct competition with existing SMART TV, gaming and streaming providers and its low cost and wide compatibility gives it a strong position.
Trendwatch: Clean Slate brands
Henry Mason, Admap, April 2013, pp. 8-8
Consumers see new or Clean Slate brands as superior, often more innovative and more likely to behave better.
Consumers see new or Clean Slate brands as superior, often more innovative and more likely to behave better. Clean Slate brands often have 'new' business values, such as ethical, social and environmental concerns, baked into their business models. Many 'old' brands were established in an era of industrial capitalism, when secrecy was a source of competitive advantage and shareholders encouraged the pursuit of profit at any cost. Examples of Clean Slate Brands, such as US bank Simple, are overturning incumbents, while 'old' brands, such as Nike and BMW, are trying to wipe their slate clean.
To innovate, less is more
Phil Sutcliffe, Admap, April 2013, pp. 10-12
The typical model for innovation is that a company will launch many products in the hope that some of them will stick and become a success.
The typical model for innovation is that a company will launch many products in the hope that some of them will stick and become a success. This article argues that brands should focus on identifying a smaller number of ideas that don't even have to be ground-breaking. The key is to identify and develop products that are at least better than the choices that consumers already have, so that they can command a price premium. McCain Ready Baked Jackets was the most successful launch of 2012 and is used as a great example of an innovation that brings a new benefit to address an unmet or under-met need. As well as identifying the unmet or under-met need, a brand also needs to identify the concepts that are most likely to bring incremental growth. Using data from Kantar Worldpanel, the article shows how to be more successful when driving innovation.
Jaguar: Our time to roar
Andy Parker, Warc Exclusive, MAP: Measuring Advertising Performance, March 2013
This presentation looks at how Jaguar, the British car maker, has rebuilt its brand image since its purchase by Tata in 2008.
This presentation looks at how Jaguar, the British car maker, has rebuilt its brand image since its purchase by Tata in 2008. By examining its existing brand image in several global markets and its competition with the dominant German luxury brands, Jaguar recognised that changes were required for the whole organisation. It developed a new brand idea of being "alive", and connected with consumers via this platform.
Rebranding without the Onion
Paul Feldwick and Seamus O'Farrell, Admap, March 2013, pp. 18-21
This is the story of how the Prostate Cancer Charity rebranded to become Prostate Cancer UK. It was a process than ran counter to much of the conventional wisdom recommended by branding consultants that state that radical rebranding processes should begin with a clear strategic blueprint for what the brand should become.
This is the story of how the Prostate Cancer Charity rebranded to become Prostate Cancer UK. It was a process than ran counter to much of the conventional wisdom recommended by branding consultants that state that radical rebranding processes should begin with a clear strategic blueprint for what the brand should become. This brand Key or Onion is then used to brief agencies and only when the new identity is ready, is it revealed and sold in to the organisation. However, Prostate Cancer UK took a different route in which strategy, execution and cultural change were all allowed to emerge together. This article examines the challenge for charity, the process that the team went through to reach the strategy and offers ten principles to follow for anyone looking to undertake a major rebranding project.
Marketing cars: A prestige marque for the young
David Edwards and Ollie Gilmore, Admap, February 2013, pp. 26-29
Prestige car brands are eager to attract younger drivers as cheaper 'entry-level' models have proved to be a success in recent years.
Prestige car brands are eager to attract younger drivers as cheaper 'entry-level' models have proved to be a success in recent years. The BMW 1 Series now contributes to around one quarter of BMW's annual passenger car sales and Audi's A1 demonstrated the public's appetite for Audi engineering in 'concentrated' form. Mercedes-Benz will launch its A-Class in 2013 but the brand has an age perception problem, with research showing that the perceived age of a Mercedes driver was at least a decade older than that of an Audi or BMW. It is a brand at odds with the dynamism and energy of youth. This article shows how recent campaigns for Mercedes-Benz have started to tackle the issue, using active interaction and cross-platform populist storytelling.
W Hotels: Building brand buzz in Singapore
Low Lai Chow, Event Reports, Loyalty World Asia, December 2012
W Hotels distinguishes itself from other luxury hotels by not actively marketing its rooms but by selling an emotional connection.
W Hotels distinguishes itself from other luxury hotels by not actively marketing its rooms but by selling an emotional connection. This article outlines how it went about generating an emotional buzz around the opening of its first hotel in Singapore. In the six months leading up to the launch, a series of 'activations' were undertaken around the brand's passion points of fashion, design and music, culminating in a 10-hour party on the opening night. The hotel has since had an 81% occupancy rate.
New Brand Extensions: Patterns of Success and Failure
Jaywant Singh, John Scriven, Maria Clemente, Wendy Lomax and Malcolm Wright, Journal of Advertising Research, Vol. 52, No. 2, 2012, pp. 234-242
The success of brand extensions is crucial for businesses. This study examines the performance of successful and failing new brand extensions.
The success of brand extensions is crucial for businesses. This study examines the performance of successful and failing new brand extensions. The analysis framework consists of purchase data for 47 extensions across 30 consumer packaged-goods categories in a large-scale U.K.-based consumer panel. The results show that the performance of successful new extensions is comparable to that of established ones by the second quarter following their launch. Successful extensions continue to gain customers from that point forward. Failing extensions, however, show declines in both the number of customers and the repeat-purchase rate from the third quarter onwards. The study suggests a diagnostic framework to assess the performance of new brand extensions.
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