Afc workshop market research 20131105
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Transcript of Afc workshop market research 20131105
Market Research Projects
AFC Leuven05/11/2013
Presentation1
Agenda
• The House of Marketing
• Market Research Project
• Project Management
• Desk research
• Interviews
2
Presentation1
Project ervaring
• Repositioning & rebranding (brand architecture)• Retention management• Personal Coach op CRM onderwerpen aan een Marketing Director voor een
Belgische Telco.• Het leiden van een project in een Telco B2B omgeving voor het verbeteren van
Up-en Cross selling acties.• Introduceren van Pricing en Trade Terms global FMCG ‘s• Zero Based Budgeting in Marketing and Sales departments• Teamleider van een best practices team over hoe de relatie met de handel
voor een Global Tobacco Company te verbeteren. Vertegenwoordigen van de zakelijke belangen bij de invoering van de Siebel CRM applicatie in pilootlanden.
• Identificeren en analyseren van de CRM-mogelijkheden binnen een beveiligd bankinstrument voor een grote privé bank in Luxemburg.
• Het analyseren en uitwerken van een benadering om de dataverrijking over medische professionals te verbeteren voor een groot farmaceutisch bedrijf.
• E-commerce projects
Eerdere ervaring
Eerder, heeft Davy een consultancy bedrijf opgericht in indirecte spend management, maakte hij deel uit van het directiecomité van AB-InBev Belux en was hij global procurement director voor Point of Sales materiaal bij AB-Inbev. Daarvoor was hij 7 jaar bij Accenture, waar hij verschillende posities in (trade-) marketing en CRM projecten op Europese en mondiale schaal heeft geleid en mee uitgevoerd.
Academische achtergrond
Davy is afgestudeerd als Handelsingenieur aan de UFSIA (B) met aanvullende cursussen aan de Georgetown University in Washington DC (VS) en uitwisselingsprogramma's met ESC-Lille en UMSL Missouri (VS)
Algemeen Davy versterkte het team van The House of Marketing na een aanzienlijke ervaring in FMCG en consulting op het gebied van Marketing, Trade Marketing en CRM consulting
1’ on who is front of you:Davy VerhulstManaging consultant
3Project voorstel De Haven van Antwerp
Presentation1
THoM offers marketing talent, adapted to the new business context
4
In a economical environment where turbulence is the new
norm,
The House of Marketing develops marketing talent and
provides marketing excellence at the right moment,
exceeding clients' expectations by delivering higher return
on investment and by making the organization more agile.
We achieve this by recruiting passionate marketers for
whom we create an inspiring and nurturing environment so
that they can develop their full potential.
Presentation1
THoM ‘s 3 main service offerings
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Temporary Marketing Support
Marketing ConsultancyMarketing Talent
Development
To bridge Capacity & Competence
gaps
To tackle strategic marketing challenges
To develop, counsel & train
marketers on the job
Presentation1
Product & Brand
Managers
Broad experience Coordination activities of
specialists in production, sales, advertising, promotion, R&D, …
Churn analysis, churn reduction
Product placement optimization
Business Analysts
Market & competitor analysis
Market assessment & quantification
Clustering of customers
E-Marketers & Social Media
Specialists
E-strategy definition & roll-out
Coordination, design & implementation of e-marketing actions
Website management, email marketing, social media, mobile
Marketing Managers
Channel & Category Managers
Process Managers
B2B and B2C environments
Marketing plan, go-to-market strategy & implementation, people management, business intelligence
Coordination of Marketing activities
Strong analytical and negotiation skills
Enhancing retail partnerships by increasing category sales and aiding in fact based/strategic selling
Extended experience in SME and large matrix organizations
Alignment of organization towards similar goals
Clear roles & responsibilities definition, organizational design
We can help to bridge capacity & function gaps….
