What drives trust (and mistrust) in tech companies? Learn how to use narrative analytics to understand the drivers of trust and win customers across the globe with better values, strategies and offerings. In addition to the Trust case study, the presenters will describe now they have used narrative analytics to better understand and appeal to target audiences and will describe how you can start with these techniques either with in-house tools or by partnering with providers.
What drives trust (and mistrust) in tech companies? Learn how to use narrative analytics to understand the drivers of trust and win customers across the globe with better values, strategies and offerings. In addition to the Trust case study, the presenters will describe now they have used narrative analytics to better understand and appeal to target audiences and will describe how you can start with these techniques either with in-house tools or by partnering with providers.
This paper will question the role of objectivity across three parameters: a) what motivates us as human beings, b) key cultural shifts which have taken hold and introduced a change in values and 3) a change in client priorities. This paper will then go on to demonstrate a move away from traditional objectivity in market research by outlining a case study conducted by Northstar Research on behalf of Jaguar Land Rover.
The loyalty programme of Carrefour has been running for several years. It consists of giving loyalty points to card users when their basket has a specific spend value. Carrefour wanted to know until which point you can motivate the customer to spend more, while maximising the feeling of generosity and minimising the promo cost. To help Carrefour with this (i.e. finding the ideal balance between reward and cost), solutions-2 combined big data (individual customer data on a big scale) with research methods. Carrefour allowed solutions-2 to use 2M of its customers, and its promo budget, in a live test environment. They implemented a complex conjoint design, in which market research data was combined with real spend data. It clearly showed that big data + market research are both needed to get the best value out of both.
Despite the large efforts done by today's companies, keeping customersâ information organised is becoming harder. Different brands, departments and promotions have the potential to create new valuable information.?The effort required to systematise all this disperse information to better understand customers is becoming increasingly intimidating. In addition, measuring the real impact of many promotional activities is not easy, partly caused by this information dispersion. But it is worth making an effort to integrate data from several sources and measure real effectiveness. This presentation will show how L'Oréal, jointly with DatosClaros and using a metering technology from Netquest, overcome these difficulties. The result: solid data that has become possible to come up with new loyalty pro.
The loyalty programme of Carrefour has been running for several years. It consists of giving loyalty points to card users when their basket has a specific spend value. Carrefour wanted to know until which point you can motivate the customer to spend more, while maximising the feeling of generosity and minimising the promo cost. To help Carrefour with this (i.e. finding the ideal balance between reward and cost), solutions-2 combined big data (individual customer data on a big scale) with research methods. Carrefour allowed solutions-2 to use 2M of its customers, and its promo budget, in a live test environment. They implemented a complex conjoint design, in which market research data was combined with real spend data. It clearly showed that big data + market research are both needed to get the best value out of both.
The Emerging Markets house the bulk of human populace, with China and India alone accounting for about 30% of the world's population. As these markets have developed and per capita income has risen in many of these countries, they have become growth engines for global consumer companies. For example China's per capita incomes tripled in nominal terms in the 1990s and India followed suit with its per capita income tripling between 2002 and 2011. The middle income group or the âaspirational classesâ grew by about 67% in numbers, in India and China, in the first decade of this century. Large CPG multinationals reported 37% - 57% of their sales from emerging markets in 2012, and this percentage is growing.
Digital disruption has become the driving force behind innovation, enabling the creation, delivery and support of products and services in a cheaper, quicker and more convenient manner, radically changing both business and society. Although similarly transformational changes have historically been met with resistance - notably, the Industrial Revolution - digital has been eagerly embraced by consumers and enterprises alike. It may be that we have never seen such a strong desire to adapt to change as we see now.
Our research studies over the years on the impact of change on loyal consumers show that they are excessively sensitive to change, But what is interesting is the fact that, parallel to the drive for stability, there is a drive for change. We call this contrary set of drivers the Change-Costancy conflict and respond to change. The intent in this paper is to get the heart of this conflict and understand how it impacts the loyal consumers' choice and behaviour.