Category: Innovation

Early Quant Screening Research for a Winning Edge 

Posted on by sandra

By Cliff Kane, Senior Director, New Business Development @ EyeSee 

At the recent Quirk’s Chicago conference, I had the pleasure of sharing the stage with Shilpa Khanna, Associate Director of Transformational Growth at The Clorox Company. Shilpa’s extensive experience and unwavering dedication to innovation within the CPG industry positioned her as the ideal expert to discuss the do’s and don’ts of launching new products. Our primary aim was to demonstrate effective strategies for building confidence in new packaging decisions and launches. Our discussion covered: 

  • The symbiotic relationship between quantitative and qualitative insights. 
  • The pivotal advantages of early packaging tests compared to delayed evaluations. 
  • The indispensable significance of testing within the context of simulated in-store scenarios, rather than solely in isolation. 

In this blog post, I’ll take a closer look at key insights. For a comprehensive understanding, I highly encourage you to watch the full session recording.

The symbiotic relationship between quantitative and qualitative insights  

Let’s face it – innovation is tricky.  

Within the highly dynamic and complex process of product development, packaging design serves as a linchpin for consumer engagement and purchasing decisions. Getting the packaging just right can be costly, as visually communicating a new-to-market proposition carries certain risks and requires alignment with ever-evolving consumer preferences.  

Traditional pack development often advises starting with qualitative studies to evaluate a range of design options, followed by quantitative research to validate a few “finalist” ones. However, the initial screening phase is critical. It’s like choosing the right path in a forest; if you go wrong at the start, subsequent adjustments matter little. So, objective assessments of what drives success are vital from the beginning. Starting with quantitative research to identify winning concepts enables refinement and validation, laying a strong foundation for success.

Advantages of early packaging tests compared to delayed evaluations  

In the overall product development process, packaging is often perceived as the final embellishment to an exceptional product. In reality, it serves as the enticing red door that captures consumer attention, drawing them in to explore and engage with the product experience. Therefore, packaging development and assessment should occur in tandem with the core product, ideally at the earliest stages of development. During our conversation, Shilpa strongly emphasized the necessity of proactive pack design testing, serving as a guiding light to inform strategic decisions and mitigate risks: 

Amid the array of early-stage testing options — from traditional qualitative studies to a multitude of DIY and AI tools — making a methodology choice can be daunting. Personally, I find the behavioral mix approach, incorporating MaxDiff analysis, particularly promising for yielding effective results. At EyeSee, our team employs this method to pinpoint winners, offer recommendations for optimizing successful packs further, and contribute to finalizing subsequent iterations of pack design. 

The ultimate reality check: Testing designs in simulated in-store scenarios vs in isolation

During our discussion on innovation, Shilpa mentioned one new product launch case that stood out as particularly intriguing. Initially, packs featuring a unique cap color and shape emerged victorious in early-stage and standalone assessments. However, when introduced onto (virtual) shelves and compared with others in the category, the tide had turned. A completely different design was ultimately picked for launch.  

Centering on the importance of context, we explored the perspective of the challenger within the category. The “newcomer” on the shelf must distinguish itself more prominently to compete with the leader. The harsh truth is – what doesn’t stand out has little chance of being purchased. The evaluation of Clorox’s late-stage packs would have yielded vastly different results without testing in the shelf context. The intricacies of the store and real-life purchasing environments provide the most authentic and predictive insights into how the pack will perform post-launch. Reflecting on the whole collaboration, Shilpa shared: 

In conclusion

Innovation in early-stage packaging design testing requires a delicate balance of collaboration, creativity, and strategic vision. By redefining conventional approaches, leveraging data-driven insights, and prioritizing consumer-centric design, you can instill confidence and enhance the prospects of a successful new pack launch. Moreover, the importance of testing within simulated in-store scenarios cannot be emphasized enough; a comprehensive evaluation of a new product’s potential is not complete without consideration of its pack design performance amidst crowded shelves and competing products. 

For more insights and the story of Shilpa’s knowledge gained from not-so-successful new product launches, go to the full session recording that is available here.

Want to know more about pack optimization? Dive deeper and learn how to choose successful claims!

    Facial Coding Demystified: The Expert Guide  

    Posted on by sandra

    By Vanja Radic, Facial coding team lead at EyeSee

    Ready to resonate with consumers beyond discounts and special offers? Understanding the emotional drivers behind consumer behavior can help embed your product in their hearts and minds for the long haul. 

    Expressing emotions verbally poses challenges for everyone, with surveys often highlighting this difficulty most prominently. This renders surveys alone potentially misleading. Nonetheless, alternative research approaches offer solutions. In addition to asking the right questions, like in real-life interactions, we meticulously analyze facial expressions. This is why relying on Facial Coding as a research method becomes imperative, allowing us to generate both more accurate and more profound insights.

    That is why we have compiled a list of the most frequently asked questions to assist you in successfully understanding and utilizing such a powerful driving force as emotions.

    1. What are the advantages of using facial coding to test advertisements over traditional methods? 

    Facial coding delves into non-verbal reactions, unveiling responses that respondents might not consciously acknowledge, articulate, or be inclined to disclose in traditional survey or focus group settings. Furthermore, it provides insight into the underlying “reason why” behind an ad’s performance, beyond mere measurement, thereby enabling businesses to make better informed decisions. 

    2. What are the advantages of facial coding compared to neuroscientific methods? 

    Marketing research relies on both behavioral and neuroscientific methods to overcome the say-feel gap, as, oftentimes, respondents are not able or willing to verbalize their emotions regarding stimuli. Combining explicit methods like surveys and implicit ones like FC allows us to access both parts of “the dual process thinking,” popularized by Daniel Kahnman as System 1 and System 2 thinking. 

    While EEG, fMRI, and GSR provide deeper insights into neural and physiological processes that facial coding does not directly capture, facial coding complements these methods by focusing on the observable manifestations of emotions and behaviors. Still, certain facial expressions are often associated with specific physiological states, and by observing facial expressions, researchers can infer potential physiological reactions. For example, expressions of fear may coincide with increased heart rate and perspiration; on the other hand, a smile might indicate activation in brain regions associated with reward and positive emotions. 

    In summary, while facial coding doesn’t directly capture physiological or neurological processes, it can indirectly provide valuable information about these processes by analyzing observable facial expressions. It offers insights into how individuals experience and express emotions, providing a behavioral lens through which to understand underlying physiological and neurological responses. Facial coding has three main advantages, comparing to neuroscience methods: 

    1. It is far less intrusive – the need for controlled laboratory settings and the onsite equipment (like EEG Cap, Amplifier and Recording device for both EEG and GSR, GSR sensors, MRI scanner and other associated devices), can make neuroscientific methods considerably intrusive. They require direct physical contact with the participant’s body, or its exposure to strong magnetic fields (as in fMRI). On the other hand, facial coding primarily relies on observing and analyzing facial expressions. It involves capturing video recordings of respondents’ faces while they view stimuli (or engage in tasks). 
    1. It is more scalable and cost-effective – the low intrusiveness leads to higher participant compliance and reduces the need for specialized training to administer the technique. FC can be done online, and it is applicable across the global market since basic expressions are universal to humankind. It can also be easily scaled to accommodate large sample sizes, as it does not require significant additional resources for each additional participant (e.g. limited availability of EEG and GSR scanners). With all that in mind, facial coding is relatively cost-effective and accessible, compared to neuroscientific methods.   
    1. Its output is more readable – although EEG, GSR and fMRI offer baseline complementary information about physiological arousal, neural correlates, and cognitive processes underlying emotional experiences, FC measures more direct and observable indicators of emotional expressions, providing us with output with far better readability that can easily be integrated into research studies. 
    3. What is the process for the coding of facial expressions?