6
Presentation1
…and help you tackle strategic marketing challengesMostly project based
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• Attract new customers• Increase customer spending• Reduce customer churn• Increase Innovation success rate
Volume driven
Margin driven
Positioning
• Restore customer trust• Capture more customer value• Margin management• Doing more with less resources• Tracking of ROI
• Define or redefine positioning• Changing customer experience from product push to relational (customer-centric)
• Positioning on the sustainability dimension
• Positioning towards current and potential employees
• Customer intelligence: translate data into relevant insights
• Segmentation• Business and marketing planning• Innovation Management Program
• Pricing exercise• Category assessment• Marketing performance management (ROMI, CLTV, dashboards)
• Marketing audit
• Positioning workshop, define brand identity card
• Customer (store) experience• Sustainability• Employer branding
Consumer analytics and insights are crucial for each of the three challenges
Client challenges THoM expertise & solutions
Presentation1
Performance demands the right talent at the right place, & ongoing training
The House of Marketing can help you to develop and keep the right talents in your marketing department.
8
Training
Counseling
- Relevant Marketing training, from general to very specific & tailor made
- product management- project management- communication (online, offline)- social media- email marketing-……
- Personal counseling focused on marketing related skills and technical skills
Marketing Talent Program(see www.marketingtalent.be)
- One company or multi companyaccelerated traineeship programs - Training reinforced by coaching on the job
Presentation1
FACTS – our vision of how marketing should evolve
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• Simplicity• Strategic consistency• Leadership continuity• Prioritize & making choices • Consistent brand across all channels• Seek leadership in specific category• Customer centricity• Focused team
• Detect trends & act• Early warning systems & processes
• Agile & up to date organization• Built around customer
engagement• Willingness to change• Flexibility & Speed
• Innovative company culture• Diversity of profiles• Idea generation process• Idea valuation• Porosity & open-mindedness
• KPI’s & dashboards• Scenario analysis & ROMI• Connect with marketing intelligence• Analytical culture & skills
• People: yours & every stakeholder• Planet: ACT on innovation, packaging, promotion...• Profit: business-minded marketers
Presentation1
Agenda
• The House of Marketing
• Market Research Project
• Project Management
• Desk research
• Interviews
10
case
Presentation1 11
Case of Company X, active in the HR-services sector
Payroll services HR Administration HR Advice
Self-employed Small companies
Large companies
For confidentiality reasons figures on the slides have been modified and client issue has been slightly adapted
Presentation1 12
Previous studies indicated a low market penetration in Antwerp. Should our company invest in the region of Antwerp?
How would you approach this question?
Question
Presentation1 13
Market
potential
Market
penetration
Presentation1 14
Market
potential
Market
penetration
Presentation1
Step 1 – Take the helicopter view (compare Antwerp vs Belgium)Antwerp is the province with most employers (37k) and 2nd in terms of # employees (520k)
15
Employers per province - % of total in Belgium
NAMUR
LUXEMBOURG
LIEGE
LIMBURG
Antwerp
OOSTVLAANDERENWEST-
VLAANDEREN
HAINAUT
< 5% of employers
5% - 12,5% of employers
> 12,5% of employers
9%
4%
17%
13%
9%
13% 8%
4%
13%
8%
2%
NAMUR
LUXEMBOURG
LIEGE
LIMBURG
Antwerp
OOSTVLAANDERENWEST-
VLAANDEREN
HAINAUT
< 5% of employees
5% - 12,5% of employees
> 12,5% of employees
7%
3%
19%
11%
8%
11%10%
3%
20%7%
1%
Employees per province - % of total in Belgium
37.331 employers 520.446 employees
• Situated at 40 km from Brussels and close to other important regions: 60% of the European buying power is situated within a ray of 500 km from the city Antwerp.
• An extensive transportation network between Antwerp and other important European regions.
• Services is an important sector but the industrial sector keeps growing in Antwerp. The harbour is also an important place for Industry.
