Inspired by Boston Consulting Group's 2016 report on 'Rewiring Customer Insight to Generate Growth', the Philip Morris International team in The Philippines took a journey to amplify the value of the insights function. In this paper we would like to share our journey towards that goal, the steps we undertook and its impact. We would first talk about what broad organizational level changes we underwent to enable the journey and then we will also demonstrate its impact by discussing a specific business issue in broad strokes.
The presentation describes the Travel Retail market, from its creation in 1947 to today's performance, and how the Beauty products have mostly taken advantage of this channel. We will also see how the brands are trying to attract passengers thanks to retailtainment inside and outside the shops, comparing the impact of the efforts of Fragrance brands vs. brands of other categories, to identify the key levers to reach the traveling consumers.
This paper showcases a research framework that integrates insights on shopper observation, shopping environment, retailer servicing issues with shopper interviews to create a powerful tool that can help us understand the shopper better. The uniqueness of this approach lies in the synthesis of data across all the lenses: Exit Interviews, Observations, Retailer Interviews as well as outlet profiling. It is a powerful example of applying learnings from Retail Audit and Consumer behaviour to scale up into a shopper understanding framework. This framework has already been rolled out across 8 markets. It offers a holistic framework that uses new thinking to provide actionable research
Adopting a reach optimising approach to category assortment development presents significant advantages over a simplistic volume based solution. In evaluating category reach, however, we must take into account both the purchase and consumption occasions of the shopper base. This can only effectively be done via primary research employing a direct substitution exercise.
The purpose of this paper is to analyse the mergers and acquisitions that have taken place in the Indian pharmaceutical industry, and develop a framework, which would provide directions for a successful merger. In the context of a spurt in the number of Indian companies joining the bandwagon of mergers and acquisitions (M&As) this paper assumes significance as it would provide inputs for companies planning such an M&A. The framework has been developed on the basis of information gathered through in-depth interviews of top executives of pharmaceutical companies, which have undertaken M&A in the recent years. This information has been supplemented by data from the Pharmaceutical Retail Store Audit conducted by ORG-MARG.
The purpose of this chapter is to explain how market information based upon retail sales is derived and used by manufacturers and retailers to make better business decisions. Since the emergence of mass marketing, manufacturers of fast turnover packaged goods have wanted information about the performance of their brands, both against key competitors, and the market as a whole. For the fifty years prior to 1980, such information came from two main sources: consumer panels and retail audits.