The low success rate for innovation in Indian FMCG became a subject of interest at Nestlé India. Partnering with Nielsen we set out to understand what it takes innovations to win in the long term- form birth, to breakthrough and beyond the first phase of life on the shop shelf. The ensuring investigation threw up some surprises, but more importantly brought forth simple tenets that can instruct new launches to higher probability of enduring success, The passage to a winning, sustainable innovation has two critical stage gates incumbent in it: getting the innovation rights (pre-launch) and getting it through (once on the shelf). We examined both via frameworks created for the purpose and developed a guide for marketers wishing to maximize their chances in the marketplace.
The Bottom of the Pyramid represents an exciting target segment for many consumer goods companies - in Brazil alone there are 2.2 million households with a disposable income below US$2,500. In order to reach these consumers, businesses must first of all understand who these consumers are and what they want, alongside the transition to emerging middle classes. The key to success is to learn from the experiences of other companies operating successfully both in the region and globally.
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.
Global Prices Study 2007 is the 7th benchmarking study ESOMAR has conducted since 1982 to help research providers and buyers execute market research projects. The latest edition reports on prices in 63 countries and includes analysis of changes over time. The fieldwork was conducted from 22 March to 10 June 2007 and a total of 592 research agencies participated in the study, providing sufficient data for the results of 63 countries to be reported, along with regions and sub-regions.
Aiming to enhance the knowledge of the region with enormous potential for development and surprising diversity, the presenters have prepared an overview on the demographic profile of Latin America. A set of basic indicators has been selected (based on the latest information available) for most of the countries in Latin America (18) and in order to contextualize the data, information on two countries with developed economies, the USA and Germany, has been added.
The perceived conflict between server-centric and panel-centric metrics has served to bring confusion to the users of Internet audience measurement. This paper sets out to resolve this dissonance through the unification of both data sets to produce meaningful Key Performance Indicators (KPIs) for internal and external competitive benchmarking. The primary focus has been on the global automotive industry and the presentation specifically describes how Renault has implemented the resulting solution in their Internet departments world-wide.
This paper cautions against rushing toward new data collection technologies and instead urges an assessment where and when they are appropriate. Only a small amount of primary research on this has been undertaken, and as such the assertions are intended as a start point for debate. The paper focuses on one area of research with high value, account-handled customers and examines the outcomes companies seek when carrying out research with these accounts. It reviews how far current and emerging technologies could provide the outcomes and finds that current technologies lack on many counts. The authors have developed a model to assess what would have to change for new alternatives to become a suitable replacement for existing preferred data collection methodologies in the business research environment. By analysing the extremes in this way the personal but time consuming and expensive, face-to-face data collection method and the impersonal, but speedy and cheap(er) e-methods the direction that new technology must take if it is to support researchers becomes clearer.
The use of this methodology allows us to draw' a performance chart of ourselves as well as of competitors identifying the strong cores of services that are to be maintained the weak cores that need to be improved and those others of a more complementary or non-significant nature. It also lets us know the structure of the competitors chart as from the physicians perception and the relationship drawn between us and others. These results are extremely useful nowadays for the development of any kind of business and even more so for the pharmaceutical industry as physicians are increasingly fine-tuning their perception on services as the differentiating factor of the companies performance. It is precisely in this field where differences become more noticeable and not so in the field of products where equilibrium and similarity are increasingly prevailing.