Source: RSZ Q3 2010 (private sector)
Presentation1
Step 2 – Zoom in The ‘arrondissement Antwerp’ represents 60% of companies and 62% of employment in the province
16
Arrondissement Antwerp Arrondissement Mechelen Arrondissement Turnhout
22.237 employers (60% of Antwerp)
6.325 employers(17% of Antwerp)
8.769 employers(23% of Antwerp)
319.829 heads(62% of Antwerp)
Average: 66 heads/customer
84.811 heads (16% of Antwerp)
Average: 40 heads/customer
115.806 heads(22% of Antwerp)
Average: 32 heads/customer
Com
pan
ies
# h
ead
s
Source: RSZ Q3 2010 (private sector)
Presentation1
Step 3 – take a different angleEmployment in province Antwerp is driven by Industry, Commerce, Admin Services and the Health Sector
17
<50 in Antwerp:196k heads
50-200 in Antwerp: 94k heads
>200 in Antwerp: 230k heads
Top 6: 75% of employment Top 6: 81% of employment Top 6: 87% of employment
Top sectors within the 50-200 market (in # heads)
Indu
stry
Com
mer
ce
Health
S
Logi
stics
Cons
tr.
Adm
in S
0
10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
Top sectors within the <50 market (in # heads)
Com
mer
ce
Indu
stry
Cons
tr.
Horec
a
Logi
stics
Libe
ral P
.0
10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
Top sectors within the >200 market (in # heads)
Indu
stry
Adm
in S
Health
S
Com
mer
ce
Logi
stics
Fina
nce
0
10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
Source: RSZ Q3 2010 (private sector)
To be compared with other regions
Presentation1
Step 4 – get to a level of detail that will be directly actionable (e.g. as briefing to sales team)Most important activities within the sector Industry are Chemicals & Food
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Source: RSZ Q3 2010 (private sector)
Sector Industry in # heads Segment < 50 in Antwerp
Sector Industry in # heads Segment 50-200 in Antwerp
Sector Industry in # heads Segment >200 in Antwerp
Food
Met
al
Prin
ting
Mac
hine
ry
Furn
iture
0
2,000
4,000
6,000
8,000
10,000
12,000
14,000
16,000
18,000
Chemicals Cars Pharma FoodMachinery0
2,000
4,000
6,000
8,000
10,000
12,000
14,000
16,000
18,000
Food
Met
al
Chem
icals
non-
met
al
Rubb
er0
2,000
4,000
6,000
8,000
10,000
12,000
14,000
16,000
18,000
Presentation1
Step 5 – Compare to competitor performanceCompetitors are much more present and have a higher awareness ratio
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Source: Awareness Barometer
Unaided awareness Study of Company X
Awareness of company x:
11%
Unaided awareness in Antwerp:• competitor 1: 40%• competitor 2: 29%• company X: 11%
Top of mind in Antwerp:• competitor 1: 20%• competitor 2: 17%• Company X: 5%
Presentation1 20
Market
potential
Market
penetration
Presentation1
Step 1 – Evaluate situation for sub-segments of clientsWith its 5.000 customers in Antwerp, company X has a lower market penetration compared to the national market penetration
21
1-4 5-9 10-19 20-49 50-99 100-199 200-499 500-999 >9990%
10%
20%
30%
40%
50%
5% 6%7%
10%
13%
22%
27%
32%
37%
Market penetration of Company X in Antwerp
Average: 14,5%
Average: 24%
Average: 32%
% market penetration
Presentation1 22
Step 2- Evaluate situation for different type of productsProduct C is the most important product in terms of invoicing
Product C Product A Product D Product B Product E0
500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
Invoicing value and number of customers per key product in Antwerp (cross-segment)
Invoicing (M EUR)
Number of customers
Presentation1 23
Step 3 – take a detailed look at internal KPIThe ‘arrondissement Antwerp’ only represents 20% of our customers in the province Antwerp
Arrondissement ‘Antwerp’ Arrondissement ‘Mechelen’ Arrondissement ‘Turnhout’
(20% of customers Antwerp)5,4% penetration
(40% of customers Antwerp)5,8% penetration
(40% of customers Antwerp)8,4% penetration
Average: 70 heads/customer Average: 60 heads/customer Average: 40 heads/customer
Average: 4.000 EUR/customer Average: 4.800 EUR/customer Average: 5.200 EUR/customer
cust
om
ers
# h
ead
sIn
voic
ing
Presentation1 24
Step 4 – investigate root causesCustomers indicated the importance of having a supplier close to their business, which is a weakness for company X
Competitor 1
Competitor 2
