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InnoSuite

TM

Product Advisor

Evaluate, understand, optimise your products

TNS Product Testing philosophy


Evaluate, understand, optimise

Sector Name

The Pillars of Product Testing


Evaluation
How do the kpis compare versus the database? Does the product meet expectations? Is the repeat potential strong?

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

Sensitive to the product cycle

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

Sensitive to the product cycle

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

Set of relevant metrics for benchmarking


Following the InnoSuite Metrics framework Standard product testing protocols with associated metrics, adapted to the research objectives Benchmarking database Statistical differences

Risk assessment for product rationalisation (cost reduction)


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Evaluation
Product Performance Index: the PPI

Sector Name

Product Performance Index


Tailored to the context: innovation vs renovation For Renovation
An overall measure is needed to assess the best route (current or renovated products): the PPI PPI is the overall metric helping to make decisions

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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Product Performance Index - Innovation


Cross over analysis Repeat rate indicator Benchmarking to database

PPI Product Potential Index

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Cross-over analysis
Innovation
Concept
Definitely would buy Definitely would buy Probably would buy Might buy

20%

15%

5%

After Use

Probably would buy

5%

30%

10%

Might/would not buy

5%

5%

5%

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Understanding the repeat dynamics


Key measures for repeat
Strong product

Repeat probability

Average product Weak product performance

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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Repeat rate Indicator


Based on purchase intention Taking account of consumer overclaim by factoring in: Country Category Sample

Question

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Benchmarking to database
Interpretation of Identical Scores Varies by Market

Countries: France, Germany, Italy, Spain, UK, US

B20
Purchase Interest Value For Money Uniqueness It, Sp

B40

Middle
Fr

T40
Ger, UK, US Ger

T20

Sp, UK, US Fr, US Sp, UK

Fr, It

Ger, It

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The PPI Product Performance Index


Does the product deliver on the concept promises?
Factors which will be weighted together Purchase intent (*weighted) Overall evaluation Product performance vs. expectations Uniqueness

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%

4,72 3,15 3,13

PPI = 1.04
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Product Performance Index


Innovation

> 1 Product out performs concept = 1 Product matches concept

< 1 Product undermines concept

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Product Performance Index


Renovation - What is the best route for my product?
Factors which will be weighted together Purchase intent (*weighted) Overall evaluation Uniqueness Share of requirements (share among the 10 next purchases)

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)

Insert image with several routes


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Evaluation
Relevant metrics for benchmarking

Sector Name

Key dimensions of the InnoSuite Metrics Framework


Core elements The idea fits with the unmet needs of the consumer Positioning 1st moment of truth Communication Trial The concept The consumer is conveys an persuaded to buy attractive consumer the product proposition Believability P.O.S. Impact 2nd moment of truth Usage The consumer is committed to repurchase the product Concept Product Fit

Relevance
Involvement Uniqueness Benefit Persuasion Product Performance

Value for money

Intensity of usage

Competitive Advantage
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Product testing metrics


Some metrics are used along all the NPD process
Relevance
The new product must fit with the needs/desire of the consumer The new product must bring something new and unique to market The new product must have a good value for money for the consumer (costs/benefits analysis) The new product must bring enough competitive advantage for switching (competitive analysis)
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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)

Value for money

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

Product testing metrics


There are specific key metrics at this NPD stage
Overall opinion Taking everything into consideration, which of these phrases describes your overall opinion of the product you have just used? (7 points scale) Which statement best describes how likely you would be to buy this product if it were available in stores where you shop? (5 points scale) Has this product met your expectations? Product was (3 points scale) In total, about how many packs would you buy of this product, the first time you purchased this product? Which statement best describes how often, if ever, you think you would buy this product if it were available where you shop? (8 points scale)

Consumers must like the product

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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Product testing metrics


Benchmarking with InfoScore
TNS has defined standardised protocols to be used depending of the product testing objectives (new product, reformulation, rationalisation, repositioning etc.). So the questions and the derived metrics are adapted to the survey objectives. TNS is tailoring with the client the questionnaires to be adapted to the research objectives, to the market and to the product category.

