The BIG Talent Contest #ESOCong #MRX


… Live blogging from the 2013 ESOMAR Congress in Istanbul Turkey. Any errors are my own, any comments or terrible jokes in [] are my own…

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Fidorka re-launch in the Czech Republic: How combination of traditional and co-creation research techniques engaged collaboration and inspired successful relaunchJaroslav Cir, Perfect Crowd, Czech Republic, Jiri Michal, Mondelēz International, Czech Republic

  • Fidorka is a czech brand in business for 50 years – chocolate
  • but brand was decreasing in recent years – how do we restart brand growth
  • we could let marketing come with materials and test their materials to see what worked, but you can often see generally what is good and not good
  • collaboration and co-creation was new to them
  • everyone knows Oreo but no one knows Fidorka – do we just treat it as another chocolate wafer brand?
  • are we letting consumers create our brand, our advertising? no
  • market insights is not an order taker function
  • changing ads from romantic/sexy to funny increase revenue 12%, highest market share and growth, numerous prizes for communication
  • very local brand received awards for in-store marketing, favorite TV ad, most playful campaign, best use of out of home ad
  • ad successful because company is more and more global but consumer insights tell them about the DNA of a specific brand and help them change the positioning
  • Success factors include aligning cross-functional teams, courage to adopt new method and processes, take risks and buil trust, drive the process from beginning to end
  • learnings for market research – there will soon be software for everything but not for intuition and emotions

Knorr: What’s for dinnerJoseph Chen, Unilever, Canada, Manish Makhijani, Unilever, UK, Steve Olsen, Unilever, Canada

  • Knorr formed in 1838, largest food brand for unilever, 3 billion Euros annual sales
  • how do people plan for the meals, how do they do grocery shopping?
  • 89% of consumers eat dinner at home at least 5 times per week, very unusually high
  • only one third plan a meal before grocery shopping, consumers decide in store in the fresh food sections
  • many go only to the aisles if they know they specifically need something
  • so put recipes and products next to the fresh food in store, created dramatic increase in sales
  • whole program based on meal planning
  • validated between stores, some stores with and without the program, matched on size, location, shoppers
  • also a pre-post tracking study – aware of the program, purchase of program products
  • proved in-store program drove awareness and equity for Knorr without doing any TV advertising
  • modified variables in terms of location, size, contents of display in store to find the one that created the best lift
  • innovative – no one else in canada was doing meal-planning research with retailers
  • integrative – wasn’t just one manager pushing the research, brought the retailers on board as it drove complementary products (e.g., potatos in shepherds’s pie)
  • 40% growth in 2013 where they implemented this
  • 6 national retailers in canada now participating
  • global program now

Leveraging Predictably Irrational Decisions: The incredible potential of counter-intuitive marketing strategiesFlorian Bauer, Vocatus AG, Germany, Rüdiger Peters, L’TUR Tourismus, Germany

  • L’TUR is the market leading supplier for last minute holidays in germany
  • it’s a market under price pressure, people expect and demand awesome prices
  • why do people look for an even cheaper price on great priced holidays? And why do we offer to help them do this?
  • we think it’s stupid because we think human decision making is rational a la Spock
  • don’t we really just have to ask about product and price assessment, which is what conjoint does?
  • decisions depend on motivations, cognition, interests, assessments, knowledge, and behaviour – none of this is Spock
  • in one-trip, you can be a loyal customer, a price customer, a risk-avoider, a spontaneous shopper – same for marketings, sales, and customer care
  •  last minute shoppers aren’t rational and they don’t focus solely on price
  • Risk avoiders doubt that cheaper is always a good deal, sees price fairness as guarantee of quality and service
  • Bargain hunters look for price and stop
  • Price acceptors willing to play more if the agency can justify the higher price with service or value
  • Loyal buyers don’t expect it to be the cheapest player anyways
  • Indifferent buyers just want to finish and get it over with
  • showing competitive prices gives a 70% conversion rate, less people left the website, more people looked at the product details, and it created growth where the market was declining
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