TM
Product Advisor
Sector Name
Understanding
What drives purchase, fit between concept and product? Does this product have broad appeal or just for a specific target group?
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Optimisation
On Project Level: is the product good enough and what can I do to improve it?
On the category level: collate data and generate learning
Product improvement
Reformulation, New Packaging
Innovation
Product performance assessment, Concept product fit, Product Optimisation
Repositioning
Product performance assessment, Concept product fit
Rationalisation
Cost Reduction, Ingredient Substitution
Innovation
Product cycle
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Renovation
Innovation
Evaluation by Focus on Compare against potential buyers concept product fit normative database
or
Renovation
Users + pot. new buyers intrinsic quality current product
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Evaluation
A robust product testing approach must be based on reliable information to take the right decisions
Evaluation
Reliability is needed to take the right decisions
Go no go decision
Identification of the best route Risk assessment (cost reduction) Overall measure enabling quantification of the potential
Repeat rate indicator PPI Product Potential Index
Evaluation
Product Performance Index: the PPI
Sector Name
For Innovation
Generally concepts have been validated prior to product testing The issue is: Does my product deliver the concepts promises? Product performance index (PPI) is compared to expected concept expectations index (CEI) The answer is Yes if PPI >= CEI
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21
Cross-over analysis
Innovation
Concept
Definitely would buy Definitely would buy Probably would buy Might buy
20%
15%
5%
After Use
5%
30%
10%
5%
5%
5%
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Repeat probability
TRIAL
R1
R2
R3
R4
R5
R6
R7
Repeat occasions
Purchase intent is the key predictor of 1st repeat rate The overall liking contributes to the speed of decay
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Question
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Benchmarking to database
Interpretation of Identical Scores Varies by Market
B20
Purchase Interest Value For Money Uniqueness It, Sp
B40
Middle
Fr
T40
Ger, UK, US Ger
T20
Fr, It
Ger, It
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The PPI is normalized and should be superior or equal to 1 meaning that the product delivers on its promises.
*Weights are defined using the TNS STM experience (Launch Maximiser)
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DASHBOARD: France
BASE Purchase intent Definitely Probably Might buy or might not buy Probably not Definitely not Weighted Overall Opinion Uniqueness Opinion vs usual shampoo Opinion vs expectations Better About the same Not as good
Concept Product Placed (TOP 3) 9% 47% 44% 19% 46% 21% 11% 3% 5,13 3,09 3,17 35% 32% 32%
PPI = 1.04
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The PPI is designed to reflect the repeat potential of a product among the targeted population, independently of the marketing expenditures (distribution, advertising, promotion).
*Weights are defined using the TNS STM experience (Launch Maximiser)
Evaluation
Relevant metrics for benchmarking
Sector Name
Relevance
Involvement Uniqueness Benefit Persuasion Product Performance
Intensity of usage
Competitive Advantage
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Which of the following statements best explains how relevant this product is to you and your needs? (5 points scale)
Uniqueness
How would you rate this product in terms of being new and different from other products? (5 points scale)
Considering the price of this product as shown, which statement best describes how you feel about the value for money of this product? (5 points scale) Which statement best describes how is this proposition compared to the product that you are currently using? (5 points scale)
Competitive Advantage
Purchase intention
The consumer must accept the product following its usage performance The product quality must fit with the expectations driven by the concept The consumer must use intensively the product (quantity & frequency)
Expectations Satisfaction
Intensity of usage
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Standard TNS metrics can be benchmarked through InfoScore, the TNS database used for concept and product testing. This enables TNS to assess the product performance among all the relevant products of the database.
TNS can set-up specific metrics for a client in InfoScore and give a webaccess to the client to all his own tests. So an InfoScore client can benchmark all the relevant metrics derived from his standard product testing questionnaires.
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Understand
It is fully necessary to get in-depth understanding of your product to improve it.
Understand
A set of cutting edge analytical tools Synthesising the data
Product attributes mapping Attributes interactions and impact of attributes on overall preference
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Understand
Product Attributes
PA BluePrint
Results interpretation:
Attributes are plotted as vectors and products as points The longer the attribute vector, the more discriminating is that attribute across products The closer the attribute vector is to the overall measure, the higher the correlation between them
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Overall Rating
Colour Association with Flavour Flavour 2 Size of fruit pieces Flavour 5 Colour Flavour 3
Consistency
Mouthfeel Flavour 1
2D Fit = 93.2%
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Understand
Attributes interactions and impact of attributes on overall preference Product Interactions Detector
An example is given below which how attributes interact with each other and which attributes have a direct impact and which have an indirect impact on overall taste.
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Texture
0.65
R2 = 0.7
Appearance
0.64 Thickness
0.38
Flavour
0.82 Strength of fruit flavour
0.45
Balance
0.39 Sourness
Texture has the maximum impact and within texture no. of pieces and mouth feel have a greater impact. Appearance has an impact both directly as well as in-directly (through texture).
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Understand
Drivers analysis
Derived Importance
Opportunities
quality conscious (A, o.b.)
