PepsiCo and Zappi's global alliance is changing the dynamic of how research is framed, analyzed and applied. Automation brings significant advantages such as costs and timings, as well as the path for better more structured research.
PepsiCo and Zappi's global alliance is changing the dynamic of how research is framed, analyzed and applied. Automation brings significant advantages such as costs and timings, as well as the path for better more structured research.
This paper is based on the recent extreme political and economic uncertainty in Argentina and which presented an opportunity to study the relationship between the public and the media mix in this situation.Based on research conducted by D'Alessio IROL, the paper finds the positioning of the media changes in a context of crisis: some increase their audience while others lose audiences, and yet others must reinvent themselves in order to survive.
The Middle East region has seen significant changes over the last few years, and these extraneous factors have shaped the lives and values of Arabs. A number of contradictions have occurred, behaviour that is difficult to explain at the outset, but of immense interest to marketers. This paper aims to provide insights into the Middle East Arab consumer in terms of the core consumer values at a socio-cultural level. It also identifies key trends and changes in society, as well as the psychographic segments that have emerged, consequent to these changes. It provides cues for marketing, positioning and brand communication strategies that are in synch with the cultural milieu and therefore have more impactful consumer appeal.
The measurement of a product's objective and subjective characteristics, the determination of its image attributes and the segmentation of the consumer population in terms of their product-related expectancies are three central steps for the development of a marketing strategy for a new product. The elaboration of product profile and marketing objectives, the actual product development and the eventual improvements and repositioning of the product during its active life all require that decisions be made that are coherent with the product's real characteristics, its image and its clientele. One's product can rarely be the best in every respect, and it is even less likely to be perceived as being so, or to succeed equally well among all segments of the given market population.
This paper predicates its contribution to marketing and progressive business management on the compelling need in the balance of the 1990's and beyond, to redefine the concept of Positioning in an intensely competitive global marketplace. As insightful as the pioneering input of Reeves, Ogilvy, Reis and Trout was in past decades, it's obvious to most of us competing in the global marketplace that new interpretations are needed; specifically, a new perspective on what constitutes effective Positioning and a broader context of how the corporate or brand entity interacts with the commitments and concerns of the market through a new Positioning definition. Toward this end. Omega has developed a successful process for Continuous Differentiation: THE VALUE PROPOSITION. Taking into account the organization's design and commitments, as well as market dynamics, this process produces an astute understanding of the shelf life of Key Competitive Differentiators for a brand.
The paper treats the problem of building successful brands from the perspective of a simple yet comprehensive theory of consumer markets. It is practical, using case study material from projects for Premier Biscuits and other clients, to demonstrate how the theory and its associated techniques add objectivity and direction to strategic and tactical market planning. The model and systems which are described were originally developed by Marcos Ltd. and are marketed by Taylor Nelson under the brand name Optima. Premier Biscuits are well known for their biscuit products which are sold internationally under the Cadbury's brand name. To adopt a truly holistic approach to developing and managing successful brands demands a viable understanding of how markets work. This means that it is necessary to get below the observed behaviour of the purchasers to the underlying physics, if we may use the word, of the dynamic systems which we call markets. The Marcos consumer choice model, based essentially on the assumption that purchasers choose the brands which suit them best at the time, fits real markets accurately and consistently. It tells us why those brands which have a clearly defined meaning and a relevant relationship with the consumer are best positioned for success and what other elements are necessary. A brief practical account of the model is given, followed by an illustration of how it is Possible to model consumer panel data using it. The example is used to throw important light on the relative roles of brand positioning and brand enhancement in advertising and to discuss how markets evolve. The application of the model to the problem of managing a brand portfolio is described. An example is given of the way in which the model can be used to identify the gaps in a manufacturers brand portfolio and to describe in detail the brands which would fill them. This illustrates some of the many uses of the techniques and model in ad hoc consumer studies. A technique for predicting the sales of new products by analogy with existing products using ranking methods is described. This leads into a discussion of the processes involved in the establishment of a new brand within a market, focusing in particular on the roles played by advertising and the use of sampling to force trial. Finally spotlight analysis is used to identify the meaningful options available for advertising a particular brand. This leads into further discussion of brand positioning and brand enhancement.
This paper considers the extent to which members of the brand's team have similar perceptions about the emphasis being placed on different components of their brand. It opens by considering the way that brand management is shifting from the domain of junior managers, to teams of more senior managers from different departments in the organsiation, who adopt a more strategic orientation. The analysis commissioned by these teams when devising brand positionings can result in numerous, detailed planning documentation. To cope will such large quantities of data, managers simplify, but the simplification processes differs between managers. Furthermore, because of selective perception, there could be differing views between managers about the emphasis they place on brand resources to position their brand. Seven types of resources constituting brands can be identified, ie distinctiveness, sign of ownership, functionality, customer service, legal protection, shorthand notation and symbolism. Interviews were undertaken with brands' teams in firms in four sectors of the financial services market. Different brand positionings were observed according to the way managers placed greater or lesser emphasis on the seven components. Within each of the 12 teams no instances were observed of all managers exhibiting the same views about the way they stress the seven brand components in their positioning. To ensure more effective use of resources in brand positioning it is recommended that market researchers consider ways of simplifying brand positioning documents. In addition to assessing customers' perceptions of competing brands, market researchers should also monitor the extent to which managers in the brand's team are emphasising different components and, through surfacing any diversity between the planned and realised strategy, help ensure a more coherent use of brand resources.
In 1989 Whirlpool bought Philips's major domestic appliance division and embarked on a transfer of the Philips brand name to Whirlpool in Europe. Research was central to this process. The existing and desired positionings of the brands were determined at the outset and, along with trade attitudes, tracked through this period to inform management centrally and in the countries of when and how best to transfer. This full information on our customers enabled the risks inherent in the brand transfer to be kept to a minimum.
To collect valid and actionable information for positioning and product development of neuroleptics in case of schizophrenia, 420 psychiatrists and 60 schizophrenic patients were interviewed using a combination of multi attribute models (conjoint analysis and perceptual mapping). Because the trade-offs were based on non-discrete attributes, the market simulation had to be based upon the perception of the neuroleptics instead of the a priori definition of the neuroleptics. The results of both surveys indicated the importance of the improvement of the quality of life. At the same time, the results indicated the feeble performance of classic neuroleptics in this respect. The experiment of interviewing schizophrenic patients and letting them administer a series of trade-offs generated very useful results and showed that a common frame of reference and additional information to interpret the results of each individual is a prerequisite. This conclusion does not only hold for the interviewing of schizophrenic patients, but seems valid for a wide variety of conjoint studies. To interpret conjoint results and the results of multi- attribute models, one has to understand the frame of reference behind the answers. It is only with this additional information that we can determine the attributes that trigger the response.
This presentation charts the contribution of research to development of Immac as a brand in the depilatory category and hence one of the more sensitive areas in this segment. We outline the key stages of research used in developing the brand positioning and then how this was developed into an award winning campaign which has proven extremely successful. The research done initially on the positioning clearly pointed our way forward and, as results have proven, contributed significantly towards the brands success. We did also use research as a guide on product and pack development (Many of the detailed findings it should be noted have been omitted due to respecting client confidentiality). As a final point, it became evident that any positioning or advertising had to respect the sensitivities of this market and yet give a credible and motivating rational for purchase. It's a fine balance which meant that the research was essential in guiding us through a potential minefield.