    Respondents are recruited remotely, and by following the testing link, with no need to download any app, they are directed to the testing page. After successfully being screened, they are then invited to provide their consent for facial coding. Subsequently, they are exposed to the stimulus being tested.

    4. How high is the response rate for facial coding studies?

    The response rate may differ depending on the market and other sample specifications, but when dealing with the general population, it is on average 18% ( Brazil 30%, USA 20%, Germany 15%, Japan 8%).

    5. What are the specific emotions our facial coding can record?

    Facial coding can be used to recognize a variety of facial expressions, each associated with specific emotions. The Facial Action Coding System (FACS), developed by Paul Ekman and Wallace V. Friesen, is one of the most widely used systems for coding facial expressions. FACS identifies specific muscle movements, called Action Units (AUs), that correspond to different emotions. EyeSee’s framework relies on FACS and Ekman’s seven basic emotions list, having it adapted to market research needs; by grouping three of the negative emotions (disgust, contempt, anger) into one (dislike), and expanding the list by two cognitive emotions, interest and confusion. In total, EyeSee’s framework is comprised of 7 emotional categories (3 positive and 4 negative): 

    1. Happiness: Indicated by the activation of the zygomatic major muscle, causing the corners of the mouth to lift (AU12), and the orbicularis oculi muscle, leading to “crow’s feet” around the eyes (AU6). 
    1. Surprise: Displayed through raised eyebrows (AU1 and AU2), widened eyes (AU5), and optionally an open mouth.  
    1. Interest: Manifested by lowered eyebrows (AU4 and AU7), 
    1. Confusion: Characterized by a downward pull of the corners of the mouth (AU15) and the upward movement of the chin (The Chin Raise Action Unit AU17), optionally accompanied by an inner brow raising (AU1). 
    2. Dislike: 
      a) Disgust: Shown by a wrinkled nose (AU9), raised upper lip (AU10), and a downturned mouth. 
      b) Contempt: Reflected in a slight one-sided mouth raise, often with the corner of the lip lifted (AU12). 
      c) Anger: Manifested by lowered eyebrows (AU4 and AU7), narrowed eyes (AU4), and a tense jaw (AU24). 
    3. Fear: Evident by raised eyebrows (AU1 and AU2), wide-open eyes (AU5), and horizontally stretched mouth (AU27). 
    4. Sadness: Characterized by a downward pull of the corners of the mouth (AU15) and the inner eyebrows raising (AU1). 
    6. Is tracking a limited number of emotions sufficient? 

    The seven emotional categories allow for a generalized understanding of the emotional landscape without needing to delve into highly specific emotions, which can be more subjective and challenging to interpret consistently. However, while emotional categories offer a useful starting point, they may not capture the full complexity of individual experiences and nuanced emotions. In EyeSee, we open a window into the individual’s experience and specific emotions by analyzing facial expressions within their specific contexts.

    7. What specific metrics can be derived from the facial coding method? 


    Emotional Reach – the percentage of viewers who have had any emotional reaction to the stimulus. 

    Emotional Engagement – the average of total reactions during the whole time of the stimulus. 

    Happiness – the percentage of respondents who have expressed a smile at least once during the stimulus. 

    Surprise – the percentage of respondents who have conveyed an expression of surprise at least once during the stimulus. 

    Interest – the percentage of respondents who have conveyed an expression of interest at least once during the stimulus. 

    Confusion – the percentage of respondents who have conveyed an expression of confusion at least once during the stimulus. 

    Dislike – the percentage of respondents who conveyed an expression of dislike at least once during the stimulus. 

    Fear – the percentage of respondents who have conveyed an expression of fear at least once during the stimulus. 

    Sadness – the percentage of respondents who have conveyed an expression of sadness at least once during the stimulus. 

    Positive emotions – the percentage of viewers who have had any positive emotional reaction to the stimulus.

    Negative emotions – the percentage of viewers who have had any negative emotional reaction to the stimulus. 

    8. How can we tell what triggered an emotion?

    Facial coding second-by-second output for video stimuli is very informative on emotional triggers since it allows us to know what scene from the stimulus triggered an emotion. In cases where the scenes are more complex with multiple potential triggers – the facial coding data can be crossed with eye tracking data as well as with the survey response, allowing us to have a full context and thus be able to pinpoint the emotional triggers and convey an actionable insight. 

    9. What devices and browsers can be used for Facial Coding testing?  

    Facial coding tests can be run on both desktop and mobile environments, with no need to download any app. Our Web Platform supports multiple browsers for mobile: Google Chrome, Mi, Samsung Internet, and majority of integrated browsers, covering 70% market share, and when it comes to desktop – Google Chrome, Opera, Edge, Firefox, Safari, and AVG Secure Browser, covering over 99% of the browsers available.

    10. How are emotions connected to brand impact? 

    In EyeSee, we conducted research with 18 short ads (from 7-15 seconds) with the objective of finding out how facial coding correlates with some of the most relevant survey and retention KPIs (see the list visual below). The significance level taken into account was 0.05 (equivalent to 95% significance) and Spearman value correlation being above 0.3 and below -0.3*.  

    All three facial coding KPIs were significantly correlative with Likability (on average 0.32) and Uniqueness (avg. 0.46). Besides the two mentioned correlations, the Happiness KPI is also positively correlative with Stopping power, ad sharing potential, and the statement “It makes me think that this brand is really different from its competitors.” As for the negative correlations (statistically speaking), respondents who expressed higher happiness tend to rate the stimulus as less ordinary (-0.42).   

    *Two main types of correlations are positive correlation and negative correlation (0.3 for positive correlation and -0.3 for negative), and they describe the direction of the relationship between the variables, as two variables may move in the same or opposite direction.

    11. How are emotions connected to purchase decisions? 

    Although rational appeal in advertising is very important, it is not appropriate for certain products, especially those that are not that different from the products of their competitors in functionality, olfactory, or technical characteristics. That is when emotional appeal, which consists of creating certain emotional associations in the consumer’s mind towards the advertised product, fosters great results in purchasing decisions (in those cases, a unique selling proposition is replaced by a unique emotional proposition).

    The word emotion comes from Latin and is derived from the word emotio/emovere, which essentially means “to move out” or “to stir up.” Therefore, emotions are connected to purchase decisions by creating a desire for the associated products (or a lack thereof). Unfortunately, this link is hard to measure since, unlike short-term promotions and discounts, its influence is more of a long-term nature as it is developed over time in the privacy of the audience’s subconscious mind. However, what we can measure is brand impact.

    In sum, it’s convenient to view the act of purchasing as a “behavior” and desire as the “mental state” that drives it. In this context, facial coding provides insight into the underlying state of mind, which is crucial for guiding desired behavior, such as making a purchase.

