3 stage approach to successful brand tracking

By Nicola Warrington

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Last week, The British Research Barometer was released by MrWeb looking at the current state of the insight industry. Despite there being a lot of chatter about social media tracking and big data, it came as no surprise to us that the type of study most commonly conducted in the last year, and indeed planned for 2019, is brand positioning and tracking. Just under 70% of market research professionals interviewed said they had conducted a brand study in the last year, with around 80% planning to do so in the next 12 months.

With this in mind, we have put together our thoughts on building the foundations for a strong brand tracking programme and how to ensure its continued success.

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Optimising the launch of a revolutionary new product

Business Issue

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Our client is the established category leader, with an enviable reputation for innovation and product development.

Having developed a new technology to overcome well recognised consumer issues with current products, testing of a prototype model was vital to identify enhancements and optimal launch materials.

Insitas Delivered

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Insitas identified a number of use issues with the prototype which led to inconsistent performance – risking damage to the brand image and reputation if unaddressed.

Additionally we highlighted elements of the launch materials which required clarification and improvement.

Actions Taken

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Our insights enabled the development team to make changes to the product design that would enhance user experience, therefore saving the brand reputation and innovative idea.

Our client was also able to use the research to further optimise user instructions and tackle performance issues experienced during prototype testing.

Increasing share without damaging brand reputation

Business Issue

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Having spotted an opportunity to steal brand share from a key competitor, our client in the consumer electronics sector, developed a new product.

The new product was to be positioned with a lower price point than their standard offer in the hope of converting users of a competitor product.

Insights were needed to ensure the positioning of this new product didn’t alienate existing customers.

Insitas Delivered

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The study was conducted across a number of European markets, in order to ensure a successful launch in key markets.

Our insights provided recommendations on pricing strategies to maximise profit, as well as identifying key product claims which would resonate well with both users of competitor products and existing customers.

Actions Taken

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From our pricing analysis, an optimal price point was identified that was accessible to new customers whilst retaining a premium brand position.

Product launch claims were developed which tapped into key consumer needs, whilst reaffirming the current brand position.

Pricing research – when to use it and how to improve it

By Nicola Warrington

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There was an interesting article last week in Research Live about the gamification of pricing research arguing that traditional approaches need to be more engaging in order to improve data quality, limit respondent bias and reduce the rationalisation of responses. Improving traditional approaches and respondent engagement can only be a good thing but the underlying principles for pricing research remain.

Choosing the right methodology requires a clear understanding of your objectives – whether that be at the beginning of the process and assessing the importance of price in driving brand choice, through to identifying the optimal price range or estimating purchase intention once a price point has been set.

Below are three traditional pricing research methodologies, when to use them and our thoughts on how gamification can be used to enhance them:

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Assessing new concepts to maximise development investment

Business Issue

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Our client identified the key parameters on which customers assessed products during their purchase decision. In response to this, they looked to develop a new product which would better meet their needs.

With several key interdependent variables our client was keen to understand, at an early stage, the likely consumer reaction to a number of different products which could be manufactured.

Insitas Delivered

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Category users were set a pre-task to immerse themselves in the category and product usage occasions, before reviewing each of the new product concepts.

From detailed analysis and discussion, Insitas provided a clear set of recommendations for each of the ideas tested – their likely success rate, strengths and weaknesses.

Actions Taken

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Based on our recommendations, the client was able to make a strategic decision to progress development of the favoured new product design, dropping other initial concept ideas, to focus on the key priority variables.

Identifying the occasion needs for new product development

Business Issue

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As a major player in their category, our client wanted to understand the unmet consumer needs before investing time and money into development of a new product concept.

Our client was aware of a dissatisfaction with the current offer on the market and required an in-depth understanding of where gaps existed so that they could develop the right product to meet them.

Insitas Delivered

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Insitas designed a qualitative approach to uncover an in-depth understanding of the category and map out consumer occasion needs.

This involved both an online longitudinal diary to gain insights in-the-moment and a face to face discussion around their needs.

Actions Taken

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Our insights identified areas in which consumers were struggling to tackle specific needs, and highlighted specific opportunities for product innovation.

As a result, their innovation team identified key product features to develop within their new product that would overcome the current frustrations of consumers.

Building brand loyalty within a B2B service market

Business Issue

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As the market leader within its sector, our client needed to enhance the loyalty of the existing customer base as well as drive growth through the conversion of prospects.

Competitors showed high levels of marketing activity and a number of market changes presented an opportunity for them to steal customers.

Insitas Delivered

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Insitas identified the key drivers of consideration at both a market level and for specific brands.

We measured the levels of brand loyalty, plus competitive strengths and weaknesses for the client brand. This enabled us to recommend key messages to be conveyed through marketing communications.

This was done across a number of key sub-groups.

Actions Taken

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The client developed a new multi-media communication plan, built around messaging of the key drivers.

This was tailored to the different sub-groups, designed to encourage brand re-evaluation and potential brand switching.

Working alongside Insitas, a number of KPIs were developed for subsequent tracking.

Improving the customer journey experience to drive loyalty

Business Issue

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With millions of customers per year and an ethos of delivering excellence our client needed to understand the key drivers of customer experience.

Performance thresholds exist – built into individual targets – meaning satisfaction needs to be tracked.

Customer numbers show high levels of seasonality and any experience measurement is needed on a continual basis.

Insitas Delivered

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A large scale tracker involving around 10,000 face to face interviews per annum.

The sample is designed to provide a robust measure for each of the different customer journeys – surveying taking place 7 days a week, 52 weeks per year.

Analysis provides performance scores for all key customer groups throughout the year.

Actions Taken

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Insitas identified the key experience drivers, enabling insight-driven actions to be developed for each customer journey strand.

Targets per customer type are developed jointly with the client to reach the overall business target within a five year plan.

Generating product claims for a premium product launch

Business Issue

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Prior to the launch of an upgraded, premium beauty product, our client wanted to develop a set of claims to support its launch and promotion.

As category leader, the aim was to ensure that the product would exceed expectations among existing customers and appeal to a potential new audience, in order to drive increased sales and safeguard their esteemed reputation.

Insitas Delivered

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Insitas conducted an in-home usage study across two countries over a prolonged period of six months. A number of online surveys were completed over time, with key product features and results measured at each stage. Open-ended responses were also collected to support quantitative results.

Analysis of key metrics revealed significant improvements with use of the product over time in many desired areas.

Actions Taken

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A number of claims were generated in relation to improved results and perceptions of the product from long-term usage.

These were then used to support the upgraded product in time for launch along with a clear marketing strategy to secure sales and attract new customers.

Selecting the right name for a new corporation

Business Issue

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With a merger of two leading organisations within their sector, determining the new corporate name for our client was crucial.

Both companies were established with strong offers and loyal customer bases.

However they had very different market positioning presenting a challenge on how to present the new business.

Insitas Delivered

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After a series of multi-country interviews with key stakeholders, it was possible to identify the brand strengths and weaknesses of the two companies among the respective audiences.

A number of potential names for the newly merged organisation were tested to assess their brand fit and implied associations.

Actions Taken

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Our client took the insight and  recommendations and mapped them against the new strategic plan to determine the name which would be most suitable to take forward for the new corporation.