Making sure insights are systematically used by your stakeholders in annual business plans is mission critical, but what to do when a pandemic disrupts your ways of working? When Coca-Cola McDonald's was forced to cancel their annual business planning event to prevent potential health risks, Stephanie Eaddy and her team used their Insights Connect platform from Market Logic to step up to the plate and support the process remotely. In this webinar, you'll learn how they successfully replaced in-person workshops and planning meetings, with a new self-service model, where experts curate critical information with key context, to democratize insights-driven planning for all stakeholders. This session focuses on the journey taken at The Coca-Cola Company to build a new culture of self-discovery and curiosity around consumer insights gathering to enable more people to get insights needed to get the work done. We will discuss: - Understand the benefits of internal digital transformation in your organization- Build a case for internal support and alignment to launch a pilot or something similar- Apply change management tips to help support the transition to a new way of working.
In this case study, Robert Adams (Vice President Global Human Insights, Visa Inc.) will describe the foundations for transformation the high-tech way, identifying key best practices that can be leveraged by other organizations. Elizabeth P. Morgan (co-founder at Market Logic Software), will share the technological underpinnings for the strategy and an outlook for the quarters ahead. We will see how change management can be flipped on its head with the interplay of behaviour, governance, and technology, to create lasting structural benefits for the research organization and the business at large.
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.
The customer insight industry is a big success story, but internal insight teams are often on the critical radar. Against this backdrop, Esomar looked at the best way to demonstrate the value of investing in customer insight, reviewing relevant literature and conducting 20+ in-depth interviews with industry leaders from major organisations including ANZ, Diageo, eBay, Ferring Pharmaceuticals, Heineken, Inter Ikea systems, Merck & Co, Microsoft, Nissan, Pepsi, Philip Morris Int., Turner Broadcasting, Unilever.
Ethical behaviour can have very positive impacts on corporate performance, resulting in higher employee motivation and involvement, lower staff turnover and a better bottom line. This presentation reviews a pioneering case study of how Unilever built a global research ethics awareness programme and how it impacts staff and corporate culture. The presenters aim to stimulate creative discussion on how to approach ethics proactively at the level of the whole organization. It shows that developing ethical codes and training employees can actually be fun and have far reaching consequences.
This paper investigates how workplace structures throughout Europe are changing, driven by the new economic and social environment. New research amongst leading employers in the United Kingdom will help reveal how organisations are responding to the challenges and will help predict the likely effects on the way we work. In particular, the paper reveals how flexible working patterns are going to be key to the success of the European economy and we discover how organisations differ in their approach to changes in workplace structures.
Coca Cola has long been in the list of the world's top brands, its bottle an icon and its markets transversing the world. This is no accident. Coca-Cola is a familiar brand at every bar, street corner vendor and supermarket throughout the globe. Its drinkers form a 'tribe' that has no boundaries. And, from the moment visitors enter a Coca-Cola building they are met, not only by screen saver, glasses, floor covering and decoration in the familiar red and white design, but even sculpture in the form if the famous bottle. What part does market research play in ensuring that the brand retains its premier position in an ever more competitive global market?
I would like to take this opportunity to speak on some of our views concerning technology and culture, particularly corporate culture. I would also like to introduce an example of bringing a product to market based on this understanding.
It is my great privilege to speak about the corporate culture and design management of Shiseido on the occasion of this international meeting organized by ESOMAR. In the course of its 114-year history, Shiseido has built a unique corporate culture on the Japanese market. Today, it is the largest cosmetic manufacturer in Japan and the third largest in the world, with an expanding domestic and overseas network. My attempt will have been rewarded if it succeeds in conveying to you some of the philosophy and thinking of the company during this period. There are three main elements: 1. High Quality Products; 2. Advanced Marketing Techniques; and 3. Avant-grade Creativity which constitute the pillars of management at Shiseido. Since the theme to which I must address myself today is corporate culture and design management, I will have to confine my remarks to the above and therefore am unable to refer to the broader aspect of the company's other activities.
The purpose of this paper is to make some remarks and comments on the relationship between: - the Corporate Image, a concept which is more and more important on a market where the financial terms, the interests paid, the criteria used for giving loans, etc. do not differ much anymore and; - The perceptions and expectations of service quality, the expectations of the customers, what they come asking for and what they consider as "fitness for use". In doing so, we will need to introduce another concept - narrowly related with the Corporate Image or - to say it better - that should be narrowly related with it: the Corporate Culture.