    12. How do we benchmark our facial coding KPIs? 

    When assessing an ad’s performance on an emotional level, providing relevant facial coding benchmarks is a must since there are no universal truths when it comes to gauging a creative’s performance. Stimuli of different lengths attain different levels of attention and allow for different emotional engagements to be developed, which is why the stimuli length is the first criterion to be applied. Additionally, it’s important to consider the creative approach employed in creating the stimulus, such as whether it adopts a collage or a movielike style (collage or movielike). And although a global benchmark is a good fit in some cases, for some markets it is best to apply a culture-specific benchmark (i. e. for a study conducted in Japan, an “Asian benchmark” would be the best fit, since this market is characterized by more subtle expressions).

    Apart from culture-specific benchmarks, many of our clients are interested in testing the animatics version of ads, in order to fine-tune them in the earlier production stage or select the winning ad, and this is where our animatics benchmark is applied. Furthermore, taking into account the industry adds another layer of benchmark specification, as emotional profiles and levels of engagement can vary significantly within different sectors.

    In conclusion, it is essential to consider both sample and stimuli specifications when conducting significance testing, and an extensive benchmark base allows EyeSee’s research team to do that, thus reaching reliable conclusions.

    13. Is the presence of negative emotions by default a bad thing, and should they be avoided? 

    Depending on the ad’s narrative, negative emotions like disgust, contempt, sadness, and fear can be a part of creative objectives. While it may seem counterintuitive to intentionally trigger these emotions, they can be powerful drivers of action, especially if your product or service offers a solution to them. This is why valence-based approaches, which limit themselves to positive and negative emotion-oriented KPIs, are to be taken with reserve; they are less explanatory when used alone without emotional profiles since they do not take into account that emotions of the same valence differ in essential ways.

    14. What if some parts of an ad elicit no emotions?

    When using facial coding to measure emotional engagement in any dynamic content, it’s not necessary or realistic to expect that every single moment will elicit an emotional response. The goal is rather to identify key moments or elements that successfully engage the audience and evoke the desired emotions. Neutral respondents can also be engaged (with neutral facial expression), but they can still be fully locked in; this is where facial coding is complemented by retention. 

    15. Dislike often appears at the end of an ad, simultaneously with the brand logo – how should this be interpreted? 

    Dislike at the end of an ad is probably a reaction to the attitude of ‘just another ad’, not necessarily to the brand itself. Still, it might indicate that the creative failed to come across as entertaining/educational content by being too obvious or tactless in revealing the brand. Surveys can be a good add-on by providing another layer of confirmation. 

    16. Can facial coding be regarded as confirmation of attention? 

    Facial expressions do confirm attention, but the absence of facial expressions does not necessarily indicate a lack of attention. 

    The relationship between attention and emotion is unidirectional (one-way): if respondents are emotionally engaged with the stimulus, it indeed means that the stimulus has their attention – however, if respondents are not emotionally engaged with the stimulus, it does not preclude them from paying attention. Attention and emotional engagement represent distinct yet complementary responses to stimuli, both of which we assess separately using the Retention and Facial Coding methods. 

    However, facial coding as a method brings much more into the picture than merely confirming attention: it delves into second-by-second emotional engagement, capturing the highs and lows of emotional responses and identifying specific emotions over time. This detailed analysis offers valuable insights into how tested stimuli can be adjusted to evoke intended emotional states. In essence, facial coding and retention measurement assess two distinct qualities of stimuli and should be regarded as distinct yet complementary tools for understanding audience response.

    17. What is the ultimate benefit of utilizing facial coding? 

    Besides being both the least intrusive and the most scalable method, facial coding serves as a window to honest feedback on emotional engagement, thus allowing creative teams to answer the following questions: 

    1. Does the creative resonate with the target audience on an emotional level? 
    1. Is the content creating the intended emotional state? 
    1. Which are the most engaging parts of the stimulus? 
    1. Where are the emotional peaks? 
    1. Based on 1-4, what are the learnings, and how can they be leveraged to design narratives that bring brands closer to their audience? 

     

    Curious to know more about Facial Coding and Social Media testing, read more here.

      Key learnings from Lunar New Year pack designs that drive purchase  

      Posted on by sandra

      by Xinyu Tok, Senior Insights Manager at EyeSee

      Growing up celebrating the Lunar New Year, I treasure memories of getting new clothes, cousin playdates, red packets, and indulging in festive snacks, sweets, and drinks. Our home was adorned and filled with an array of treats in red containers (both sweet and salty), along with a colorful lineup of soft drinks for guests. Just reminiscing about these moments fills me with joy.  

      However, having been in the market research industry for more than five years, seeing the display of festive treats in stores and homes this Lunar New Year got me thinking about their pack designs and how they influence me as a consumer. In EyeSee, we always ask three main questions about the product we are testing.

      Will the consumer: a) see it, b) like it, and c) buy it?

      So, I wondered how special occasions such as the celebration of the Lunar New Year impact consumer behavior. When a brand invests in a special edition package, will it indeed be: seen, liked, and bought? 

      Being visually salient and distinctive is a real challenge 

        Not only that, consumers see it as a sea of festive red Lunar New Year treats, be they on the shelves, product listing pages, or shopping catalogs. While being in line with the festive color, products have the difficult challenge of capturing attention and attracting consideration. Personally, the shelves for Lunar New Year festive treats tend to be a blur in my visual background as I go about my shopping tasks.

      A recent exception is when I came across a Hello Kitty branded festive snack that is certainly distinct from others. Despite taking a double look, I placed it back on the shelf, as the Hello Kitty brand was not enough to convince me to purchase it.  

      Attracting attention is only the first step in making a purchase; the product pack or display must also be convincing enough in its offer, pricing, and claims to convert into a sale.

      Successful special edition products that ended in homes 

      Of course, there is no simple answer to the question above. How to stand out on the shelf when occasion dictates similar design package rules. However, in context, virtual shopping testing for highly predictive insights is always the first thing I recommend. But what we can do right now is analyze several products that actually stood out and were bought by me or my family members.  

      Minimalism that highlights traditional quality  

      While visiting my relatives, I noticed that many of their Lunar New Year festive treats are from the Ding Bakery brand. Yet, as you see below, the brand adopts simple packaging without outstanding elements.  

      What could be driving their purchase? 

      Going onto their product pages provided some clues. Take its pineapple tarts, for instance. Cues signaling their great taste had the effect of activating my craving for them! A close-up of the artfully displayed pineapple tarts, one half-bitten and the other held, provides powerful visual cues as well. The display of eggs signals the use of natural ingredients and is an indicator of quality. Flour, which is also lightly spilled, supports its freshly baked, delicious promise. Multiple credentials further back its claim of an award-winning taste.

      Connect emotionally with cultural elements but stay unique  

      When I gifted love letter snacks recently, I chose one from the Ming Ang brand with a beautiful tin design that emphasized its traditional handmade Nyonya recipe. Its latest Lunar New Year design features delicate colors and floral patterns that convey its Nyonya heritage. While the light peach, purple, or blue color palette may seem atypical of the Lunar New Year, the rich maroon packaging sleeve with gold embossing visually anchors the products with the festival – supporting alignment with cultural expectations.

