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Discourse analysis: Beneath the surface of language
Seamus O'Farrell, Market Leader, Quarter 2, 2013, pp. 15-16
Prostate Cancer UK's chief marketing officer Seamus O'Farrell describes how discourse analysis played a central role in modernising the charity's culture.
Prostate Cancer UK's chief marketing officer Seamus O'Farrell describes how discourse analysis played a central role in modernising the charity's culture. Working with Linguistic Landscapes, it identified areas where the internal language of the organisation was preventing it from evolving. The project found that a much more candid, less euphemistic approach to talking about prostate cancer was needed in order for communications to improve.
From Rio to the rest of the world: How innovative research from Gatorade in Latin America is impacting worldwide
Ana Alvarez and Fiona Blades, ESOMAR, Congress, Atlanta, September 2012
This paper discusses how Latin America's rapid development - of both the region's economy and its marketing industry - is impacting on market research.
This paper discusses how Latin America's rapid development - of both the region's economy and its marketing industry - is impacting on market research. The authors also explore the opportunities, issues and practicalities of conducting research in the region, using interviews with clients and agencies. The paper also showcases the proprietary work Pepsico and MESH are jointly conducting on the Gatorade energy drink brand.
Warc Briefing: Brand Launches
Warc Exclusive, June 2012
This briefing offers an overview of the history, theories and key trends related to Brand Launches.This short report outlines different arguments about how to brand a new product, especially after the rise of social media and collaboration-based marketing.
This briefing offers an overview of the history, theories and key trends related to Brand Launches.This short report outlines different arguments about how to brand a new product, especially after the rise of social media and collaboration-based marketing. It discusses the need for marketers to incorporate passion and creativity into product development and not just communications.
Reinvigorating businesses and brands
Havas Worldwide, The Creative Business Idea Book, 2011
Helping clients to rebrand and reinvent themselves is an increasingly large part of the job of communications agencies.
Helping clients to rebrand and reinvent themselves is an increasingly large part of the job of communications agencies. Since the 1980s, Euro RSCG has been using its proprietary Brand Momentum tool to assist clients with strategic planning and product development. The survey tool tracks public perceptions of client and competitor brands, paying particular attention to two dimensions: dynamism and trust. This article looks at eight companies where the agency team worked with clients to breathe new life into brands in danger of losing relevance, including Lacoste, Peugeot and eBay.
Campaign insights from Coca-Cola Japan - winner of the 2011 Warc Prize for Asian Strategy
Joseph Clift, Warc Prize for Asian Strategy, July 2011
An interview with David Elsworth, Vice President of Creative Excellence at Coca-Cola Japan and the author of the winning case study of the inaugural Warc Prize for Asian Strategy.
An interview with David Elsworth, Vice President of Creative Excellence at Coca-Cola Japan and the author of the winning case study of the inaugural Warc Prize for Asian Strategy. Subjects discussed include the initial insight that sparked the campaign, its creative strategy and the possibility of the campaign strategy being adopted outside of Japan.
Behind the scenes with NetApp (Landor Perspectives 2010)
Britt Dionne, WPP Atticus Awards, Highly Commended, 2010
Britt Dionne from Landor Associates looks at how storage and data management company NetApp successfully ensured internal support for its branding program launched in 2008.
Britt Dionne from Landor Associates looks at how storage and data management company NetApp successfully ensured internal support for its branding program launched in 2008. She describes the key factors as the clarity of vision which facilitated decisions, a strong marketing team co-operating with a group of key internal stakeholders, securing the support of senior leadership and sharing insights from third-party research with the executive team.
Consumer insight: New product insight
Jules Berry, Admap, October 2010, pp. 44-45
Consumer insight, is just as critical in positioning new product as in developing them. optimising the chances of success in the marketplace.