Company X
Presentation1 25
Step 5- also think beyond your organizationHaving a strong partner-network seems to be important to develop business in the <50 segment
Company X: 55 partners
10% of top 100 partners
Company X: 34 partners
35% of top 100 partners
Company X: 43 partners
30% of top 100 partners
Current partner network in Antwerp is rather weak compared to other regions
Presentation1 26
Last step – quantify market potential
Invoicing total market (100% MS)
P1 P2 P3
P1 : 4% MS P2: 3,6%
P3:4,2% MS
A market share increase from 4% to 11% generates + 4,5 M
EUR A market share increase from 4,2% to 9,8% generates + 1,2 M
€
% m
ark
et
share
+ 1% MS SSS generates + 1,1 M €
Average market share on national level
Market Share (MS) and value of total market for P1, P2 and P3 within the < 50
segment
Presentation1 27
Gathering information via different channels…
Desk researc
h
Analyze figures
Internal intervie
ws
External intervie
ws
Presentation1 28
… to come to the conclusions and recommendations
• Antwerp is an important & interesting region, with untapped potential
• Market penetration is especially low in the <50 segment and in the ‘arrondissement Antwerp’, where potential is highest
• Actions to grow: Work on local awareness (action plan) Open new branches Further develop value proposition for specific sectors (e.g.
credentials) Develop partnerships with accountants
Presentation1
Agenda
• The House of Marketing
• Market Research Project
• Project Management
• Desk research
• Interviews
29
Getting the basics right
Presentation1 30
Quiz: What’s the difference between these 2 buildings?
Sydney Opera HouseBilbao Guggenheim
Presentation1 31
Quiz: What’s the difference between these 2 buildings?
Sydney Opera House
Bilbao Guggenheim
Completed in 1997… Completed in 1973…
• Architectural Masterpiece• More than 1 million visitors per year
• Estimated Construction Time of 4 years• Construction cost of +/- € 80 million
Cost € 84 million… Cost € 77 million…
on time with 10 years delay
on budget initial budget € 5 million
Presentation1
There are numerous reasons why projects usually fail…
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Team members lack the right skills or expertise for the project
The scope of the project keeps changing
People are not working toward the same goals and specifications
Team is sitting on different locations, no connections, etc…
Cost/Budget overruns
Work is redone or duplicated and will impact project cycle time
Presentation1
Project Management aims at systematically reducing risks of failure
33
Project Management is the application of knowledge, skills, tools and techniques to
project activities to meet project requirements.
Presentation1
Step 1: InitiateProject Management starts with defining the project and setting up the right scope and objectives
34
1. Define the mission: why do we need to do the project?
3. Set up objectives: what objectives do we aim to reach? (SMART*)
2. Define the scope: what’s included and what’s not?
* SMART: Specific, Measurable, Actionable, Realistic and Time
4. Align clear roles & responsibilities
5. Identify the end-deliverables
Presentation1
Example of project objectives
35
Statement Measures Performance Targets
Create a revised report that summarizes monthly sales activity
Content Report must include the followingdata for each product line:•Total number of items sold•Total sales revenue•Total returns
Schedule Report must be operational by August 31
Budget Development expenditures are not to exceed $40,000
Approvals New report format must beapproved by•Vice president of sales•Regional sales manager•District sales manager•Sales representatives
What to achieve
IndicatorsTarget value of the
indicator
Presentation136
2G2B4G: remember 2make it 6C!!
Start project ASAYGT Remember 14AA41
IMS 2BZ4UQT
TXS TYL
Presentation1
Step 2 - Project planDivide project in streams or phases by listing activities (incl. sequence, duration, dependencies, resources)
37
Phase 1 desk research interviews
Phase 2
Testing
Phase 3
Training
Feedback sessions
Key activities
XX
XX
XX
Today Status meeting
Key meetings
Validation meeting
Status meeting
Plan your interviews on time!