      Even non-traditional sweets can be dressed for the occasion

      At EyeSee, we have tested Lunar New Year packs, and it showed that festive and culturally relevant designs stand out more in attracting purchases. Lunar New Year-associated elements in the form of colors, motifs, icons, and zodiac signs anchor products with positive festive emotions.

      It can seem like a tricky thing to achieve when snacks fall outside of the typically traditional type of treat. However, those brands can also integrate such cultural elements for greater relevance during the Lunar New Year celebration. One of my favorite examples is KitKat’s Lunar New Year tin. Its fiery dragon, alongside a well-appointed seal, conveys blessings of success in the new Year of the Dragon. On top of that, the wafers’ golden bar appearance is a relevant signifier of prosperity. And, what is a better occasion for customers to try KitKat with the flavor of orange than this? 

      In conclusion  

      As a festival rich in culture and tradition, Lunar New Year offers brands a wide arena to incorporate psychology and cultural understanding into interesting, meaningful pack designs. Visual salience and distinctiveness, activating the senses, and incorporating cultural elements are some examples of strategic approaches in line with the intricate nuances of our behavior during this festive season.  

      For more ideas on how your everyday or festive pack designs can stand out to drive sales, explore our blog, or podcast, or simply reach out to any of us.

      Wishing all a very blessed and prosperous Year of the Dragon! 

      Interested in reading more? Read about in-store display designs in the article Road to growth: Understanding travel retail consumer behavior.

        Navigating the AI Revolution: Insights as the Lighthouse industry of the Global Economy 

        Posted on by sandra

        by Joris De Bruyne, CEO at EyeSee

        This year’s Davos World Economic Forum was the first time the Market Research (MR) industry has been granted a seat at this high table. 

        In this article, I will provide you with the key takeaways from my visit to the Insights Lighthouse program, but more importantly, I will try to map the position of our beloved nerdy MR Industry and data-based Insights as essential tools for understanding and shaping the economy of tomorrow that will be greatly influenced, and already is, by … AI. 

        Davos: the meeting point of extraordinary power  

        Although Davos appears to be a distant and inaccessible world, my impression was that connecting and reconnecting was one of the core values of the “Rebuilding Trust” theme this year. This is supported by the fact that almost all major sessions were live-streamed.  For me, introducing and building connections and relationships started even on the train to Davos, where, after meeting delegates from Sri Lanka, France, … among others, I met with my esteemed colleague Joaquim Bretcha, ESOMAR’s General Director, with whom I would share the panel stage later that day. 

        Upon arrival, like two kids in a candy shop full of amazement, Joaquin and I explored the main promenade. While the main forum happens in a “gated castle”, we spotted excitedly along the promenade various pavilions including national / local governments like Digital Saudi, India’s Tamil Nadu and Karnataka, Emirates, …  but also major tech firms like Amazon, Google, Salesforce, Palantir, … and academic (MIT, NUS, ETH, …) hosted exhibition pavilions on AI like AI House, Builder AI, and many more. So, even Davos’ landscape sent a clear message: high hopes for the transformation of the economy into a more resilient economy of the future will happen through the techy pathways and neural networks of AI.

        So, one may ask the reasonable question – what is the market and consumer behavior research role in all of this? The mission of MR in general is to always be a “Lighthouse” and navigation tool for businesses that aim for sustainable growth. There are many paths business decision makers can take when fixing the challenges coming in the way of that growth. That is why companies like EyeSee offer insights-based solutions and help understand consumers’ behaviors and true needs. We are here to give the business recommendation based on a deeper and more unbiased understanding of the main business drivers – human needs and desires.       If we take this as a framework for thinking about the economy and the global need for finding ways of integrating AI into businesses, both internally and externally, we can see how the connections between AI, MR, and improving business for a more stable economy are being formed.    

        The Insights Lighthouse illuminating takeaways: Humanizing AI

        Thanks to initiative and entrepreneurship of “LinkedIn Insights Top Voice”Dr. Liubov Ruchinskaya (Electrolux & ESOMAR), a group of likeminded and passionate Insights professionals gathered around the “Insights Lighthouse” event.

        The Insights Lighthouse, Business Growth Catalysts consisted of three panels, all centered around the topic of AI in the service of business growth:   

        The first session, “Pioneering Business Growth in Today’s AI-driven Economy” delved deeper into the realization that being data-driven alone is not sufficient and that insights play a crucial role in decision-making. Speakers acknowledged the role of AI in making decisions faster but recognized its limitations, especially in providing the “why” behind decisions. Lastly, they sent a message of encouragement to Insights professionals to be bold, proactive, and comfortable with being uncomfortable since it is their role to challenge the old patterns to bring growth forward.

        The second panel, “Unleashing Cutting-Edge Innovation and Insights for Corporate Success,” also emphasized importance of creating a culture of innovation through risk-taking, education, diversity, and idea-sharing while reminding us, through examples in FMCG, Pharma and MR Industries, that multidisciplinary teams including different functions and external partners are important for learning and innovation. A sentiment that stood out and resonated with me, by Olga Komleva (Colgate Palmolive) “To spearhead the culture of innovation, leaders need to:Unlearn. Reskill. Transform. Re-Invent.” 

        And finally, our session “WORKWISE AI: Exploring AI Transformative Power, Risks & Opportunities to Impact the Future of Work” shed light on the impact of AI on internal management, with speakers talking openly about how they use AI to improve their work efficiency and the points where AI simply cannot overtake human input. This deeper understanding of the topic came from the fact that, like EyeSee, most of the companies represented by speakers already leveraged technology in their production processes, so AI is not that unfamiliar ground to begin with.

        That is why I agreed with Joaquim’s call for caution against perceiving AI as a god-like entity, which also stressed the importance of human input and creativity. I pointed out the accessibility and ease of use of AI tools, especially for day-to-day operations, by giving an example from EyeSee.  

        Augmented roles can free up time for creative human lead analysis, which allows to focus on storyline, conclusions & recommendations for the client. If we remember, according to Oxford University, humans are still outperforming AI in terms of understanding the context, adding emotion to that, and just being grounded in common sense.    

        However, AI should not compromise data quality or accuracy, and we must be aware of AI bias and the need for transparency, ownership, and ethical considerations.   

        The main takeaways and recommendations from this session, as I see them, are the following:   

        • Embrace new tools, build bespoke models and foster a culture of experimentation. 
        • AI is a tool, not a replacement for judgment. Focus on hiring individuals with good judgment. 
        • Insights professionals have a huge opportunity to leverage their understanding of behaviors and train algorithms effectively. 
        • Companies must be aware of the need to adopt AI or risk falling behind. 
        • Insights professionals can shine in combating the fake reality created by AI by ensuring the quality of data. 

        But for me, as the CEO of a scaleup that studies human behavior, I would like to stress that it is not only a chance but also the responsibility of ours and other behavioral market research agencies to use this understanding to train algorithms for AI to serve people and not the other way around.  

