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Confectionery tales...

Please note that this a real case study - we've just changed the names.

The facts

Adrian is the Category Marketing Director for a major confectionery manufacturer (aka Choccers). All Choccers research to date said that confectionery shoppers avoid the confectionery aisle in the supermarket. As such, Choccers were pursuing an out of aisle shopper engagement strategy. We found that not only did shoppers not avoid the confectionery aisle, but that it was one of the busiest aisles in the supermarket!

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The role of a display end...

Please note that this a real case study - we've just changed the names.

The facts

Sonia is a Category Manager for a major chips / crisps manufacturer (aka Salty). Salty sold 75% of their chips / crisps on promotion. When they ran a gondola end display in-store, sales increased by 200-300%. As such, Salty paid top dollar for key gondola display ends in-store to get the most shopper impact on promotion. We found that less than 10% of sales came from the gondola end location.

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The people on the ground matter...

Please note that this a real case study - we've just changed the names.

The facts

John is Head of Research & Insights for a major FMCG manufacturer (aka Biggie). John was new into his role at the beginning of 2011. In a shopper edict frenzy, 9 out of the 11 core business categories had commissioned be-spoke in-store shopper research in the previous year. When we first spoke to John in 2011, little ROI had been delivered from these projects. The huge, unwieldly, door-step files of charts provided by each agency were now gathering dust behind someone's desk. Key insights had not been maximised for insight, shared with stakeholders nor fully utilised within the business. The retailers hadn't seen anything either. The total cost of these 9 be-spoke projects was millions, not thousands. John was therefore put in the unenviable position of having to defend shopper to the business and try to justify continued support.

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How shopper behaviour intelligence differs from other data sources...

Please note that this a real case study - we've just changed the names.

The facts

Unlike many case studies, this one doesn't have a happy ending, but it's one that we felt compelled to share because of its rich learning content. Quite a few years ago, we identified a fairly big shopper brand loyalty risk to a 'leading nappies brand'. Sadly the client whose brand it was couldn't quite believe what we were telling them. In 2006, this brand had 80%+* share of the Australian market. Today it has 63%*. This loss impact could have been reduced.

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Controlling unintentional bias...

Please note that this a real case study - we've just changed the names.

The facts

Shaun is the Category Development Manager for a food FMCG manufacturer (Foodie). Foodie had not fared well in the recent business relationship benchmark survey. Very low scores were found in their category capability, shopper knowledge and relationships with the retailers. Not taking the category view and thinking only of their brands were common complaints from Foodie's trade partners.

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The power of an engaged Laundry Care buyer...

Please note that this a real case study - we've just changed the names.

The facts

Julie is a new category manager for a major household FMCG company (aka Cleanz). Laundry Care is a big, esablished category where organic growth is hard to come by. Julie had some ideas but was struggling with retailer engagement. It wasn't that the buyer didn't like Julie's ideas, he did. However the 4 other major brands in the category had presented him differing views on how to grow the category and was understanably concerned that he was being shown only selective insights.

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