Situation: Largest label
maker in the world needed to have a way to maintain sales
of existing products and promote value-added products
with no advertising budget except in-store promotions.
Insights: Retail customers
asked Avery to make the label section more shoppable.
Since this section represents a significant profit center
for office supply stores, they welcomed the change.
Approach: U&I worked
as the consumer understanding component of the team
with their package design firm and in-house marketing
group to develop the 24 linear-foot display with more
compelling packaging and communication. Getting It!® components
of Knowledge Mapping and three rounds of In-context,
in-depth interviewing were used.
redesigned packaging allows for more beneficial
consumer experience. Package design also facilitates
ease of stocking, sell-up potential, and new product
placement. Noted as an industry and company success.
Retailers have found that this approach has lead to
greater sales in all categories and has addressed the
Situation: Another product
had been under extensive development and testing and failed during BASES.
It was important to provide a revenue stream for the lost project. New
product had to be incremental.
Insights: This product
had been introduced twice before and had failed to meet retailers'
Approach: Used Getting It!® components
of in-context, in-depth interviewing and several waves of Rapid Insight
Testing to create a strategy and product that had one of the highest
CLT/HUT scores ever found by the company. The project was completed
in less than four weeks.
Results: The product
so well connected with consumers at an emotional level
that it produced more than four times the sales predicted
by BASES. It was noted as a brilliant success during
year-end product reviews in major food trade and business
journals as well as with executives and in the annual
report. The research identified unexpressed uses of
the product that were used several years later by the company's advertising
agency to continue the product promotion.
Global Food Company
Situation: Product development department lacked a strategic products research function.
Insights: New manager who
headed up the function was a seasoned professional who knew that many
of the recommended practices for product development research had limitations
and wanted to create a successful new model program.
Approach: U&I created
a customized approach to in-house innovation called
an Insight Group. U&I supplied the general design which was then customized
for the client's needs for rapid, cost-effective product
and product experience understanding.
developed in 2000, Insight Groups are considered one
of the foundation tools for both product development
and marketing. It is quoted as being the single largest
knowledge tool within the company.
Fortune 15 Global Company
Situation: A new product
was going to have to be launched due to government requirements.
There was conflicting company information about how to
inform the consumer about the change so that they would
not be concerned and would stay connected to the brands.
Insights: It was felt that
there needed to be multiple approaches to this situation
for the Customer Contact department. The concern was
a loss of consumers to the entire category. Prior to
our work, there was limited knowledge in this large company regarding
steps 1– 4 of the Getting It!® system
(Knowledge Mapping, Value Diagramming, In-context Interviewing,
and Rapid Insight Testing). Project completed within
Results: Rapid use of
the approach provided for key understanding of the
issues which allowed executives and several groups
within the organization to plan their strategy quickly
and with thoroughness. The customer satisfaction issues
were managed successfully when the product was brought
to market. Insights were credited with helping manage
the situation to maintain and, in fact, grow market
share. Business today continues at multiple billion
Global Beverage Company
Situation: A technology
was starting to be used in this industry and the company
needed to understand the possible length and depth of this trend and
the impact it might have on their businesses and the industry.
Insights: While the technology
was not “new,” it appeared to lack a depth of consumer-based
knowledge and appeared to be industry, expert driven.
Approach: Getting It!® components
of an abbreviated Knowledge Map (unnecessary to be
extensive due to the lack of knowledge in the subject) and in-depth,
in-context research shaped by the Value Diagram.
Results: The research
indicated that this would not be a fast-moving trend,
that the type of consumer response would be slow and
that the trade-off of moving toward the technology
was not worth the loss in consumer reaction. This work was done in
2002 and has proven highly accurate to date. Company directors credit
this research with cost avoidance of $100 million per year.