Consumer insight, is just as critical in positioning new product as in developing them. optimising the chances of success in the marketplace. Price, name and packaging should be ¬considered at an early stage in the testing process. Testing needs to be done in a priced context and at a range of different price points. With naming and packaging of line extensions, positioning in relation to the parent brand must be carefully balanced. The role of consumer insight is not only to understand the intrinsic appeal of a new product, but how consumers use context to make ¬decisions about that product in the market.
Having a Hard Time Launching Innovations in Russia
Marcin Penconek, ESOMAR, Congress Odyssey, Athens, September 2010
Companies are refocusing on the emerging markets in BRIC countries. With China, India and Brazil, Russia is back on the radar of multinationals.
Companies are refocusing on the emerging markets in BRIC countries. With China, India and Brazil, Russia is back on the radar of multinationals. Despite its familiarity, the Russian market offers particular challenges to FMCG manufacturers, particularly when launching new innovations. This paper investigates the various opportunities for, and barriers to, launching innovations in Russia. We aim to answer the following questions: What is the typical success rate of innovations in Russia? What makes Russia different from the perspective of launching innovations? How does the market environment in Russia influence launch expectations and launch strategies?
Product usage and firm-generated word of mouth: some results from FMCG product trials
Alain Samson, International Journal of Market Research, Vol. 52, No. 4, 2010, pp. 459-482
Theory and past research suggests that greater levels of consumer involvement and product usage lead to higher levels of word of mouth (WOM).
Theory and past research suggests that greater levels of consumer involvement and product usage lead to higher levels of word of mouth (WOM). This paper presents some tests of hypotheses related to product usage and WOM, based on secondary consumer panel data from five fmcg product trials. The main findings are that brand usage range within a product category has a pervasive effect on pre-trial intentions to recommend the trialled product, as well as the actual number of WOM conversations generated by the trial and their effectiveness (the rate of attitudinal conversion based on interest generated). Frequency of product use only significantly affects the number of WOM conversations. Second, compared to non-users, being a loyal user of the trialled product (having used the brand more frequently than other brands) has a negative effect on WOM effectiveness, while non-loyal users’ WOM is more effective compared to that of loyal users. The study thereby provides more evidence that loyal users are not necessarily the best targets of WOM marketing campaigns, and suggests that research on the interaction between involvement or product usage and loyalty in relation to firm-generated WOM may be an interesting area of further research.
How far can you rely on a concept test: the generalizability of testing over occasions
Ling Peng and Adam Finn, International Journal of Market Research, Vol. 52, No. 3, 2010, pp. 353-372
In practice, product managers have to assume consumer evaluations of concepts generalise from the time (and research environment) of concept testing to the time (and market environment) of market introduction.
In practice, product managers have to assume consumer evaluations of concepts generalise from the time (and research environment) of concept testing to the time (and market environment) of market introduction. However, little is known about the temporal stability or generalisability of the results of concept testing over occasions. Rarely have concept-testing studies incorporated testing of the same concepts on the same respondents on more than one occasion. This research investigates the importance of occasions as a source of error variance in estimates of the generalisability of concept test scores for both minor and major innovations within the context of Generalisability theory. The study collected concept evaluations of ten innovations from members of an online panel on three occasions, approximately a month apart. The results show that the three-way interaction among subjects, concepts and occasions is a substantial contributor to variation in concept testing of both major and minor innovations, with the contribution for major innovations even more substantial than for minor innovations. Moreover, failure to recognize occasions as an explicit source of variance in the generalisability analyses will lead managers to overestimate the generalisability of their decision studies. However, the impact of neglecting occasions varies by purpose of measurement and associated object of measurement. This research provides insight about how well concept testing can generalise over occasions. Concept test evaluations provided on an initial exposure are more favourable than will be received on any later occasions, and apparent differences in consumer evaluations of a particular concept in an initial test do not provide a generalisable basis for identifying which consumers will respond most favourably to it on a later occasion. For concept testing to be used for targeting or segmentation, more occasions will need to be sampled.
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