As the world's largest mobility retailer and one of the biggest oil and gas companies, Shell's growth goals are equally monumental: double their retail business within ten years. In this webinar, James Johnstone (Head of Global Customer Insights at Shell) will share how their market insights platform, CI Heartbeat, empowers them to help their resource-challenged marketers reach their ambitious commercial targets by working smarter, not harder.CI Heartbeat, powered by Market Logic, is home to over 40,000 secondary sources as well as primary research documents and concept tests. They are enabling marketers to self-serve information themselves, instead of requesting it from the insights team. This means no waiting time, as questions go directly to the platform, and so far, it's working: user engagement is impressive with up to 60% repeat visit rates. Marketers are also enticed back to the system with engaging knowledge zones easy-to-browse, magazine-style webpages on strategic topics carefully curated by James' team. They can also build their own.In addition, marketers commission new research in local markets; James and his team provide guidance and support with an insights wizard. Instead of trying to stop marketers from conducting local research, the wizard guides them through the process, helping to select the best methodology and sending the completed, best practice research brief directly to the recommended supplier. Once they're ready, the supplier imports all results back into the system, so everything stays in the same place.
Yes, we can save energy by rolling out smart meters. This can be proven scientifically, using the whole array of old and new data science techniques: sampling, imputation of missing values, bayesian modelling, random forests and algorithms. How do big brand research departments learn to bottle valuable insights from the tidal wave of consumer data.
Yes, we can save energy by rolling out smart meters. This can be proven scientifically, using the whole array of old and new data science techniques: sampling, imputation of missing values, bayesian modelling, random forests and algorithms. How do big brand research departments learn to bottle valuable insights from the tidal wave of consumer data.
There are fascinating differences between emerging economies and developed ones in how people consume news – and for that matter the role news plays in their lives. Understanding these differences will be critical to news organisations in a world where news has become global, and the biggest growth is coming from emerging economies. In quite possibly the biggest such survey of its kind, looking purely at news consumption behaviour, we spoke to over 12,000 people from 10 different countries. We will give you a glimpse into the outlook of 16-34 year olds on the world, the platforms and technologies they use, the role news plays in their lives and the implications for the BBC and other global organisations.
On April 16th 2012, almost 20 years after it was privatised, the government recovered YPF, the national fuel and hydrocarbon company. The change of hands had strong political, social and market impact, as well as within the company. The initial challenge was to send clear signals at the beginning of this new stage - to give it meaning, articulate the new management direction with a communicational strategy and with concrete actions that explained the course management was setting for the company. This case allows us to ponder the learnings about the part that research and strategy play in communication, from a companywide point of view and from management decisions in particular.
Public understanding and acceptance are recognized as critical issues shaping the successful implementation of renewable energy technologies like solar photovoltaic energy (SPV). Yet, this faces multiple challenges from low awareness and misperceptions to the lack of communication and reference background providing effective clues to prospect users. This presentation discusses how market research helped clients developing the first SPV venture in Brazil by identifying the public's myths and concerns, and testing reactions to their key communication tool: a solar eco-label.
While Corporate Reputation Management has grown in importance, it is generally agreed there are no adequate instruments to measure the strength of the corporate brand. This presentation introduces a perception-oriented measurement approach and reviews an instrument allowing better understanding of background factors of corporate brand strengths. Based on this cause analysis, the presenters show how to develop a promising positioning strategy for the corporate brand. As management of the corporate brand is largely based on communication activities, an evaluation approach linking the communication mix to the positioning of the corporate brand and its strength is introduced.
This paper describes how research was used to help Shell UK to develop a strategy to understand and build relationships with consumers in a market which has become increasingly competitive: the UK petrol/ diesel market The paper demonstrates the need to identify different market segments and understand key motivators within the segments, in order to target and refine marketing activity. The findings show that, even in a market characterised by low involvement, it is possible to measure levels of brand commitment and identify those consumers for whom brand building remains a relevant course. The findings also show that it is possible to establish the relevance and relative importance of other aspects of the marketing mix to target segments and the implications of this for marketing strategy.
This paper discussed the relationship between a research buyer, Yorkshire Water, and a research provider, Robertson Bell Associates (RBA) Limited. It explores how this relationship has developed over time, and at how a flexible approach has been adopted, particularly beneficial in times of economic frost. The first part of the paper looks at the economic pressures that face the UK water industry, monopoly suppliers who are not associated, generally, with the concept of competitive pressure. A background picture of Yorkshire Water, and of how the research function within the organisation has developed, is provided. The agent-client relationship is introduced in Part One of the paper, but is explored in much greater detail in Part Two. This section also looks at the changing needs of the client, and at how the flexible response from the agent has developed. It details the research that has been carried out, explores the range of techniques employed, and looks at some of the results to date. The final part of the paper explores the benefits to the client of the flexible approach. It discusses how research is managed within the organisation in a way that minimises cost and maximises customers benefit.
The authorâs main proposition is that market research is of limited value unless steps are taken to develop the market research remit, client side. This should embrace joint accountability for post survey analysis work in addition to primary accountability for all stages of a research project from problem definition or situation analysis, to competitive tender, questionnaire design, reporting and overall control of the project. All of these elements still need to have the close involvement of the internal customer (and agency)! This is to ensure the research project answers the right questions and that internal customers feel ownership of the findings. However, it is considered wrong to truncate the accountability of the clientâs market research team at the "final" report stage. This is when they should be at their most active! The strength of the proposed Fact Inference Conclusion Recommendation (FICR) technique lies in the ability to: - demonstrate to the most senior of managers how research is turned into action; - provide a trail of facts and inferences that lead to conclusions and recommendations, removing doubt about the process that led to the recommendation of (strategic) action. The technique raises some questions that have implications for the client, agency and market research industry. The paper will outline these implications but in essence they are: - the post survey analytical skills of market research personnel; - the extent to which the experience and training of internal customers should go; - the accountability of market research organisations in developing a greater focus on post survey analysis work and providing various frameworks and training to facilitate the change. This paper is divided into three main sections. The first section outlines the customer service research programme, upon which the study is based. The survey consists of the measurement of customersâ expectation of service levels as well as the quantification of the experiences of customers recently in contact with London Electricity.