        Speaking of humanness  

        But now, after we’ve dived so deep into the topic of AI, insights, and business growth, let us catch a breath and go back to a wider perspective. The panel ended with a Q&A of Pranjal Sharma on his best-selling book, “The Next New: Navigating the 5th Industrial Revolution,” giving us a broader perspective and once again pointing out the danger of biases that can result in rising inequality among people. First of all, we shall be aware that biases occur, that’s step nr1! Also, 2024 sounds exciting to him as he predicts that Mobile AI will be the “new thing.” Last but not least, he reassured us that MR is an “influential industry” which allows us to connect with consumers and generates the key input for corporations to work on their social impact. We have our role to play! 

        That is why a visit to the Advancing Equality Together Center was precious. We were hosted by wonderful Kim Flanery-Rye – Founder, Principal DEI and Culture Practitioner at INCLUSION EQUALS and over a drink at the terrace we debated further and were reminded once again that a good leader sets the example by being: Empathetic, Compassionate, Kind & Paves the way. 

        And, as the cherry on top, thanks to Jean de Gheldere, we were able to join the evening session at the Belgium house which hosted a speech of Prime Minister Alexander De Croo and an interesting conversation between John Blood (AB Inbev) & Adrian Cooper (Oxford Economics) on the Economic contribution of the Beer industry.

        Always good to reconnect with my homeland and be reminded that Belgium is where EyeSee’s story began, and it is now expanding globally, with Davos as one of its futures regularly visited destinations along the way!   

        Interested in reading more about Eye See? Here is an article about our 11-year-old evolution and what we learned from it.

          11 years of growth, 3 lessons for the MR industry  

          Posted on by sandra

          by Joris De Bruyne, CEO at EyeSee

          November is a special time of year; we summarize our insights and consumer behavior trends, workshop plans, and vision boards for the year to come to pin down the increasingly unpredictable (business) future. My mind inevitably goes back to the first ever bucket list EyeSee made in 2012 even before I joined Olivier and the initial team. The team that won me over with their big idea, passion, and dedication they already put into setting the foundation of what we see today. There was only one item on their agenda; launch a platform that would map the eye gaze using webcam and therefore exclude the need for central location testing.   

          Although our young core team knew what the goal was, we were yet to understand many things about how the market operates or where we could play our best hand. To say that our initial business strategy needed fine-tuning would be very generous. Thanks to key forward-thinking clients such as Lidl and Smurfit Kappa, we understood that we needed to bridge the technology and insights gap with an integrated offer. 

          11 years, 150+ team members, 7 global hubs and countless insights projects for leading clients in our key major industries, I find myself at the helm of the organization. The paradox is that I have way more unanswered questions now than I had in 2012, I’m empowered by the knowledge we’ve picked up as a team along the way. Our strategy is clear and still follows our initial compass of combining scalable behavioral methods.   

          Reflecting on our path to sustainable growth, here are three crucial lessons. May these insights inspire and ground your journey to expansion!  

          Big idea? Innovation is a marathon, not a sprint. 

          In 2012, Olivier Tilleuil (EyeSee’s founder) reflected on different consumer research approaches and noted two things.   

          Firstly, most shopping decisions are made in a split second and subconsciously; however, the go-to framework for researching these decisions were explicit methods. In most cases, respondents are not able to verbalize feelings or reasons behind their decisions, so it’s no surprise that surveys ended up being effective in predicting consumer behavior 6 out of 10 times; a little better than rolling the dice.   

          Secondly, methods measuring behavior such as eye tracking (mapping the eye gaze) or facial coding (mapping emotions) gave higher predictivity but were cumbersome and commercially inaccessible.   

          Developing online Eye Tracking was our first major win which solved the challenges Olivier keenly observed. Very quickly after, while working with our first clients, we were pushed to go beyond eye tracking – facial coding, interactive shelves, and many more methods were launched to meet the research needs of those determined to stay on top of the market. 

          Innovation doesn’t stop with the big idea; rather, it is more like an initial bang that will start the chain reaction of transformation and innovation. If it doesn’t provide that “big bang” one may ask, was it a real big idea in the first place? 

          Trust your instincts in picking partners  

          After our big idea and initial growth and development that led us to travel overseas and open an office in New York, our desire to improve remained strong. However, sometimes, especially when growth is rapid, companies require the assistance of true allies and visionaries. Someone who sees all the possibilities while keeping a bigger picture in mind.  

          In our case, that kind of validation, support, and knowledge came from the main investors, ING Corporate Investments, and Smartfin , who acted as our strategic financial partners.

          The capital raised was resourcefully invested into building an R&D team, expanding our commercial and operations teams, revamping our organizational structure based on multidisciplinary client pods with agile support teams and opening new markets.  We ended up operating on four continents and providing insights in50+ markets, thanks to our openness and the vision and faith our clients placed in us. We expanded and opened new offices in Mexico and Singapore, all while dealing with a global pandemic. Such results wouldn’t be possible if we were in it alone.  

          The partnership was grounded on these solid pillars; trust, and a curiosity for developing new tech that would enable us to take the unbeaten path. 

          When in doubt, always set your course forward 

          While looking back is grounding, a more important question is – what’s next? If priorities need to be set – what serves the future, as opposed to what we are doing now?   For EyeSee in particular, we plan to continue leading the social media insights game. Our massive collaboration with TikTok in 2023 resulted in the largest behavioral study done on the platform; by testing 60 ads by 20 brands across categories, we were able to discern creative guidelines. 

          Cultivating technology is part of our company’s DNA so, for example, it is not surprising that we have released deep learning instead of a machine learning based algorithm for our Eye Tracking methods. Obviously, we are taking that forward across platforms to Mobile. We are also developing a Client Collaboration platform so that our operational efforts can progress smoothly and make insights for our clients more easily accessible with as little friction as possible.  

          All these priorities are directly inspired by our clients’ needs. Client-centricity is not only healthy but a key ingredient of success. Stop, listen, collaborate and iterate; it will make you ten-fold better. So, in the future, I see an amazing team of multidisciplinary talented individuals sharing curiosity and eagerness that we are today, to keep making a difference in the exciting market research space of tomorrow.  

          Interested in diving deeper into consumer behavior knowledge, tune in and follow our podcast you can acquire here.

            Brand growth strategies are too fragile without this step 

            Posted on by Ammar Zafar

            Like people, no brand is an island that exists apart from its context. Especially if the product is dominantly distributed through retail systems. Retail systems are like a whole different planet, and categories are like different parts of that world, each with “their own culture”.  

            However, considering the category is not just about gaining a much-needed understanding of the context; it is also about untapped growth potential and potentially missed opportunities. Not only that, but how can a brand be relevant if it does not follow the trends of its own category unless its mission is to be disruptive and deliberately goes against them?

            What is a category growth strategy? 

            Oksana Sobol, Insights Lead at Clorox Company, said in Deep Dive episode six, “Why context is king for category leadership,” that a business planning process might undergo change where it starts with a vision for a category rather than a brand.  

            She pointed out that there are several key questions that must be addressed.  

            • What are brand hypotheses for how the entire category will grow? 
            • How will the category evolve?  
            • What challenges and opportunities will those hypotheses need to solve?  

            She then added that a mindset shift is neither enough, nor achievable without a mechanism.  

            “This is where concrete changes have to be made to mechanisms like the business planning process, the way we interact with our retail partners, and, critically, the way the Insights team supports this approach.”

