Recognising innovation opportunities based on customer needs online is labor intensive, as user-generated content grows exponentially. Machine learning takes the insight process to a new level by utilising machine's and human's individual strengths. In the following, we are sharing our leanings from a project that allowed a direct comparison between human-driven and machine-driven approaches in qualitative research: classic Netnography conducted by researchers versus machine-enabled research supported by algorithms.
This paper shares the experience of a pilot set up by Intel and Ipsos to build an ongoing framework for instant insights that can aid different stakeholders to explore rapid activation with micro-targets, sitting within the company ecosystemâ and not as an external truth. This paper shares the journey of how we got there.
We worked closely with Eden Springs board ensuring we led transformation-through-insights at the highest level and encouraged a top-down change to affect the entire organisation. Eden Springs needed a way to recapture the needs of the customer if they were to bring innovation back into the category, unlock sustainable value, re-establish brand equity and protect themselves from more nimble disrupters that may be around the corner. But with such a focus on driving cost out of the system for their previous private equity owners, customer needs were not in the focus.
The analyses provide a better understanding of the future of AR and VR within marketing strategies. By understanding consumerâs appetite for virtual and augmented reality, quantifying the size of the viable market and getting to know the target groups that are most open to these technologies, companies can capitalise on this growing trend. It is our belief that this connected data approach can be used for all manner of insight purposes. Profiles add colour and depth to descriptions of target audiences. Data tracking brand health from BrandIndex helps explore longitudinal trends amongst target groups. Our connected dataset can then be further enhanced with custom data. Brands and agencies can drive their success only if they tell a story that consistently resonates with their audiences. In the future, the only way this will be possible is by utilizing multiple channels that will blend into one reality. The most successful brands will be those who embrace innovation and have a deep understanding of consumers, which they place at the heart of their innovation strategies. They will use consumer data to isolate the most responsive and receptive audiences, targeting them with using rich data to reduce wastage and build trust.
In this case study we will show how SKOPOS developed a solution using state-of-the-art technology from the fields of Artificial Intelligence, machine learning and statistics to extract deeper insights from SEATâs customer satisfaction survey. This thereby enabled SEAT to further take the customerâs perspective at the center of their market research division. We show that Artificial Intelligence does not need to be a black box, that scalable solutions are available already today, and how market research teams need to evolve and embrace new ways of doing research.
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.
This paper utilizes the authorsâ experience in automotive interior design development within Johnson Controls to provide insight into consumer awareness, design-related issues and vision; art and expertise, the sense of workmanship and vision of designers; and the sensitivity of a consumer driven corporation with a vision.
This paper describes how the market research function at Ford Motor Company has successfully transformed itself to help meet the corporate objectives set forth by senior management. The company became committed to âDelivering on the promise ⦠to become the worldâs leading consumer-focused companyâ. This required an effort to understand the value of the department in its traditional role and, more importantly, a vision and implementation plan for making it more integral to the pursuit of the company mission. Several initiatives have been put in place, including leveraging research suppliers to help implement this transformation. Some of the specific research areas most effective in supporting this evolution will be described. The department has moved from a traditional market research organization to one that is a proactive function that provides global consumer insights.
Within grocery retailing, there seems to have been a shift to a more customer oriented perspective. As indicated by the empirical studies presented in this paper, grocery stores customers seem to be generally satisfied, and lack clear notions of how the stores could be improved. One explanation is that since grocery shopping is a frequently occurring activity, customers adapt their expectations to their supplier stores. Working with providing solutions to consumers' routinized problems, retailers thus cannot expect a high level of involvement from their customers in demanding and suggesting improvements. This must be considered by retailers implementing a customer orientation approach.
Customer orientation is the focus of this paper. The primary purpose of the underlying study is to measure the customer focus of real estate agents. The Narver and Slater -1990 scale was made operational to fit the situation of the real estate agents in order to translate customer focus into specific activities designed to increase business performance. The ultimate purpose of the study is to determine the strength of the relationship between business performance and customer focus. This paper presents the research results and discusses the appropriateness of the customer focus element of the Narver and Slater -1990 scale in a services context.
Due to deregulation within the area of telecommunications, an increasing number of Norwegian Telecom's former monopoly areas are, or will be, opened to free or licensed competition. This calls for a market and customer-oriented organization, with the clear strategy not to lose too many customers. In this context, customer loyalty is a major concern. In this study practical problems connected to the measurement of customer loyalty and related constructs are discussed, and some possible solutions are explored. Results from a survey conducted in January 1993 in the Norwegian telecommunication market, have been used as an empirical basis for decisions regarding measurement and research-design strategies. A research design for future tracking of customer loyalty, is presented.