零點(diǎn)知識(shí)庫mr_April2003

MARKET RESEARCH - Its a Great Idea but does Anybody want it? Terry Hanby CRAM International Ltd Urban Myths MR is OK for consumer goods but not for B2B because our customers are more knowledgeable (=more rational) MR can only tell you the past and in todays world innovation needs to be disruptive not incremental If Sony had researched the Walkman they would never have launched it! The Well-balanced Organisation Finance HR IT etc Inventing Making Communicating The Reality Inventing Making Communicating Hi-tech Companies Inventing Making Communicating Heavy Industry Inventing Making Communicating Consumer Goods Companies What is a Customer/Consumer? A set of unfulfilled needs Rational Emotional Social Cultural Easily Accessible Deep in the Unconscious Simple Q&A methods Quantitative Surveys Projective Techniques Deep content analysis of language and behaviour Key Role of Needs Driving the Supply Chain from the Consumer end! The Demand Chain Raw Materials Processors Raw Materials Processors OEMs OEMs Customers Customers End Consumers End Consumers SUPPLY CHAIN Efficiency-driven - Cost cutting DEMAND CHAIN Effectiveness-driven Volume Growth A Brief History of Market Research Late 1950s/1960s: move to early Marketing Culture in UK urgent need to gather basic information on consumers MR companies set up by Economists, Mathematicians and Statisticians emphasis on quantitative Survey Methods forecasting = using a ruler Era of the Multinationals Operating Companies have high degree of autonomy MR History 2 Early 1970s: basic consumer information systems in place Oil Crisis put pressure on costs/margins Pioneer MR clients looking for differentiation beyond the rational rise of Qualitative MR Dynamic Psychology - forecasting becomes multi-factorial and curvilinear European/US schism in MR Era of the Global Corporation single Global Strategy set and imposed by Head Office MR History 3 1970/80s: increasing dichotomisation of MR: US companies strongly quantitative (P&G) European companies mixed quantitative and qualitative BUT with strong reliance on qualitative for key strategic marketing decisions (e.g.Unilever) MR History 4 1990s+: cost-cutting focus Supply Chain Management market saturation (even geographically) hi-tech revolution disruptive technologies innovation MR reframed as Consumer Insight creating tomorrow leading edge consumers eclectic methodologies envisioning and creative sessions forecasting becomes Scenario Building (what if?) quantum leaps Creating the Future Era of the Transnational Corporation MR History 5 Today: move from methodological orientation to output (problem-solving) orientation Wide range of techniques to support this from Desk Research through traditional Quantitative and Qualitative to Insight approaches Mixed methodologies to solve problems The MR Tool Box Desk Research Quantitative Methods Qualitative Methods Insight Methods Literature reviews Libraries On-line searches Demand analyses Competitor analysis Surveys Trackers Monitors Product tests Segmentation How much? How many? When? Groups/depths Needs Perceptions Attitudes Emotions and Feelings How? Why? Intuition Brainstorming Mixed methods New product creation and adoption Where to? Innovation/ Creation The future Today Foundation of traditional quantitative and qualitative methods augmented with newer approaches observational studies, expert panels, in-company studies BUT focus on using the information, not just collecting it Creative workshop sessions using multiple sources (including in-company knowledge) Case Study 1 Desk Research Q: where in the market should I position my new loudspeaker system? A: two options mass, low price sector v. specialist, hi-end (high margin) sector estimates of size and profitability of both Case Study 2 Desk Research Q: what will be the effect on my sales if I increase my prices? A: analysis of price/volume data showed price increases led to falling volumes but higher gross profitability (this study also showed that the competitive set was larger than the client was assuming) Case Study 3 Quantitative Q: can I change from my current anglicised product to the (cheaper) international one? A: Yes the 2 products are easily differentiated in blind conditions BUT people buy the brand both products are within the realm of acceptability Case Studies 4 Some Quantitative Problems 1. How many people in the USA buy Chivas Regal as their main brand of Scotch? lying! 2. How many cigarettes do you smoke on average per day? suppression! 3. Why do you buy Persil as your main brand of washing powder? ignorance? Case Study 5 Qualitative Q: Why do people buy and consume alcohol? A: open-ended groups and depths among drinkers varying by: Age Class Gender Lifestyle Preferred drinks Drinking Needscape Modern Traditional Everyday Special Casual Socialising Social Rites Off-duty Social Display Being Different Friendship Bonding Raving Leading Edge Spoiling Yourself Case Study 6 Qualitative Q: why will people buy videophones and how will they use them? A: many reasons BUT a major barrier intrusion on privacy when not where should be! Source of anxiety for many: Kids/teens when disobeying parents Business people when not working Adults when misbehaving! Case Study 7 Insight Q: what determines the success or failure of a new spirit brand? A: outlet distribution policy adoption or rejection by a very small, but knowledgeable and influential, leading edge group Recommendation: recruit them into your NPD team Case Study 8 Insight Q: what is the major market opportunity for a specialist in consumer electronic entertainment systems (Late 1960s) A: through a mixture of youth panels, qualitative work and brainstorming sessions key unmet need = portable music = develop a portable music systems Walkman Is B2B different? Conventionally More rational customers a rational person is somebody you dont know very well! Relationships more important now universally true in Marketing Price is the key nonsense! satisfying unmet needs is FMCG and B2B Raw Materials Processors OEMs Customers End Consumers B2B Dialogue FMCG Dialogue FMCG and B2B B2B dialogue with next point in supply chain only FMCG with next point in supply chain (Retail Trade) and End Consumer FMCG has some control over final demand through the Retail Trade tension! Critical Activity: understanding NEEDS of Retail Trade and End Consumer B2B Some useful MR methods especially in Hi-tech markets: Empathic Design observing products in use cross-functional team customer visits HP moved from Spreadsheet focus to personal organising for PDAs; customisation of beeper codes led to cell phone filtering capabilities B2B Methods 2 Lead Users: small group of users who are way ahead of the average market the Military, F1 Racing Teams, computer nerds QFD: from use of conventional resea