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LEO Pharma NPD: How research innovation directly influenced a product development decision
Janet Gunner, James Hindhaugh and Kevin Savage, MRS Awards, Finalist, MRS Awards, December 2013
This article describes research by LEO Pharma, a healthcare company, which reviewed dermatological indications in order to understand where the greatest business opportunities lay.
This article describes research by LEO Pharma, a healthcare company, which reviewed dermatological indications in order to understand where the greatest business opportunities lay. An 'unmet need' scale was developed to allow the comparison of symptoms. Three phases of research were undertaken: a key opinion leader workshop where experts discussed their views; telephone interviews with dermatological experts in four very different markets; and social media listening to understand patient views. The research led to the decision to suspend product development due to competitive markets already existing for the conditions that most concerned patients. Taking this decision at an early stage saved the company money.
Ease of drive installation, commissioning and maintenance: An international study
Joseph Walker and Kate Leckie, MRS Awards, Finalist, MRS Awards, December 2013
This article describes international qualitative research by Control Techniques, the industrial technology company, in order to understand how the installation, commission and maintenance of its products could be made easier.
This article describes international qualitative research by Control Techniques, the industrial technology company, in order to understand how the installation, commission and maintenance of its products could be made easier. Structured, in-depth face-to-face interviews were conducted with two groups: those who were involved in 'hands-on' work with the company's products and those who do not have a hands-on role, but have an influence on specification decisions. Over 100 usability issues were raised during the research, allowing the company to develop new product ranges to meet these needs.
The Co-operative taste team
MRS Awards, Winner, MRS Awards, December 2013
This article describes how Co-operative Food, the UK grocery business, changed the way its taste testing panel functioned, in order to improve its own-brand offering.
This article describes how Co-operative Food, the UK grocery business, changed the way its taste testing panel functioned, in order to improve its own-brand offering. Seven stages of the taste testing panel were improved: developer and supplier collaboration; recruitment; booking; criteria/selection; on-going engagement; fieldwork; and reporting. Changes at every stage of the process have led to the generation of higher quality data, enabling the company to sell the service to a greater number of suppliers.
How brands are built in the digital age: The opt-in age of brands
Guy Murphy, Admap, December 2013, pp. 18-21
This article describes some of the ways in which digital technology is changing branding, emphasising the importance of brand-building as a way to secure future sales.
This article describes some of the ways in which digital technology is changing branding, emphasising the importance of brand-building as a way to secure future sales. Savvy, better informed consumers require brand to move away from 'push' mass media advertising and towards 'pull' marketing that focusses on quality, value and 'brand-budding'. Emotional pull is important, but easily undermined by bad reviews and customer scepticism. Product-led brand-building which use functionality, experience and sensory innovation will be important, and the article describes examples of each. As connectivity and experience continue to increase in importance 'brand-budding' - where brands partner or connect with each other - may improve success.
Where creativity meets commerce: Zipcar and ASOS at The Marketing Society Conference 2013
Joseph Clift, Event Reports, Marketing Society Conference, November 2013
This event report addresses how marketers can think and act more like entrepreneurs. Companies such as Zipcar, the membership-based car rental service, and Airbnb, the online peer-to-peer accommodation network, demonstrate just how quickly small ideas can achieve scale and draw in huge numbers of customers and advocates if they are properly executed.
This event report addresses how marketers can think and act more like entrepreneurs. Companies such as Zipcar, the membership-based car rental service, and Airbnb, the online peer-to-peer accommodation network, demonstrate just how quickly small ideas can achieve scale and draw in huge numbers of customers and advocates if they are properly executed. ASOS, the ecommerce fashion site, similarly shows that flexibility and openness to change are essential. Many major businesses, it seems, are not set up to achieve this goal, either because of inadequate processes or as senior executives lack the requisite level of technical savvy.
MasterCard evolves ‘Priceless’ campaign with QR code based shopping app
Stephen Whiteside, Event Reports, ad:tech New York, November 2013
This event report describes how MasterCard, the financial services company, has created a shopping app in an evolution of its 'Priceless' campaign.
This event report describes how MasterCard, the financial services company, has created a shopping app in an evolution of its 'Priceless' campaign. The app allows users to scan QR codes at a location and pay for goods through the app, and has been used in coffee shops, cinemas and sports stadiums. The app makes purchasing easier and more rewarding for the consumer. It is not designed to drive sales, but to enhance the customer's experience and therefore build an emotional connection with the MasterCard brand.
How new technology is delivering deeper shopper insights
Jo Bowman, Event Reports, International Shopper Insights in Action, November 2013
This event report discusses the ways in which digital technologies can help brands understand changing consumer behaviour.
This event report discusses the ways in which digital technologies can help brands understand changing consumer behaviour. As one of the simpler possibilities, Debenhams, the department store chain, has utilised its Design Team online community to track purchase behaviour, collect customer feedback and monitor emerging trends. At the other end of the spectrum, GlaxoSmithKline, the pharma giant, has established a high-tech shopper insights centre that uses everything from virtual reality stores to biometric testing to conduct in-depth research at the most granular level.
How Martini tempted consumers to try something different
Jo Bowman, Event Reports, International Shopper Insights in Action, November 2013
This event report addresses how Martini, the spirits brand, encouraged consumers in Belgium, Luxembourg and the Netherlands to break their establishing habits and try something new.
This event report addresses how Martini, the spirits brand, encouraged consumers in Belgium, Luxembourg and the Netherlands to break their establishing habits and try something new. As an iconic brand with over 150 years of history behind it, Martini was a well-known name, but was either associated with decades past or left consumers confused regarding how it could best be enjoyed. Creating a new cocktail, the Martini Royale, and adopting new shopper marketing and on-trade strategies helped transform its fortunes, and engage a new generation of customers.
How Kimberly-Clark uses global insights to shape North American innovation
Geoffrey Precourt, Event Reports, The Market Research Event, October 2013
This event report describes how Kimberly-Clark, the consumer packaged goods company, uses ethnographic research around the world to drive innovation and incremental growth in its home market of North America where it leads most of its categories.
This event report describes how Kimberly-Clark, the consumer packaged goods company, uses ethnographic research around the world to drive innovation and incremental growth in its home market of North America where it leads most of its categories. For this process, the company focuses on two groups of consumers – heavy users and “outliers” (e.g. those with different beliefs, special needs or non-users) – to gain insights for developing new offerings from its mature brands or within its mature categories. Examples include: innovating in a mature category (creating Cottonelle FreshCare); innovating with a mature brand (leading to Kleenex Slim Pack); creating new categories with mature brands (resulting in the Truist skincare range); and innovating in mature categories with new brands (bringing about the Kleenex Hand Towel).
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.
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