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

Drivers Analysis (strengths & weaknesses)


Importance & performance of core attributes Drivers of performance evolution (concept vs product) Penalty Analysis & Gain and Loss Analysis What if scenarios with Taboo

Segmentation Analysis (targeting)


Commitment Analysis Target Groups Analyser FutureView

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Understand
Product Attributes

PA BluePrint

Understand Product Attributes


PA Blueprint
Is a visual map which
Summarizes the entire data in a simple easy to read map Gives the similarities and differences between the products Identifies attributes that
best discriminate between the products have a high correlation with the overall measure are drivers of preference

Gives an understanding of the performance of each product on each attribute

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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Understand Product Attributes


PA Blueprint
Sourness Flavour 4

Overall Rating

Colour Association with Flavour Flavour 2 Size of fruit pieces Flavour 5 Colour Flavour 3

Strength of flavour Benchmark Flavour Texture Sweetness

Consistency

Quantity of fruit pieces

Drivers of preference Sourness Strength of flavour Texture Flavour Sweetness

Mouthfeel Flavour 1
2D Fit = 93.2%
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Drivers derived through statistical analysis

Understand
Attributes interactions and impact of attributes on overall preference Product Interactions Detector

Understand Attributes interactions and impact of attributes on overall preference


Attribute Interactions Detector
This is an aspect which is often ignored in product testing but is especially useful in providing in-sights to clients on which attributes affect others and what is their direct as well as their in-direct impact on overall preference. This is achieved through PLS (Partial-LeastSquares). This analysis gives useful insights to R&D team so that they can link it with ingredient data.

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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Understand Attributes Interactions


Attributes Interactions Detector
Size of pieces 0.35 No. of pieces 0.77 0.75 0.63 Mouth feel 0.73 Colour

Texture
0.65
R2 = 0.7

Appearance
0.64 Thickness

0.38

Overall taste 0.66 0.42 Sweetness

Flavour
0.82 Strength of fruit flavour

0.45

Balance
0.39 Sourness

0.67 Strength of flavour

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

Importance & performance of core attributes

Understand - Drivers Analysis


Importance and Performance of Core Attributes
Opportunities Important, but competitor owned. Seek to neutralise competitive edge (get within range of competitor). Watch out for next trend on the horizon. Irrelevant / future opportunity/ real weakness Unimportant, not owned. Watch out for potential new themes for the category, starting ownership by key competitor or competitive ad strategy Strengths to leverage Important and owned (users). Good place to be, hard place to stay. Watch out for competition undermining the position. Look for meaningful ways to keep edge. Core equity attributes Not important for marketing but for brand (general ownership). Might form into a category driver. Research further and consider possibilities

Derived Importance

Normalised or Raw Brand Scores


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Understand - Drivers Analysis


Importance and Performance of Core Attributes
low score/ high correlation
110

high score/ high correlation


Key Drivers

Opportunities
quality conscious (A, o.b.)

Derived Importance

first real breakthrough (o.b.)


105

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
100

young

efficient health conscious (all pads) caring (C) try new things friendly honest

product my mother used (C)


95

traditional (C)

Core equity attributes Not relevant? Weakness?


90 -50
-45 -40 -35 -30 -25 -20 -15 -10 -5 0 5 10 15 20 25 30 35

price conscious (Al, PL) (89, 83)


40 45 50

low score/ low correlation

Normalised Attribute Performance

high score/ low correlation

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Understand
Drivers of performance evolution (concept vs product)

Difference Drivers Analysis

Understand Drivers of Performance evolution


Difference Drivers Analysis
Key driver driver

Drivers of performance evolution (product vs concept)


Key measures (PPI) Overall evaluation Opinion vs usual shampoo Uniqueness Opinion vs expectations Other measures Effectiveness Claim (deeply cleans for hair that works for longer) Lasting of hair feeling clean & fresh Brand fit (Sunsilk) Lasting of hair easy to manage Appearance Lasting of fragrance Texture Fragrance Image 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 feeling of just washed hair in between washes Keeps my hair clean for longer 50

Importance PPI correlation


0,73 0,61 0,51 0,45 0,59 0,51 0,39 0,33 0,30 0,21 0,19 0,18 0,06 0,50 0,47 0,46 0,42 0,42

Understand Drivers of Performance evolution


Difference Drivers Analysis
Base: Total

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

Decrease of performance after use

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 suitable for everyday use

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

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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Understand Improving the right components


Penalty Analysis
2 1,5 1 0,5 0 Less JR More

Carbonation
1,53
Penalty 1.53 Penalty 0.67

2 1,5 1 0,5 0 Less 0,22

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

22

2 1,5 1 0,5 0,08 0 Less

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

0,69 0,5 0,18 0 0 JR More Less 0,5

0,71 0,17

JR

More

Less

JR

More

15

75

10

15

61
54

24

13

62

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Understand
Improving the right components

