We set ourselves the challenge of forecasting the future for our insights engine, asking ourselves a series of questions about how we conceive insights across Unilever as a whole, how the field of insights is evolving, and about the needs and expectations of the new generation of insight experts who will power our engine in the next few years. Find out what we learnt.
We set ourselves the challenge of forecasting the future for our insights engine, asking ourselves a series of questions about how we conceive insights across Unilever as a whole, how the field of insights is evolving, and about the needs and expectations of the new generation of insight experts who will power our engine in the next few years. Find out what we learnt.
Traditional research rarely fuels the creative brand development process. At its best it evaluates and optimises. At its worst it kills ideas. This presentation describes how fresh sources of insight can help generate the 'big idea' for a new brand and maximise its chances of success.It makes direct reference to the recent creation and launch of a new Russian mainstream beer, Tri Bogatyrya (Three Knights) for SABMiller, to illustrate how 360° insight can be a true catalyst for creativity.
Since the 1950s, the youth magazine Bravo has accompanied German kids through their adolescence, and is successfully present today on TV and the Internet. With our qualitative brand analysis, we intended to generate consumer insights beyond general cross media usage, aimed at developing cross media development strategies for Bravo and new approaches for cross media communication and advertising. Our study indicates, as key determinants of a successful cross media brand development, the provision of complementary contents and added values on each media platform, reflecting the teenagers media specific usage patterns and fulfilment requirements, especially with regard to interactivity and persistence.
Before it is considered to be strong, a brand has been through quite a lot. The process from conception to full maturity may take years, and it must be developed and monitored carefully. The Internet would seem to be diametrically opposed to the concept of brand strategies. It builds brands overnight and kills them just as quickly - so much for carefully planned operations.
The bloom is off the rose for eCommerce companies. Some have already experienced financial difficulties, while many others are not likely to survive for long. This paper focuses on successful strategies for offering products and services on the web, and offers some perspectives on the types of companies that are most likely to succeed at eCommerce. The paper also explores some of the ways that researchers can focus on brand development and other issues that will influence the success of eCommerce ventures.
In this paper we will examine - using a recent case study - how an innovative programme can cut the brand development time significantly and yet deliver a highly successful new brand.
The process of brand learning begins when children are very young. Brand recognition is the first step in a hierarchy that may lead ultimately to purchase. What children are exposed to in the marketplace as they grow and learn may play an important role in their future brand selection behaviour. This study found that the pre-school subjects (n=300) were quite adept at recognising brands and logos of both children and adult products and associating brands with products using a picture matching game. Factors found to be related to brand recognition and matching ability were age, product exposure, and commercial television viewing.
In the ever changing business environment of emerging markets such as China, the advantages of being a first mover are immense. While the importance of market research in new product development is unquestioned, all too often it is resisted for being an extremely time consuming exercise which can delay the launch of new brands. This paper will illustrate - using a case study based on the framework of "The 7 Habits of Highly Effective People" - how market research played an instrumental role in the successful launch, by Pepsi, of a new brand targeted at children in China.
The main arguments of this paper are threefold:- 1. Firstly, that although the concept of âglobalâ marketing of pharmaceutical products has many attractions, its application should be examined with extreme caution. In particular, that the onus of proof that a global brand can be successfully-created lies with its protagonist. 2. That a major obstacle to the development of global brands (or markets) lies more in substantial national differences in healthcare cultures and policies than in differences in marketing structures. That, while pharmaceuticals companies have excellent systems to track the size and composition of their markets, they devote less attention to the structure within which their markets operate.
The topic of this paper was given as The Value of Continuous Research. For any of you who may have doubts as to the value of continuous research, let me say that continuous research is the only type of research appropriate in brand development measurement. I could finish this talk within the next 60 seconds by suggesting to you that: "Since the marketplace is dynamic so should it's measuring device". Or, in other words, Manufacturer and Consumer Behaviour are continuous and as such its observation should be continuous. So, finished my paper and we can all go home! Not so. While Dynamics are a major justification for continuous research, the most important reason for continuity of brand measurement is that it gives us the ability to, finally, start building integrated marketing plans and to stop testing brand success or failure as a function of single determinants. All marketing and, therefore, market research revolved around the measuring of isolated variables with ever-increasing complexity in order to obtain the ultimate accuracy. Or so the analysts claimed. The more complex the technique, the more accurate the result. In this paper, I will attempt to show you that this is not necessarily so. I will further attempt to show that the assessment of a brand's performance cannot be restricted to measuring, however accurately, the performance of isolated variables. I will suggest to you that there are not absolute but only relative values. Marketshare on its own is no indication of brand success or failure. That a growing market share could mean a weaker brand and that a declining market share could mean a stronger brand. This might sound like heresy, particularly to those of you who represent marketing companies.