            In researcher terms, it means testing everything you can (pack design, displays, NPDs) in context, in a real environment. However, for tasting to be fast, “real environments”, are usually virtual environments – which have a striking 0.9 correlation with offline shopping, so they are scalable and definitely more affordable. Going beyond pack, display, and planogram testing, it is the most critical for context understanding to add behavioral Decision Tree studies, which tell us how people make decisions within the entire category and the importance and hierarchy of decisions. When we use Decision Tree studies, we are not only knowledgeable of the role that every product in a category has but also of the role of every product within one brand’s portfolio.       

            The benefits of a category growth strategy 

            As mentioned in previous article about brand blocking, it is all about finding a way to get that ‘triple win’ we all strive for and tactics that benefit: 

            • the consumer 
            • your brand 
            • and the total category 

            Once that is achieved, the benefits are easy to see. First and foremost, there is a satisfied consumer since you can always foresee how their needs are changing, and, therefore, how the category’s offering needs to change to ensure it remains relevant and continues to recruit new shoppers on new occasions.  

            Second, if the point of purchase is improved by creating a simple, intuitive, but engaging place to shop that cut through autopilot shopping and drives interest and category reassessment, as mentioned in the brand blocking article, everyone is once again satisfied. Brands are seen, purchases are made, and customers have a better shopping experience.  

            Third, is there anything better than having a clearly aligned pathway to growth where all sides are satisfied even before embarking on that journey? It means fewer misunderstandings and detours from the final destination, which is success.  

            Conclusion  

            When considering the category growth mindset, it may appear that it will impose not only more work for the teams, but also more complex problems that require truly creative solutions. However, when all of the benefits are considered, and once that category and brand growth are aligned, the risk that something could have a negative impact on ROI is much lower. All of those extra miles that should be walked will be those that you will not have to take in the future when time is not on your side.

            Interested in category management? Check out our Deep Dive podcast episode with the Clorox Company Insights Lead.

              One team, ten perspectives in 2023

              Posted on by Dina

              2023 is around the corner and the pressure is tangible: so, how do you best adjust for the recession? While predicting the future is never an easy task, we’re firm believers that there’s no better way to brace yourself than to turn to behavioral know-how. Some of our top experts across departments and regions gathered to share:

              • Insights, trends, and opportunities in shifting consumer behavior
              • How to prioritize initiatives and what to avoid as a competitive brand 
              • Ways the MR industry is adapting to be more predictive and meet the needs of clients

              We hope these perspectives serve as an inspiration to think beyond obvious challenges.

              1. Drive actions with insight, not fear

              During a crisis, when trends form and change much faster than usual, it is even more critical to both measure and launch new products that fit the needs of the consumer. With a steeper trend growth, it is essential to try harder to understand the current trends as the client’s needs are also developing faster. This means that the delta between the client’s requirement and the product offering is becoming even more significant – thus, the chance of switching brands grows higher if these needs are not fulfilled. Highly volatile environments (such as the recession) have much steeper trend curves – when that is taking place, it is imperative to monitor them with more research rather than stepping back until things settle.

              2. Get to know the new kid on the block: 2023 Consumer

              All the new pressures of this crisis have led to similar challenges brands had to make two years ago – shortages, supply chain issues, and, consequently, prioritization of product distribution. Due to this, brands had to make complex decisions in terms of trimming their portfolio, reducing pack sizes and counts, or shifting pricing at the same time. Relying on past data is simply not an option now when pricing sensitivity is fluctuating and consumer confidence is unstable. Although previous experiences with different recession periods showed us the various consumer reactions across categories – it is brands’ reactions and choices that are also changing the market landscape.

              3. Avert switching through quality and exclusivity

              Even when high inflationary pressures do not affect the everyday life of consumers, the biggest challenge brands must deal with is remaining competitive – especially with the growing penetration of private label brands. With the appealing prices combined with the on-par quality of shopper-favorite products, private label packs have been making their way into consumer carts more and more over the last years.

              4. Consumers seek to treat themselves under pressure

              But, do consumers recognize your product as indulging? Your pack and claims need to be tested on their shelf performance as 9 out of 10 packs are ineffective and don’t produce sales impact.

              5. Blur the lines between online and brick-to-mortar

              As gas prices reach record highs, so do the concerns about the cost of daily lives. The complex global environment is bound to have major effects on established shopping practices and the functions of touchpoints.

              6. Tune your omnichannel voice 

              A smooth and seamless experience across touchpoints is now fully expected by consumers. Their standards are changing – and brands must keep in mind the hyper-sensitivity of their customers. Research shows that brand loyalties are the first to go as we adjust to the mounting pressures of the global recession.

              7. Ride the wave of cashless payment and delivery alternatives

              Driving value and meaningful connections across the Customer Experience is the top priority for many brands going into every new year – but what to expect in 2023? The key challenge will be finding just the right balance between the overall (and optimized) consumer journey and areas where you should step up on personalization to really bring that added value home. The truth is that the perception of what is valuable goes beyond price and is massively influenced by context; therefore, rethink and treat all in-store touchpoints as an opportunity.

              8. Use videos… responsibly  

              Further, a clear-cut way to gain these learnings is by testing the video content in the right environment – be it YouTube, Meta, TikTok or any other platform.

              Tools such as simulated social media feeds allow complete control over the testing environment and allow you to get more in-depth data on both engagement and brand impact. 

              9. Rethink research processes and data collection

              The MR industry has massively transformed over the last 10-20 years in a way that alternatives are available at every turn – our team, for example, always finds ways to mix and match new methods and frameworks to meet the research questions and challenges.

              10. Team up in crisis

              The journey of successful co-branding begins with understanding the intersection of consumers and their behaviors. Pre-testing your advertising materials (online videos, TVC, social media posts, etc.) and packs can give you crucial insight into how consumers will see, react, evaluate, and if they would ultimately be inspired to purchase your co-branded product.

              A mixed-method approach, where behavioral methods of eye tracking, facial coding and virtual shopping are combined with surveys, can measure such preferences with as much as an 80% correlation with actual shopping behavior.

              Interested in more resources to help you navigate 2023? We’ve got you! Check out this selection of 10 recent behavioral studies.

                One approach: Ten studies that pushed the boundaries of consumer research

                Posted on by EyeSee Research

                EyeSee is turning 10 this year! To celebrate this decade of insights, innovation, and studies that pushed us forward – we have collected and hand-picked our most memorable studies and learnings over the years. From projects with clients like Twitter and Smurfit Kappa to self-funded studies tackling topics we knew were worth exploring – strap in for an insightful journey ahead as we look back at the 10 behavioral projects that helped us grow, expand our knowledge and tech and ultimately transform the approach to traditional consumer research:

                1. Getting sustainable products just right

                86% of consumers want to go more eco-friendly – so what’s stopping them? In this study, we set out to understand how brands could support their consumers by developing powerful communication and product claims and identifying categories that lack ‘greener’ alternatives – with quite a complex behavioral framework. The comprehensive undertaking included an in-depth look into who the green buyers are, which claims are most appropriate for use on product packs, and what makes an impactful kind of social media posts work best to inspire eco behavior and more!

