Category: Innovation

Launching Risk-Free NPDs: Best practices from innovation experts

Posted on by EyeSee Research

Many new products are introduced every year, but only 20% of cases succeed. Every brand knows that planning and successfully developing NPDs is a challenge – and experts Stijn Smet (Managing Director, AfCE), Angeliki Maragkou (Global Strategic Insights & Analytics Director, Head of CoE, Bayer), Marija Đorđević (Product Director, EyeSee), Mirna Đurić (Head of Insights, EyeSee) and Milica Kovač (Product Manager, EyeSee) deep-dived into tackling challenges, minimizing the risk on the innovation process and why is testing in pre-launch stage improve chances of success once the product hits the shelves.

Here is what experts with first-hand NPDs experiences have to say:

Bring to life the consumer needs

From the perspective of Global Strategic Insights & Analytics Director and Head of CoE at Bayer, Angeliki Maragkou, the challenge is to distill the true and unmet consumer needs. That is why she is convinced it is important to constantly thrive for cross-functional collaboration throughout the process and bring to life the unmet needs and the whole consumer’s journey – think about the experience early on in the process and understand the job that needs to be done.

At Bayer, in the late stages of innovation, combining methods with multiple approaches minimizes the risk, Angeliki added that it’s not one size fits all, and every element of the innovation should be thought out separately and all of them together. The approach of testing with a mix of combined methods enables the simulation of different scenarios to understand better the whole cycle of development, especially in the pre-launch stages.

Make it or break it innovation

Even with vast experience as an innovation consultant, Managing Director at AfCE, Stijn Smet, agrees that innovation is by default a risky business – some ideas will always end up in a dead-end street. For him, the real challenge is that many organizations either pursue ideas against all the evidence because of the lack of better alternatives, or there are too many potentially good ideas that don’t end up pursued at all.

He then focused on how successful companies do it right – they know how to experiment with innovation more than others and do so in a lean and cost-effective way. Stijn continues to explain that they need to consider how to deal with more simultaneous ideas and come up with internally scalable innovation programs that will enable intrapreneurs to de-risk their idea slightly along the journey, with some training and mentoring.

With NPD, go big or go home

When it comes to challenges in developing and testing NDPs, the Head of Insights at EyeSee, Mirna Đurić, noticed one of the biggest and most challenging things for brands is trying to make a significant impact with incremental change. 

She noted that many companies want to launch the next big product without risk just by playing it safe – developing mostly new line extensions, spreading to new geographies with existing SKUs, or targeting specific SKUs from competitors with similar products. Additionally, innovations have not changed enough, especially in the domain of sustainability – whether it implies innovation in packaging, ingredients, or waste management.

Maximize the leap to minimize the risk

Drawing from years of research in NPD, Product Director at EyeSee, Marija Đorđević, reflected on how market research agencies traditionally rely on large sets of data when testing NPDs – collected from in-home usage tests combined with surveys and household panels. But, as she further explained, this model has several drawbacks – it is a very costly and lengthy process, sometimes not user-friendly for end customers.

From her perspective, there are a few steps researchers can take to effectively test NPDs – First, start the process with highly realistic online representation of brick & mortar environments through virtual shelves to provide an immersive shopping experience and yield better predictions of real-life decisions that measure behavior. Then, ensure to analyze the data with statistical rigor to understand the performance beyond SKU levels – such as category, brand portfolio, switching power, and cannibalization. She added that at EyeSee, modular standardized protocols are used to test and optimize all the different aspects of NPDs such as pricing, packs, claims, and portfolios.

It’s not the question of IF but HOW to test NPDs

With previous experience in insights, the Product Manager at EyeSee, Milica Kovač, believes that in-context testing before the launch significantly increases the chances of success. In her opinion, the logic of pre-launch testing is spreading far beyond the boundaries of FMCG – and the new normal even in IT product management is to prescreen and test before launch. She argued that the real challenge is choosing an efficient and fast methodology to get the right answer and not the wrong assessment with your research – the NPD test should be both an assessment of market potential and risk.

Milica noted that a new approach to testing in the late stages of NPD development uncovers visibility and engagement of the product on the shelf, category growth, sale increase, which elements did not reach consumers yet – and how reformulation of certain elements on the packaging can enhance NPD’s performance in the future.

Key lessons learned from innovation experts:

  • Know that the NPD testing process is not linear – map out all the unmet consumer needs and revisit them frequently
  • Enable your workforce to accelerate innovation development – master lean experimenting for successful NPDs
  • Dare to innovate – make bigger leaps and test along the way – because that’s what opens the door to becoming a true category leader
  • Have a tech-enabled approach to NPDs – use highly realistic virtual testing environments for the most predictive insights
  • Make sure to wisely choose the research partner – opt for solutions that have been validated against real-life sales data

Interested in successfully launching NPDs? Reach out to us at [email protected] 

    [Get recording] Win the Battle for Market Share: Launching Risk-Free NPDs

    Posted on by EyeSee Research

    Have NPD launches in the pipeline? Every brand knows that planning and developing NPDs is a challenge – only 20% of cases end in success. How will the NPD perform once it hits the shelves – and will the current market dynamic be affected? The answer to these (and more) questions lies in behavioral in-context research!

