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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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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Driving revenue via dynamic transport pricing

Business Issue

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Our client needed to drive additional revenue from their transport offering.

Prior to the introduction of a dynamic pricing model to maximise revenue and capacity, an understanding of the price sensitivity of different passenger types was essential.

Insitas Delivered

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Insitas established the price sensitivity for each of the user groups, highlighting psychological trigger points  along with maximum and minimum price points.

The impact ticket price had on the likelihood to re-use and overall service satisfaction was also analysed to understand the trade off between short term gains and longer term brand growth.

Actions Taken

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A short term limited promotional price offer was introduced, containing strict eligibility criteria to ensure it could only be accessed by the target group.

The success of the trial led to a wider roll out of a new more tailored pricing model.

Building revenue through tailored promotions in the leisure sector

Business Issue

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Our client wanted to build brand engagement and ultimately revenue in a market where promotional offers are pivotal to driving incremental spend.

They wanted to introduce a tool which would enable customers in different countries to tailor the frequency and content received, as well as the communication channel used.

Insitas Delivered

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Insitas showed that there was both a strong desire for such an approach and that it would create increased brand engagement.

We identified appropriate content and the parameters within them to prove viability.

Cultural differences meant that content selections varied, and different revenue targets were recommended.

Actions Taken

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Our client refined the content preferences, taking into account national sensitivities identified by Insitas.

Our insight informed decisions on the frequency options to be made available to customers.

Finally they developed the means of delivering the tool along with clear guidelines and instructions for use.

Tailoring a product to the local market ​

Business Issue

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Competitors were rapidly entering an emerging and prospering super premium pet food segment. ​

With an existing product in another geography, our client was potentially in a strong place to capitalise. ​

Understanding the local context and nuance was essential to a successful launch.​

Insitas Delivered

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The existing product required a number of changes to give it the appropriate local fit.​

The packaging required re-imagining as well as stylistic changes, more in keeping with local culture.   ​

Subtle differences in purchase triggers between the markets meant that communication messaging needed a change of emphasis. ​

Actions Taken

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The immediate launch was delayed.​

The time was used to develop more appropriate pack imagery as well as create a new campaign vehicle – all working to ensure increased success at launch.​

Setting targets to drive performance​

Business Issue

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As a premium provider within their sector, our client had challenging corporate growth objectives. ​

With very different levels of market performance and diverse competitive sets across their channels, the marketing team were tasked with building both brand awareness and consideration to drive acquisition.​

Insitas Delivered

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Having identified the key drivers of brand use Insitas was able to recommend which needed to be the focus of the marketing activity.  ​

We used our brand tracker to assess current performance levels. ​

We modelled a number of different scenarios, reflecting different spend and activation plans to find an optimal strategy. ​

Actions Taken

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We agreed a number of key metric targets across both key channels for a two year period. ​

The marketing team had these set as part of their internal performance management process. ​

We continue to monitor the performance – updating the targets on an annual basis as part of our partnership working. ​

Maximising ROI from media mix refinement

Business Issue

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Demanding growth plans and restrictions on the marketing budget ensured that the maximum ROI for all of our client’s brand communications activity was essential. ​

With a number of highly selective target audiences, deploying the optimal multi-media approach and salient messaging would be challenging.​

Insitas Delivered

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Performance of each strand of the client campaign was assessed across a number of key metrics for each of the target audiences, using a carefully defined sampling framework.​

This highlighted both the executions and media format which worked hardest.  ​

Actions Taken

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The client changed their media mix, dropping one to enable an up-weight of spending in the most effective platform. ​

Regional spending boosts were tailored to improve overall ROI. ​

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Driving revenue growth for a pet care product​

Business Issue

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With a high quality premium product offering, our client needed to unlock the product potential to drive significant revenue growth within the pet care market.​

Determining the correct growth strategy was essential. Understanding where and how to focus marketing activity was vital to maximising ROI. ​

Insitas Delivered

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The client brand had an above average category purchase funnel conversion rate.

​Despite a low market share, the brand also had a high user share of wallet, performing strongly within the current niche audience.​

Key health knowledge touchpoints were uncovered alongside key barriers to both trial and increased usage frequency.​

Actions Taken

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The overall communications offering was revised. New messaging was developed around the key health drivers.

​Additionally there was a change in channel emphasis, building on the knowledge gained on the way social media was used in this context. ​

Defending a FMCG brand in a category review​

Business Issue

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A leading manufacturer risked a major loss of sales from a delisting of its brand as part of a retailer category rationalisation review.​

Despite sharing extensive internal data with the retailer which showed strong product  preference based on  measurement of its properties, the retailer remained unconvinced.

Insitas Delivered

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Client brand outperformed  benchmark test brand in both blind and sighted testing across all known key category purchase drivers. ​

For the premium shopper segment the brand was a key offering for an effective range.​

Actions Taken

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Client presented findings to  retailer, highlighting brand key proof points.​

In further discussions with the retailer, the insight was  accepted, prompting a change of thinking and delisting was avoided  – protecting client revenues.  ​