How can we know in real-time what consumers want?It is necessary to stop resisting change, to go with new contexts and forms of communication by transforming research methodologies into a 24/7 look.
How can we know in real-time what consumers want?It is necessary to stop resisting change, to go with new contexts and forms of communication by transforming research methodologies into a 24/7 look.
With Givaudan, a company always at the forefront of consumer insights of the flavours and fragrances industries, we jointly carried out a qualitative and quantitative exploration on Twitter, Facebook and Instagram to understand RTD and beer consumption occasions in Brazil and offer tailor-made sensorial experiences eventually. This project aids Givaudan in creating value with its customers in market development, helps beer brands to position themselves better and expand their line of products, or generate innovations to compete with other companies.
This presentation describes the work that has been done by Givaudan in putting together best practices and shared knowledge in developing fragrances for developing markets. The outcome is shown in the form of small case studies that underline opportunities and challenges when dealing with such a broad topic.
A Perceptual Map of quantitative fragrance profiles can provide the perfumer with a âsnapshotâ of the current olfactive market. To provide the perfumer with a stable platform to work with, the core to this approach is Quantitative Fragrance Descriptive Analysis (QFDA), in which trained assessors quantitatively rate fragrances on various fragrance descriptive characteristics. Emotive measures from the consumer can be integrated with QFDA profiles. This integration provides the perfumer with a new understanding of how olfactive directions impact consumer perceptions and emotions. The emotive language of the consumer is translated into a more technical fragrance lexicon for the perfumer. From this process, cross-cultural differences and commonalities are readily visualised by the perfumer.
Part one of the paper reviews the innovation process and relates this to the creation of new fragrances. Special attention is focussed on the development phase, of the creative process, which recognises the difficulty of using conventional market research to test novel fragrances. Complex factors are involved, such as the rejection of novelty, the influence of responses based on acquired experience and complex social and cognitive factors. The consumer's paucity of language to describe fragrances also increases the difficulty. The second part of the paper discusses two case studies on the development and testing of innovative perfumes. It shows how an understanding of the appropriate creative process can set a strategy for the development and testing of innovative fragrances. The first study exemplifies a linear innovation strategy by which a new fragrance was created using the consumer's odour associations, which cued the desired response. The fragrances were optimised by attribute profiling and the final selection was in a concepted in-use test against a market bench-mark. The second study discusses how an innovative perfume was created by an "intuitive leap" strategy, which focussed the creative effort on an unexplored odour region and used testing techniques which avoided rejection of the novel odour. The innovative fragrance was optimised using indirect and projective methods. The final selection was an integration of several qualitative studies which ensured that the fragrance was coherent with the concept. The partnership between the client and the perfume house is emphasised. It provides an intimate knowledge of the concept and allows the time to carry out the creative process and testing strategy for perfume optimisation in parallel with the concept development
In the first part, the various possible physical constraints on economic growth are analysed The conclusion is that there are no absolute physical limits to food production and that there is no universal or absolute physical scarcity of raw materials. The real problem is access to these raw materials due to their uneven geographical distribution which creates political risks of discrimination. The second part then examines the macro-economic and social constraints on economic growth. The list of such constraints is an impressive long one: insufficient private investment, balance of payments deficits, inflation, increasing costs, changes in competitive positions, changing social values, institutional sclerosis, etc. which seem to be more important than physical constraints. In the third part, various possible or plausible future macro-economic growth scenarios (frameworks/orders of magnitude up to the year 2000) are presented in a tentative/speculative way. The conclusion is that the most plausible scenario seems to be a moderate one with elements of slow growth. Finally, the fourth part investigates the basic characteristics society -in opposition to the consumer one- towards which the industrial societies seem to be slowly evolving during the next of a conserver developed twenty years.
The author proposes that segmentation should play a greater role in industrial marketing planning and strategy formulation. After analysing the basic characteristics of industrial markets and the different approaches/styles of marketing, he then goes to the core of industrial market segmentation techniques, such as macro segmentation, micro- segmentation, vertical and horizontal segmentation. He analyses a great number of possible segmentation bases/variables which can be used by the industrial marketer, in order to establish a solid foundation for appropriate market selection strategies. For, no doubt, the choice of a market or markets (segments) is the basic and most important decision in planning marketing strategy.