Gain Loss analysis

Understand Improving the right components


Gain & Loss analysis
Used for identifying attributes for improvement that are not measured on Just Right scales Computes a Gain and a Loss score for each attribute Loss - Reduction in number liking product if changes on the attribute were to be done Gain - Percent of those not liking the product that will like it if the attribute is changed

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Understand Improving the right components


Gain & Loss analysis
Percent of current likers who could become dislikers if the performance on these characteristics were not perceived positively.
Is adapted to my needs Increases satisfaction with my hair in between washes Makes my hair really beautiful Keeps my hair fresh for longer Keeps my hair manageable for longer Keeps my hair clean for longer Keeps the feeling of just washed hair in between washes Allows my hair to move naturally Keeps hair healthy 69 69 84 69 68 62 61 46 45 88 71 54 63 62 61 62

Loss

63 78

Gain Dimensions : Manageability Hair beauty and pleasure Cleanliness / freshness


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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

Target Group Analyser


Shows profiles of most likely buyers, e.g. by age groups
100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0%

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30

81

40

Age groups 55+ 35-54

35
35

100 36

18-34

28

35

125 Index

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Population

Core target (calibrated)

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.

Segmentation - Relaunch and Line extension


Commitment segments from the Conversion Model
Committed users have great value and it is important to keep them when relaunching an existing product Conversion model does that You can know from Conversion model who are your potential new users in terms of brand usage and commitment
Users Non-users

Entrenched

Average

Shallow

Convertible

Available

Ambivalent

weakly strongly unavailable unavailable

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

Understand FutureView segmentation


Targeting future shapers, not laggards
Products follow a life cycle like human being
Firstly, they are new on the market, then they reach maturity, they might renewed. Then they might be rationalised and finally they decline to finally disappear once they do not fit any more to the consumer needs.

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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Laggards Over represented Yesterday consumers FutureView Yesteryear consumers segments

Understand FutureView segmentation


The hierarchical model of Future Influence
Influential Early Adopters

Curiosity and Advocacy Characteristics

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

Optimisation the 10% effort that provides the advantage


Not justLearn and Do But alsoDo and Learn

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

Simulating the impact of mix modification

Optimisation - What if scenarios with TABOO


TABOO = Targeted Bootstrapping
What TABOO does is
Estimates the effect of a change in an attribute (e.g. improve rating of taste by 0.2) TABOO re-samples the data so that the new sample reflects the improved rating of taste For this new sample, TABOO reports how much the other key variables eg purchase intent, have increased relative to the initial total sample and hence the impact on volume This exercise is repeated many times, the results are averaged and confidence intervals derived

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Optimisation
Product Advisor simulation tools provide optimisation
TABOO
What if scenarios

MARS (Multivariate Adaptive Regression Splines)


Good

Sensometrics Including R&D data

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TABOO detects non-linear relationships

Potential Change Index

Worse rating

Current level of ATTRIBUTE rating

Better rating

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Define scenarios and simulate the effect on volume

4.2

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Define scenarios and simulate the effect on volume

TABOO Simulation 4.5 Potential Change Index


120 115 110 105 100 95 90

4.2

4.0

3.5

Confidence interval: +/- 2 index points

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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

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Define scenarios and simulate the effect on volume Spiciness


TABOO Simulation 4.5 Volume Change Index
110

100

4.0

90

3.5

80

Confidence interval: +/- 2 index points

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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?

Which new products should I encourage the R&D department to create?

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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Optimisation of the characteristics of a product


Merging Consumer with Sensory Panel Data
Product characteristics have been tested by a sensory panel data Consumer data provide overall opinion The characteristics can be set to maximise the overall opinion
Average Overall Liking
1 2 3 4 5 6 7

Analytic/Sensory Characteristics Turbidity Darkness of color pH HFCS Sour Na Bitter

Weights -.20 .48 .87 .73 -.40 .40 -.70


Product A Product B Product C Product D Product E Product F Product G Product H Product I Optimal

Attention Example Carbonation .21 from the competition Astringency .32 Do not use it
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R2 = .82.

Merging Consumer with Sensory Panel Data

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InnoSuite

TM

Product Advisor

Evaluate, understand, optimise your products

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