Research conducted in the United States and Europe confirms that consumers are twice as receptive to communications while they are waiting (derval, 2007). this approach is called wait marketing, because consumers consider advertising in that specific context as entertaining. a tV commercial, for instance, will be remembered by 7% of consumers when viewed at home. the same ad will be remembered by 27% of consumers when they see it in the doctorâs waiting room. Discover how brands can effectively leverage wait marketing in online communities and interact with their target customers via SLIC, the Second Life Interview Corner an immersive, congruent and open interview sofa.
This presentation illustrates a new way of engaging consumers in the product development process. With the help of innovative Web 2.0 techniques, new products are co-created WITH the consumer instead of developing a product just FOR them. The approach focuses on the early stages NPD process where initial concepts or products are developed and tested. A new online technique has been developed to acquire direct and detailed consumer feedback right on the test object. It brings together suppliers and consumers in a co-creative process where concepts, products or packages are created interactively. With the help of an online-reporting including visual online heatmaps and key measures empathetic understanding and intuitive insights should be enabled.
Our study describes and gives insights about a consumer-driven consumer touchpoint development: the network of favours, and helps to understand why it is important to use innovative techniques to drive innovation. The study is based on a real case, conducted in 2007. It is a relevant example of developing a completely new platform bespoken to the target audience, using an innovative consumer-driven methodology.
With the advent of Web 2.0, the belief that consumers now have in their own voice, in their own creativity and in their own ability to express themselves is becoming more apparent. They clearly no longer see themselves as just passive respondents in their relationship with our brands but active equals who have the confidence to come into our space and play whether we have invited them to or not. Rather than shy away from this desire for our customers to engage with us we have embraced it with co-creation. Our approach to co-creating with consumers on some of our major brands and the results they have produced will be of interest to FMCG companies because it shows not only consumers have a significant role to play in the innovation process but also points the way to how it can be done effectively. Most innovation and new product development cycles are not able to generate enough quality ideas, quickly enough and our co-creation programmes have gone some way to address this.
Due to advances in technology, natural language processing (NLP) also known as text analytics have come a long way in the past five years. Text Analytics allow market researchers to finally gain insights from the majority of data collected in business (80% which is in unstructured/text format). Learn how Anderson Analytics, the first market research firm to harness the new technology in ad-hoc research, has leveraged the technique in a wide range of market research situations. Thus crossing the line between traditionally qualitative and quantitative research in order to bring actionable insights to clients including Starwood Hotels and Unilever.
In light of the 3PS of Innovation Perspective, Process and Product, the focus of this paper and presentation will be two-fold: 1) Discussion of the experiences working to make research part of the innovation perspective, process, and products for our internal digital clients, and 2) A case study of following the P's through our work on the first preschool-targeted game for the Nintendo Wii on the market in the U.S.
If the number of hits in Google is by any means a measure of importance, then, with more than 94 million hits, innovation is hot.Generation of ideas, or ideation, is a simple condition to innovation. What makes the upside-down ketchup bottle, the Smart car, the Toyota Prius and the Nintendo Wii successful innovations? And why are some companies better able to come up with successful innovations than others? A part of the answer to these questions depends on whether you as a company have a well defined innovation process in place. You would think the more ideas, the better and higher the number of successful launches.However, the problem with this thinking is the high costs related to the development of the idea, and the large amount of ideas that might clutter the pipeline and will actually lower the success rate.
While "brainstorming" can bind teams and build commitment to concepts, it is rarely a successful way to generate and test winning ideas. Jaroslav will relate Unilever's experience of the strengths and weaknesses of "brainstorming" within a deodorants innovation project and share the results of an intriguing and conclusive experiment comparing a large scale internal brainstorming process with an online use of external creative consumers. When it comes to creativity, it's always dangerous to draw hard and fast rules but this work has certainly thrown up some interesting findings.
How can scores from a concept tested in Germany be reliably compared with those from the same concept tested in China? Measured and true concept scores can widely vary between countries due to e.g. cultural response behavior, response styles, time of measurement or consumer innovation profile. Based on a 14-country study covering Europe, the Americas and Asia-Pacific, the authors have developed a framework for assessing 'pure' concept performance independent of contextual or biasing factors, providing an alternative approach to the often criticized traditional benchmarking of concepts.