The Market Research industry is changing. Interviewing methods change as new technologies develop. There is the never ending pressure to deliver research quickly and cheaply.
As the great Canadian folk singer Joni Mitchell wrote: I’ve looked at life from both sides now. When I was a smaller-market Client Researcher for two multinational CPG manufacturers in Canada, I was often pressured to forgo local creative and adopt global creative platforms to save on production and keep strategies aligned. Now, as a smaller-market Research Consultant, I am often the one who encourages clients to determine where they can happily leverage global creative efficiencies instead of producing local ads.
Most successful launches are supported by strong advertising. The quality of launch advertising can affect the development of both brand awareness and trial. And, as with all good advertising, it must clearly communicate a motivating message and focus on branded memorability.
Perhaps you're kicking and screaming, but you've finally decided to alter your research design to capitalize on mobile devices.
Umbrella branding can be a successful marketing strategy. However, this depends on having a consistent and clear brand identity across the variants. It also needs to be recognized that, while this approach can help “kick start” variant launches, halo effects are not guaranteed. Only around a quarter of variant ads benefit other variants within the portfolio so it is usually necessary to support individual variant launches.
In the past decade, what marketers do to engage customers has changed almost beyond recognition. With the possible exception of information technology, we can’t think of another discipline that has evolved so quickly. Tools and strategies that were cutting-edge just a few years ago are fast becoming obsolete, and new approaches are appearing every day.
Today’s consumers want to get the best prices, but offering your brand at a discount can undermine profits and threaten viability. Smart brands utilize strategies to create and sustain a meaningful difference that helps consumers justify spending more. By identifying your audience, understanding your competition, and knowing your brand’s meaningful difference, you can ensure that consumers perceive your brand as premium and worth a higher price.
By Ali Rana, SVP & Head Scientist, Emerging Media Lab, Millward Brown Digital
By Nigel Hollis, Chief Global Analyst, Millward Brown
Globally, we now spend more than three hours a day consuming mobile media but consumers remain more receptive to TV ads. Millward Brown’s Duncan Southgate assesses how to convert the time spent into brand building.
We’re quickly becoming a world of multitaskers. While you’re reading this, you might be watching TV or using a second device – smartphone, tablet or laptop. In a study of the multiscreening behaviors of audiences in 30 countries, the U.S. ranks first in stacking, spending on average 91 minutes a day watching TV while also doing something unrelated on a second device. That compares with a global average of 67 minutes.
Millward Brown Digital and Millward Brown Optimor conducted a study of marketing executives to better understand the pain points preventing their teams from achieving marketing nirvana in an ever-evolving digital world. Read the report to see how your brand compares.
This global report, covering 30 countries, takes a look at multiscreen use and consumer receptivity to advertising across devices (TVs, smartphones, laptops and tablets) in today's rapidly evolving marketing environment.
In addition to quantitative data used across all countries, the United States AdReaction analysis integrated qualitative and behavioral research methods to understand consumer mindsets and motivators for multiscreening.
Everyone knows how to generate more sales—all you have to do is drop your price and sales are likely to increase. While price promotions can increase short-term sales volumes, the long-term consequences of training consumers to expect cheaper prices are dire—margins suffer and investing in advertising and innovation becomes harder and harder.
There are benefits to advertising a new variant under an existing parent brand; values from the umbrella brand can be transferred by using similar branding devices, styles, or music. And when established or synergistic branding devices are included in the launch, the parent brand may also benefit. However, the danger is that the ad will be viewed as an ad for the parent brand.
In a previous Point of View, How Big Data Liberates Research, author, Bill Pink argued that big data is not replacing research—it is liberating it. Being liberated from generating a new survey for each new learning occasion, ongoing big-data assets can be leveraged for many topics, allowing subsequent primary research to go deeper and fill in the gaps. Instead of relying on bloated surveys, researchers should keep surveys short and focused on those variables that they are ideally suited for, resulting in better data quality.
It has become a mantra: “Recent learning from cognitive science is challenging long-held assumptions of the market research industry.” And the mantra is true—but not in the way most people think. The typical assumption is that new research into fast, instinctive processing supports the idea that people’s considered responses to survey questions are just the tip of the iceberg—that the bulk of the meaning that brands hold for people is below the surface.
When marketers think of multiscreening, they often see it is a new challenge or obstacle: “How do I compete with the distractions of the smartphone or the tablet, while my audience is watching TV?” Marketers tend to view these distractions as a new problem. They are not.
A brand is an intangible yet powerful corporate asset. Merlin Entertainment's recent flotation and Twitter’s IPO have both highlighted the impact of strong branding and marketing on a successful listing and a share price that soars.