                2. The price of consumer confidence under inflationary pressures

                With the transforming global and economic climate came shaken consumer confidence – and the high price points on the store shelves are palpable to both shoppers and marketers. The previous experiences with recession periods showcased that shoppers react differently across categories and markets making it clear that it is vital to feeling the consumer pulse in the changing setting. So to help brands operate in it, we turned towards understanding the current shopper behavior and assessing the best strategies to cope with ongoing inflation for both CPG and retailers – like, when do consumers opt to stay loyal to the brand and when do they switch to the alternatives?

                3. A tree is best known by its consumer decisions

                Do you know how shoppers decide which product ends up in their cart? We wanted to know too! So to do that, a behavioral component was added to well-known research tools: decision trees. This led to a complex meta-analysis on over 35000 respondents from dozens of projects across FMCG industries – which also included a comparison of survey results and virtual shopping data to determine just how unreliable surveys can be in mapping out consumer decision-making. Learn just how different behavioral decision trees are different to standard studies, what it takes to extract the biggest ROI from decision tree research and who benefits the most from these studies – and why trusting what consumers say is much more dangerous than you might think!

                4. Hitting the mark on socially conscious advertising

                Great social media content has the power to trigger a reaction in under 2.8 seconds and significantly impact brand perception. Yet when it comes to socially conscious advertising – getting the right tone and message can be a hit or, more often than not, a miss. So, our best researchers turned to behavioral insights to uncover just how crisis messaging should be done and how it affects brand equity. Check out the results of one of the most extensive mobile behavioral studies that was conducted on 1800 respondents in a simulated Instagram environment and learn how to nail your brand’s communication while tackling highly important social topics.

                5. Driving sales with in-store display optimization practices

                Just how powerful are point-of-sales displays in the store? Well, they can boost sales by as much as 20% when done right. We joined forces with Smurfit Kappa to pinpoint what drives in-store visibility, attention, likability and share of shoppers – by testing more than 400 POS materials on +60,000 shoppers across 15 countries worldwide. As it turns out, the best-performing display is 4 times more visible and could increase purchases 7 times more efficiently than the worst-performing ones. So, if you are developing in-store material that needs catch the attention in a crowded supermarket – these best practices are for you!

                6. The secret behavioral sauce of successful innovation

                Every brand knows the staggering statistic that over 90% of new products and innovations fail when launched – but the pressure to continue the development never ceases. To empower brands in their innovation endeavors, our team of researchers sought to showcase what a Market share estimation study looks like. What the study on introducing and measuring the success of a new product aimed to do was verify how the behavioral NPD solution fares against real-life sales data. If you have new products in your pipeline, this study is a must-read as it covers:

                • How to leverage the latest behavioral tech to ensure a successful new product launch
                • The new product opportunities to tap into in both brick and mortar and across digital platforms
                • All the crucial steps brands should take when going into innovation development

                7. From in-context testing to winning social media ads

                As news around Meta, TikTok and now Twitter continues to take the headlines by storm, the already tumultuous space of social media, where users scroll at a speed of 1-3 posts per second, has raised new concerns for advertisers and marketers. But, some social media best practices are evergreen. And so we have compiled a data-driven guide for making sure your ads are worth the investment and more importantly, captivating for the viewers. Since there are so many different things to have in mind when starting to test your social media ads, we have also included the most impactful things you should focus on from the start and which ones you can include if your budget allows it!

                8. The precious 6-second ads w/ Twitter

                Social media feeds are one of the hardest clutters for brands to break through – especially with the ever-growing percentage of mobile users. With this challenge in mind, we teamed up with Twitter to determine the optimal ad-viewing length by replicating Twitter feeds and studying user behavior in a controlled environment with reliable behavioral methods. The learnings were game-changing and led to Twitter introducing the 6-second biddable video ads on their platform! The study uncovered that these short-form and branded videos, with the sound turned off, have a much stronger ad recall on mobile than traditional TV commercials we are used to seeing – revolutionizing the way advertisers approach social media ads.

                9. Wrap it up with some holiday insights

                How will inflation impact this holiday season? Regardless of the current sentiment, many are expecting growth in sales numbers. And from festive advertising to online and store touchpoints, there are plenty of opportunities to get shoppers into the holiday purchasing spirit! We compiled our best behavioral learnings (did you know that using logos in festive ads boasts a 133% higher brand recall?) from multiple advertising, shopper and digital studies with a goal to help prepare your strategies for 2023 – cause we know that omnichannel optimization and a seamless cross-channel experience is something that is vital for success with shoppers all year round!

                10. Twitter’s look into the powerful role of gender in sports ads

                How does gender portrayal in (sports) ads impact the performance of the creative? To uncover what it means for brands to tap into uncharted territories with their advertising, we once again joined forces Twitter and explored the impact of gender representation in sports ads – and found some unexpected results, such as:

                • Women are taking the lead – both traditional and non-traditional gender roles in ads outperform their male counterparts
                • Ads with male athletes just don’t do the trick anymore! They’re less credible and empowering – men are looking for more relatable role models
                • Cultural relevance is crucial to a consumer’s purchase decision and correlates with performance on brand effect metrics


                  Forecasting innovation success: The power of NPD market share projection

                  Posted on by EyeSee Research

                  The pressure of launching an NPD is something every company eventually faces – and with massive investments in new product development, many brands might forgo the NPD efforts, especially during economic pressures. But uncertain times have proven to be the mother of innovation, and now is the time to think about pushing out new products and tapping into the changing consumer needs.

                  Check out Marija Djordjevic (Product Director) and Milica Kovac (Product Manager) on this latest NPD Market Share Projection framework designed to estimate the in-market success of newly developed products by leveraging virtual environments:

                  What is the crucial first step in NPD testing?

                  One of the most important steps in every research study is Screening. Recruiting the right target audience is critical – especially for a new product launch strategy. That’s why necessary steps to pinpoint the right target audience for each study and do so diligently.

                  Nowadays, most automated research platforms on the market only allow researchers to pick category shoppers, at best. Driven by this, we ensured our solution is highly customizable and tailored to each study – by adding more granular subcategory criteria, including usage frequency, understanding brand awareness and openness to purchasing the new product, and even filtering the geolocation in some cases. With every added testing criteria, the potential risk of a new launch gets smaller.

                  On top of this, with the remote research approach, we can conduct studies in over 40 countries across the globe via respondents’ mobile or desktop devices – enabling our clients to tap into any market.

                  How does this solution ensure in-store and digital innovation success?

                  As the world of e-commerce continues to take the world by storm, more and more brands have been on a mission to establish their online presence. So, it goes without saying that nowadays, most new products end up on both the in-store and digital shelves. But what works in digital might not have the same impact in B&M, and vice versa.

                  And this is where the contextual research of our NPD solution comes into play. Given that our tests are conducted remotely and on respondents’ devices to enable the findings’ scalability, developing highly realistic yet virtual shopping environments was essential. So, when it comes to new product launches in stores, we are able to recreate any store or retail environment with high accuracy, allowing shoppers to buy products as they normally would. With eye tracking, we can also measure respondents’ eye gazes to understand what they are or are not looking at and if they are noticing the new product on the shelf.

