What's it about?For the first time in our digital history, we all have shared common global experiences brought on by the pandemic. Whether it?s consumers' daily routines being impacted, businesses grappling with supply chain issues, or transitioning to a remote work environment?we?ve all felt the ripple effects of Covid-19.These common global experiences for consumers and businesses have created an urgent need for brands to align insight across product lines and divisions. Organizations need to move faster, be more insightful, and consider real-time information along with supporting material spread across traditional data silos. To be able to successfully deliver on the changing expectations for research and insights, the tools that are utilized need to evolve to match these new demands.What's in it for me?In this discussion, we will explore:How the pandemic has changed the ways that our clients deal with research and insightsHow the relationship between brands and consumers evolvedThe importance, and difficulty, of sharing information across teams that haven?t been traditionally alignedWho is this for?All those interested in understanding the new role for the insights industry and how it is continuing to evolve
Join thought leaders in a discussion that touches on human empathy, consumer closeness and brand purpose with the ambition of exploring the drivers of future growth post Covid.
Shoppers were embracing digital retail prior to the pandemic, and COVID simply accelerated these changes. Now, the market research industry needs to evolve in light of the challenges for brands because of changes in consumer behavior. Alex Hunt, CEO of Behaviorally (Formerly PRS), will discuss the strategy behind the re-branding of PRS IN VIVO USA as Behaviorally and how the new brand promise will serve clients' needs more effectively in an omnichannel retail world. Join us for an in-depth discussion and first look at Behaviorally.
Identifying with the true Peruvian - their background, that which is evident with each tasty meal of unique seasoning, that which knows resilience and to overcome any obstacle in order to move forward with ingenuity. "Who" that the Peruvian is, Inca Kola understood perfectly from its beginnings. The brand captured what fills the Peruvian with pride - from the choice of name inspired by the millenary culture that underlies Peruvians, to its flavour which is the perfect combination of native flavours from this prodigal land. The challenge for the brand is to reach the essence of the Peruvian on a daily basis, remain strong in a changing society and gain influence when the Peruvian struggles because of particular situations that put their values in check and make them question their legacy. Therefore, the brand needs to build a foundational, important and individual story that leverages the communal identity of the Peruvian, while at the same time endowing it with solid points of conviction that make it feel its own.
We share the case of Havanna - a relevant company in Argentina, valuable and respected in a region that leads one of those few (and at this point we would say strange) categories that have no multi-national competence, and is therefore responsible for undertaking the strenuous task of leading the market. It is the case of a company, that facing new consumer trends and a transformation in the competitive scenario, has stepped out of its comfort zone to re-think. Our intention in this paper is to highlight the advantages of re-purposing for a small business, because we think that by making weakness a virtue, what we learn from the process can be extrapolated.
Entrepreneurship is the Millennial ambition. Record numbers of Millennials are starting their own business and governments around the world are accelerating this trend, supporting start-ups in the attempt to drive growth. So, the game is changing, but organisations do not appear willing to accept this reality. Businesses need to see that they are no longer competing against traditional corporate competitors - they are now competing against Millennials themselves. The severity of this issue is being acknowledged by the likes of global giants such as Deloitte and Unilever. Deloitte has set up a £25m start-up fund for employees, and Unilever has created âThe Foundry', to collaborate with start-ups and drive cultural transformation. Samantha hypothesized that Millennial Entrepreneurs (Founders) have become tired of waiting and are taking it upon themselves to make change happen. Being the most profound example of how Millennials approach the new world of business, Samantha set out to discover whether Millennial Entrepreneurs are creating a new work/life paradigm that better suits their vision of life, and, if so, how corporations can better tailor their structures to attract and engage top talent.
How Coca-Cola Japan partnered with a tech start-up to co-create an offering appropriate for their market. By addressing issues around time and efficiencies they achieved win-win outcomes. According to the Japanese Market Research Association, in 2013 the Japanese market research industry grew by only 0.8%, down from a huge increase of 8.4% in the previous year, since then the industry has grown in Japan, but has yet to reach the levels of growth seen back in 2012. This arrest in growth in the local industry was accompanied by a severe tightening of budgets across the marketing and insights functions.
A recent study in the potato chips category with PepsiCo threw up critical learnings that we leveraged to create a refreshed way of looking at brand purpose, in the form of 'brand citizenship'. We also looked at examples from other studies that we have done as well as desk research, to understand how the concept of 'purpose' itself is changing in meaning across all spheres of life ? not just in the choices of brands, but also political affiliations and life decisions. Our explorations helped construct the brand citizenship framework, which we believe adds a further layer to existing models of brand purpose and, in turn, could result in more effective purpose-driven marketing.
Facts are nothing without stories. Instead of a traditional qualitative campaign pre-test where participants evaluate stimuli, we created a museum with Corona's (AB inBev) history and focused on how consumers re-built it into stories.
In 2008 in Great Britain, Gordon's Distilled Gin, the largest gin brand, was facing a yearly decline circa -32%. Today, it is growing at an amazing rate of +74%, which is faster than any other big, international gin brand. Turning around a long-term decline never happens by chance. We will demonstrate how applying four specific principles delivered this incredible commercial impact:1. Insightful consumer and category understanding;2. Crystal clear and concise strategy based on these insights;3. Inspiringly simple marketing principles that are easy to apply across markets;4. The leadership behaviours that galvanize the business to see future opportunities and stop being constrained by the past.This research brings to life the consumer understanding, the strategic clarity, the inspiringly simple marketing principles and the leadership behaviours that made Gordon's transformation possible.