Storytelling helps insights professionals to drive change by engaging decision-makers. Effective storytelling goes beyond the data to use emotion as a key driver for decision making. In addition to human intelligence that's required to craft compelling stories, technology can help the storyteller to present the information in an interactive and engaging way, make sure it's always up to date, and promote it to stakeholders. For example, at Philips, too much data and a drive to do more with less prompted the deployment of the Eureka market insights platform. On Eureka, insights managers transform research into stories which they broadcast with expert channels to drive business engagement that brings customer-centricity to light. In this webinar, our guest speaker Cinny Little, storytelling expert and principal analyst at Forrester Research will share best practices for storytelling used by the most mature and forward-thinking firms. Then Market Logic will show how market insights platforms are used to craft and push essential stories to the business. Finally, Fenny Leautier will share a 2020 case study on storytelling at Philips.You'll learn: -5 principles for creating a great data story that people remember-How to align your data story with what matters most to an audience-Technologies to present stories and promote them to decision-makers-Key learnings from Philips to bring a compelling data story to life Listen to this webinar today and learn how you can drive the change you want using the power of data storytelling.
Insights departments need to step up and take control of analytics to save the industry and their own business.
Superpromoters are clients who share their enthusiasm about particular products, brands and companies and influence other people by doing so. The theory urges companies to focus more on the enthusiasm of these customers. In 2011, Blauw conducted a research programme for Philips and helped them create a support plan for their superpromoters in India. The presentation reviews both experiences.
Two case studies (Menu Menu and Mirrortime) where online research has been an integral tool for design innovation projects are addressed in this paper. The projects differ in thematic focus, region and target group. The specific methodological approach chosen for each research project and the implications for research set up and execution are addressed. Specifically the presenters argue that we need to move from anonymous respondents to a community of participants, from side line observations to engaging provocations and from interrogations to conversations.
Philips Lighting needed insights in garden needs with the potential to make a change in the garden lights market. It was important for Philips Lighting to completely involve the entire interdisciplinary team (researchers, technicians, marketers, designers). This presentation reviews the innovative and engaging process of 'co-creating' insights: mating consumer insights to company knowledge. This helped Philips go beyond the obvious, without the fallacy of 'thinking inside-out' The presentation also shows how co-creation of insights can help a brand come up with high impact concepts.
Philips transformed its business from being technology driven to consumer driven, recognizing that this was their best strategy to create breakthrough products and winning communications programs. This presentation shares how Philips, in changing their organization, crafted a completely new platform through collaborative efforts with BrainJuicer that could redefine and validate consumer insights effectively, ensuring that only the most potent would be carried through to guide new product development.
Insights generated from interviews with hard to pin down stakeholders (ex. C-suite executives from customers in the B2B arena) can provide a benefit for planning corporate strategy. Online bulletin boards provide a powerful and flexible way to interact with senior audiences, generating high engagement and rich data for analysis and interpretation. This paper includes case study detail from an evolving program of studies with key international stakeholders for Philips, leveraging online bulletin boards to generate insights which drive critical brand strategy decisions. Weakening the distinction between corporate client and isolated research respondent brings both challenges and opportunities.
Philips Healthcare engaged BrainJuicer to set up a project in which patients with serious pulmonary conditions were able to share their experiences. This case study demonstrates the use of an innovative methodology: a project within a multi-client online community environment to create a channel for extremely sick people to make themselves heard, and for a major medical equipment manufacturer to hear what they were saying. Philips Healthcare was able to derive a more holistic appreciation of patient needs, and a key learning from the project was the extent to which the participants themselves benefitted from taking part.
This presentation provides an overview of the online community platforms that are being used for product and service innovation. The presentation introduces a new form of online platform: the multi-client market research online community and includes a case study showing how this type of community environment has been used to derive insights from people suffering from serious pulmonary illnesses.
The advancement of the digital experience has opened up new and exciting worlds for consumers in ways that were only imagined ten years ago.The adoption curve of consumers of new digital products is accelerating, resulting in a changed shopping behaviour. Shopper research has taught us that although the digital industry tends to commoditize their go-to-market strategy with a strong focus on price, the consumer is applying a rather long and complex purchase process, with clearly different needs in the various phases of the process.
Philips has a long-established history of introducing innovative products in the consumer electronics space: from the cassette tape to the compact disc, which it co-introduced with Sony. Sustaining innovation on this scale is challenging, and Philips' market research arm is constantly evaluating new approaches to discovering what consumers want to see next. In 2007, the company wondered whether it was doing all it could to understand consumers. Until this point, Philips had been continuously evolving its traditional methods with new forms of market research. However, the team found that its ability to gather unexpected, game-changing insights from consumers was still limited. The traditional methods they had in place were most useful for testing consumer opinion and sentiments, and the newer methods, while effective in harvesting insightful information, were expensive and time-consuming. Philips wanted to look three years ahead perhaps even further to discover its next breakthroughs and this, it realized, was only possible if it could more effectively harness consumer insights early in the product development cycle. In 2007, spurred in large part by the mandate to more deeply embed consumer-centric thinking companywide, Philips' Consumer Electronics (CE) sector took its first steps toward engaging a private online community, planning to thoroughly test it over the course of one year. Still unsure of how an online community would work and how it would complement existing market research efforts, the company approached Communispace to help build a private online community.