Confident Clarity CommunicationConsistency Control Credibility
Presentation1
Brainstorming on project deliverables is doneby answering 6 questions chronologically
• What topics do you think you need to address in order to answer the question? (Use structured thinking to be logical and exhaustive)
• Why do you need this topic? How relevant is it?
• What can’t you deliberately do? (Constraints, scope definition) And which parameters/drivers can you address?
• What are the problems you expect to occur (for every topic) and how can you address them?
• Define the deliverable(s) for each topic
• Having listed the topics, what is the immediate logical route of topics to follow?
38
Now you can list your ideas: Topic, Deliverable, Special remark(s)
Presentation1
Step 3 – Execute/ controlImportant to have regular meetings with your team
39
Holding regular progress meetings with your team will enable you to:
• Have better communication – by keeping all the needed people involved
• Risk control - more people = better overall view
• Better overview - better status of where you are
• Do progress reporting to management (& stakeholders)
Presentation1 40
Step 4 – Project closingAn important process (and phase) of your project!
The end is near, but you’re not there yet…
You should have laid the foundations of closure at the start:
• Clear goal and objectives
• People’s commitment to the end
• Project closure activities foreseen in the project plan
• Foresee a formalized but fun end ‘event’ so that people can disconnect
Presentation1
Agenda
• The House of Marketing
• Market Research Project
• Project Management
• Desk research
• Interviews
41
Case based guidelines
Presentation1 42
Consumer trends 2020-2025 for a major automotive companyHow will youth evolve in Russia? What is the likely impact on motoring?
How would you approach this?
Question
Presentation1
Main challenges
43
Reconcile inconsistent data sources
Don’t get lost in the mass of information12
From gut feeling to a real trend (or to the bin)3
Presentation1
Tip & tricks for desk research
44
Where to start ?
Start by defining what you want to know. Keep a broad view of the information you are looking for.
Gather dataOnline sources, Government departments, libraries, public sources, business specific information, magazines & publications, etc.
Analyse info
Check the quality of your source (e.g. governmental vs commercial), try to find at least 3 different sources to ensure they broadly agree and check how data was collected
Define storyline
Always keep in mind what you are looking for and the question you are trying to answer
Presentation1
Agenda
• The House of Marketing
• Market Research Project
• Project Management
• Desk research
• Interviews
45
It is not a pub conversation!
Presentation1
A good interview, starts with good preparation
46
What• What do you want to find out during the interview?• What do you want to learn?
Who• Internal interviews vs. external interviews• Why do you want to interview him /her?• Do some background research: what is his / her expertise?
How
• Where will you take the interview?• Which questions will you ask?• Prepare all your questions before the interview• The duration of the interview can maximum take 1,5h
Presentation1
Put your questionnaire in a logical structure
47
1. Start with short introduction that explains the purpose of the interview
3. Ask specific or critical questions in the end(but don’t avoid them!)
4. End the interview by thanking the interviewee, ask if he/she has more questions
5. Leave your contact details, so he/she can contact you
2. Begin with more open, general questions to bring the interviewee at ease
A good interviewer brings his/her interviewee at ease (also non-verbal behavior) and keeps the overhand of the interview (follow your structure of
questions)
Presentation1
Watch out for the typical pitfalls when conducting an interview
48
Interview pitfalls
1. Keep third parties out of the interview
2. Make sure your questions are clear for the interviewee - Don’t speak too fast, leave time for silences- Don’t use any jargon in your questions- Don’t ask suggestive questions
3. Make sure the interviewee feels at ease- Provide a good location- Do not interrupt the interviewee during his/her answers- Be unbiased, do not criticize the interviewee
4. Don’t write too much during the interview. If you can’t record the interview, it’s best to take the interview with two.- One is responsible for asking the right questions- The other one will take notes
Presentation1 49
There is however exception
where an interview can be a pub conversation!
1
Join us at our Meet & Greet!
‘Rodins’, Oude Markt 24, Leuven12/11/2012 – 19h00
Subscribe via:
www.thom.be/meet-greet