                  The same goes for e-commerce – we can develop websites or webpage mock-ups such as Amazon, Target, Kroger – and let respondents shop and explore as they do in real life while we collect data about their shopping behavior.

                  Having the ability and agility to put them in such a context that feels familiar and authentic and do so remotely for any market is undoubtedly the key player in estimating the success of any new product launch strategy.

                  Why is a sequential monadic approach king in innovation testing?

                  In order to really capture the switching behavior and potential cannibalization effects, EyeSee’s NPD solution rests on the premise of having the same people make two shopping purchases, one in a competitive environment before the new product introduction and then another one with a new product launched and implemented on the shelves or webpages.

                  Of course, there can be certain bottlenecks with this approach, which is why it was crucial to develop tactics that overcome the potential downsides of sequential design – such as putting a cognitive load on people’s working memory with different memory tasks between purchases, exposing them to marketing materials, catalogs or newsletters with the NPD incorporated, etc.

                  What does an NPD study entail and uncover?

                  To help you paint the picture of what a Market share estimation study for brick and mortar looks like, we have conducted an NPD study that aimed to verify the EyeSee NPD solution against real-life sales data. Just like any NPD, the tested product had a specific proposition: it came from a beloved and trusted brand that’s a category leader but aimed to enter a completely new space – the breakfast category. With its type of packaging and position on the shelf, this product represented an alternative to instant oatmeal breakfasts.

                  Just a few months before our study, the new product hit the shelves on the local market, allowing us to longitudinally follow the development of its sales on the one hand and conduct the study among consumers unaware of its existence on the other. This, in turn, provided the insights that confirmed our NPD solution based on virtual shelves, gives a reliable estimate of real NPD sales in the first year of launch.

                  Additionally, the switching analysis on SKU level uncovered that not only oatmeals but some less expected breakfast categories also represent a relevant competition to this NPD. Consumers don’t switch within the same product category and same packaging type, but within the same flavor, same price range and consumption purpose.

                  Interested in maximizing your new product development success? Reach out to us!

                      Fresh perspective at EyeSee: Behavioral research as the key player in a crisis

                      Posted on by EyeSee Research

                      What are some of the innovative ways brands have been supporting consumers during difficult times like economic crises? Which markets and sectors have been benefiting from behavioral research and which ones are still missing out on it? How is tech changing the future of MR and is it really the key to successful innovation – both for brands and research suppliers? To answer these burning questions, we sat down with our new yet seasoned experts, Jason Bradbury (Senior Director of Client Service, EyeSee) and Vinay Rao (Director, Business Development APAC) and picked their brains on the current (and future) market research landscape. With their vast expertise covering the US, and the APAC markets, respectfully, we wanted to dive deep into the differences and opportunities each one has.

                      Yes, brands are doing a lot to support consumers – but you can do more

                      When talking about the different ways companies and brands have been helping their consumers under these inflationary pressures, Vinay stated that there had been innovative examples of leading brands in the APAC region, such as Lazada, who are paving the way in supporting consumers. Even tech giants like Apple are coming up with ways to ease this transitionary period for their users by introducing various payment plans. However, in Vinay’s opinion more opportunities for retailers lie in teaming up with e-commerce platforms to identify spaces where they can truly align and tap into the consumers’ current needs to drive growth.

                      As Jason explained, historically, brands that have been active in promoting social change, community and tackling global issues were able to build more solid connections with their consumers – which in turn, reassured shoppers of their brand choices and provided them with new reasons to continue to support them despite potential changes like price increases. Furthermore, he noted, the state of the current economy presents a moment of “reappraisal” where shoppers reconsider how and where to spend their money. For many brands, this disruptive moment might push more shoppers towards Private Labels due to the lower price points – which only emphasizes the need for leading brands to create added value for their products even more. That’s where innovating comes in – either as introducing new products to market or going beyond the product and connecting with shoppers over bigger issues that create a sense of collaboration and partnership.

                      Luxury and digital are actually lagging behind FMCG

                      Both Vinay and Jason agreed that behavioral MR has had an undoubtable impact on the FMCG industry – with the virtual shopping environments empowering brands to accurately measure key performance indicators of product visibility, navigation, emotional connection, and sales potential with a remote and scalable approach. For Jason, the manner in which the shopper engages in mainstream FMCG products – either physically in store or in digital marketplaces is generally consistent across retailers and relatively easy to produce – thus making measuring consumer behavior in these areas reliable.

                      On the other hand, and maybe paradoxical, one domain Vinay believes is missing out on the fruits of behavioral research is, in fact, e-commerce. His perspective is that tech such as eye tracking and click tracking uncovering how users interact with e-comm platforms – and, more importantly, how they make purchase decisions can go a long way for many e-tailers.

                      A few more areas that Jason acknowledges could benefit from behavioral, contextual research: products that have longer purchase cycles – such as, home fixtures, furniture, automotive, etc., and luxury or high-end consumer goods. But as research technology continues to transform and these categories become easier to engage with, more opportunities will arise for behavioral-driven insights to guide marketing decision-making.   

                      The true way to democratize MR is driven to embrace novel tech

                      From Vinay’s perspective, tech is transforming research in 2 major ways – firstly, the visualization of the shopping experience and that realism that brands typically try to achieve through surveys. With the simulated retail stores, websites and social media feeds, brands can obtain a more predictive response by putting consumers in environments that feel real to them. Another way tech is elevating research is its accessibility – it is faster and more cost-effective. Even reporting has evolved, through dashboards and various platforms, allowing a more nuanced look into the consumer insights.

                      The strength of consumer insights that are derived from these immersive testing environments is something Jason finds the most exciting. The more realistic stimuli presentation and truer system-1 focused performance assessments, he notes, are ultimately narrowing the divide between traditional question-and-answer research and that which can be captured from observing actual real-life consumer behavior.

                      You must rethink innovation and everything it encompasses

                      As Jason stated, innovation must be based on creating benefits and added value for the end-user – both for brands and research suppliers. While brands must focus on enriching the consumer experience through meaningful product enhancements, features and benefits, suppliers’ mission should be to ensure that their solutions yield in-depth insights on how shoppers engage with brands and products. This will result in improved decision-making power, give enhanced agility to the end-user, and allow research professionals to better support their clients via deeper partnership and delivery of relevant thought leadership.

                      The key to successful innovation, however, in not relying solely on technology – taking a step back and looking at the entire ecosystem of a business and THEN using tech to fill the gaps that were not possible in the past. Companies should allocate some research budgets to explore new and innovative methods and do so consistently until they become a part of the culture and their KPIs. But what is also crucial at the moment and will be in the upcoming months is the resilience of a business both in terms of economic uncertainties and sustainability – so brands must focus their innovation efforts on that as well.

                      Interested in how to stay on top of the recession? Check out our series on the ongoing crisis and the fresh study findings on different pricing strategies!

                      Jason Bradbury is the Senior Director of client service at EyeSee and a highly seasoned research professional of 30 years. He partnered with many Fortune 500 firms on marketing communications and shopper insights engagements.

                      Vinay Rao is New Business Development Director at EyeSee with a broad experience in the Market research industry across four countries in APAC and with various methodologies in shopper, innovation, and brand research.

                        Thanks for your interest!

                        We”ll get back to you promptly