Many client-side research groups seek to challenge and change the paradigms in which their business operates into more consumer-centric ones. This paper describes how a single global segmentation study catalysed one organisation into rethinking many of their most important internal processes, including the allocation of resources across countries, brand positioning and the prioritisation of innovation opportunities. It contains lessons for others seeking to maximise the cultural impact of their work.
Authors: Hilary Perkins, Paul Carney
March 30, 2003
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