Derived Importance
leading brand for sophisticated years (A, C) fun (o.b.) modern (o.b.) confident (o.b.) lively (o.b.) smart someone close to me (o.b.) knowledgeable
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young
efficient health conscious (all pads) caring (C) try new things friendly honest
traditional (C)
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Understand
Drivers of performance evolution (concept vs product)
Is adapted to my needs Increases the satisfaction with my hair in between washes Keeps the feeling of just washed hair in between washes Keeps the "just washed look" for Keeps my hair clean for longer longer Keeps my hair manageable for Keeps my hair fresh for longer longer
Importance
MOTIVATORS
OBJECTIONS
Makes my hair really beautiful Makes my hair easier to Makes my hair more responsive manage Deeply cleanses my hair
Performance evolution
Increase of performance after use
0.3
Leaves hair supple Leaves hair shiny Is gentle on hair and scalp Allows my hair to move naturally Leaves hair soft Keeps hair healthy Is high quality
Is pleasant to use
Dimensions :
POTENTIAL SAVINGS Manageability Hair beauty and pleasure Cleanliness / freshness HYGIENE FACTORS
Has a nice fragrance
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Understand
Improving the right components
Penalty analysis
In a conventional approach, diagnostic Just Right scales are looked at and recommendations are given for improvement. However they ignore the fact that whether not being Just right really means that consumers are penalising the product. We need to determine what is the penalty the product is paying for not being 'just right' and then look at directions for improvement.
The next chart gives an example of identifying attributes accurately.
Conventional approaches would have suggested improving on tartness, sharpness and after taste, whereas our approach suggests improvement on carbonation (by looking at the computed penalties).
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Carbonation
1,53
Penalty 1.53 Penalty 0.67
Strength of flavour
Penalty 0.78 Penalty 1.00
2 1,5 1 0,5 0
Tartness
Penalty 0.00
1,00
0,75
Penalty 0.75
0,85
0,00
JR
More
Less
JR
More
14
75
11
16
68
16
10
68
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Colour
Penalty 0.77 Penalty 0.86
2 1,5 1
Sharpness
Penalty 0.51 Penalty 0.69
2 1,5 1
After Taste
Penalty 0.71 Penalty 0.53
0,84
0,71 0,17
JR
More
Less
JR
More
15
75
10
15
61
54
24
13
62
25
Understand
Improving the right components
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Loss
63 78
Percent of current dislikers who could become likers if positive perceptions of these characteristics were to improve.
Understand
Target Group Analyser Identifying the consumer group that is most likely to buy your product allows you to know if you reach a relevant target
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30
81
40
35
35
100 36
18-34
28
35
125 Index
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Population
Top-2 PI (un-calibrated)
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Understand
The Conversion model segmentation For relaunchs and line extensions, it is key to evaluate if you can keep your loyal customers and catch valuable new ones.
Entrenched
Average
Shallow
Convertible
Available
Ambivalent
Committed Users
Uncommitted Users
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Open Non-Users
Unavailable Non-Users
Understand
FutureView, a model for identifying those people who will shape the future of your market and fuel growth
There are consumers that are shaping the future. They are often the first to try new products, but also to leave them. At the opposite some consumer are laggards. They are often the last to try new products, but also to leave them. So it is important to understand who are your customers and if you can have more future shapers and less laggards when you are launching new products or relaunching existing ones.
Launch Future Shapers & makers Maturity Cost Relaunch Line extension reduction End
Product Life
cycle
To-day consumers
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Uninfluential Laggards
New Consumers
(Informed, Active)
Future Shapers
Understanding how these leading consumers are different to the rest gives us a glimpse of future opportunities
Future Makers
Today Consumers
Yesterday Consumers
(Uninformed, Passive)
Old Consumers
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Yesteryear Consumers
Optimisation
Optimise your product to maximise your launch success
What is the best concept to your product and the best product to your concept
On Project Level
TABOO Relate to Sensory/R&D data On the category level Generate learnings
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Optimisation
Learning means merging data from different sources
Client specific learnings
Category learnings General NPD learnings Consumer response learnings Learning from Household data/ panels Secondary data
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Optimisation
TABOO
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Optimisation
Product Advisor simulation tools provide optimisation
TABOO
What if scenarios
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Worse rating
Better rating
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4.2
72
4.2
4.0
3.5
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Improving an attribute does not always improve the potential. Creating too high expectations can lead to weak repeat
120 115 110 105 Volume (Index): Status Quo Trial Volume (Index): 0.3 higher Repeat Volume (Index): 0.3 higher
100
95 90 85 80
Spiciness
74
100
4.0
90
3.5
80
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Optimisation
Merging R&D data with consumer evaluation
Optimisation
Merging R&D data with consumer evaluation
This module is to help client R&D to know what should be the level of each ingredient in the product so as to optimise overall preference. Given below is an example of optimising a cocktail drink with response surface modelling. It shows that the best cocktail juice should have Watermelon (38.75%), Pineapple (16.04%) and Orange (45.2%)
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Optimisation
Merging R&D data with consumer evaluation
A simulator enables us optimising the ingredient levels in order to maximise preference. Given below is an example of an simulator with multiple optimization functions (preference and cost)
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Optimisation
Merging Consumer with Sensory Panel data
Optimisation
Merging Consumer with Sensory Panel Data
This module can be used to optimise the characteristics of a product by merging overall preference from consumers and sensory evaluation of products characteristics(see an example) This module is useful where sensory panel data is available in order to map consumer preference to sensory data. This approach is essential as it gives a reliable basis to the marketing and R&D teams for adapting or creating products that will correspond to the consumers' expectations. It gives answers to questions like:
Which types of consumers prefer my product? How can I reposition my product so that it fits better my target group? What communication platform my product can own?
An example of a map, where sensory attributes and consumer preferences are plotted on the same map is given in the next chart. The blue coloured labels are variants, the black coloured labels are attributes (from sensory panel) and the the stars are respondents.
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Attention Example Carbonation .21 from the competition Astringency .32 Do not use it
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R2 = .82.
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InnoSuite
TM
Product Advisor