    Request the Quirk’s session recording to find out how behavioral methods help uncover:

    • The actual NPD sales potential as well as its market share estimation
    • The impact on the competition and the sources of volume for the NPD
    • The category benefits & opportunities once the NPD is on the shelf

    Speakers: 

      Experts’ guide to 2022: Innovation, sustainability and collecting the right data

      Posted on by EyeSee Research

      This year has brought new approaches to market research for many global brands, and the shift was felt across all industries – but keeping up with the latest trends is no easy task. To help brands get ready for 2022, we handpicked 5 tips from the top experts from Microsoft, Google, Swiggy, Coca-Cola, and Colgate-Palmolive that tackle the innovation process, sustainability, and approaches to collecting consumers’ data in the next year. Let’s dive in!

      The blog before you is just a sneak-peak into EyeSee’s annual publication filled with 40+ industry insights, top experts’ perspectives and handy advice for the year ahead – and beyond. Stay tuned!

      Tip #1 When in doubt, go behavioral

      When lockdowns and restrictions hindered in-store shopping – collecting consumer data became a challenge on its own. To surpass it, tech powerhouse Google sought new ways to obtain reliable consumer learnings – by adopting a behavioral and remote approach to research. Research Lead Southern Europe at Google, Tiphaine Goisbeault, reflected on how user behavior has evolved and is now more complex than ever – and to stay on top of it, the need for innovation became a crucial component at Google. With this in mind, finding space for innovation at every step – while respecting user privacy and vendors’ safety – means opening new areas of thought, challenging well-known marketing frameworks, or testing new methodologies to improve operational marketing.

      Tip #2 Embrace the small company mindset

      When approaching innovation and product development, Tanja Petrović, The Coca-Cola Company’s Insights Strategy Director, believes there are a few key things small companies are acing – that big brands can learn from. First of all – the agile approach. As Tanja put it, it is something that the big systems could not say was one of their key advantages in the past, but are now heavily learning to apply many agile principles in the way they operate. Secondly, the uncertainty – especially during the pandemic but also beyond, is something small companies are successfully managing on a day-to-day basis.

      Having a super-efficient yet authentic vision and mission with a purpose is another way small innovators are changing the game. Larger companies tend to gravitate towards wide portfolios to cover different business needs, making it challenging to stay focused on the vision and mission. Then there is high engagement internally among the employees and externally, especially with the consumers. Tanja believes smaller brands can especially be proud of the consistent interaction with their consumer – and then basing their business model on that interaction. And finally – alternative channels. Big companies usually tend to go to the mainstream channels to distribute products, while smaller companies are going the other way around and plugging into the alternative channels to build the brand and the product there.

      Tip #3 Start with what’s comfortable, but build on it

      Speaking of innovation – Senior Manager Market Research at Microsoft, Krista Bradley touched upon how many companies lack the courage to take that first step. A lot of times, the challenge in doing innovative research lies in the fact that stakeholders lean towards the rinse and repeat approach to avoid risks. Here’s how Krista always finds the room for innovation – while thinking a couple of steps ahead of what the stakeholder’s needs:

      Tip #4 Tap into the sustainable arena

      As the demand for more sustainable alternatives keeps increasing – so are the opportunities for brands to develop these sought-after products. According to Cherie Leonard (Foresight and Sustainability Insights, NA Division at Colgate-Palmolive), the first step to making sustainable products truly competitive is to understand the job that needs to be done – the product has to fit the consumer’s experience, or they won’t use it even if it’s the most sustainable option.

      Tip #5 Combine different types of data for a full picture

      So, how to approach research in 2022? As technology keeps changing the way of collecting data, many diverse research fields are working together to gather actionable insights. Omnath Killekar, Product and Consumer Insights at Swiggy, reflects on the relationship between insights gained from consumer research and those obtained from passive data. As he explained, these are two types of data: primary research data and the data we have from internal systems (from the funnel conversion, etc.). While both types are vital for researchers, the real magic happens when you understand how to marry the two data sets – to obtain a 360° view of consumer behavior. 

      Interested in more insightful perspectives to help steer your 2022? Make sure you check out some advice from our senior top experts!

        Fresh insights perspectives on 2022: Prepare to innovate

        Posted on by EyeSee Research

        As technology continues to accelerate and streamline traditional approaches to understanding consumers, at the end of 2021, we face a transformed market research landscape.

        The insights world is buzzing with ‘agile research’, ‘AI’, ‘machine learning’, and other expanding offers, so we sat down with some of our new senior team members and seasoned industry experts to tackle one question – which approaches truly help brands uncover what consumers think?

        Here are their takes on what could set your brand apart from the competition and how to prepare for 2022.

        The new reality of user experience is here – optimize for success

        The pandemic has accelerated many trends across all industries – but it has not completely disrupted all our consumer know-how and challenges. EyeSee’s Business development lead in the UK, Dorte Torpe Hansen, reflected on the relationship between online and brick-and-mortar stores.

        She noted that more people were forced to shop online but it has not been an altogether positive experience for many. It is not easy to adjust to online shopping: finding products and brands in the right size or flavour, navigating the check-out, sorting out delivery and so on. For quite a lot of people this is more difficult than going to the shops.

        As optimization of the online user experience is bound to be one of the critical domains to leverage growth also in 2022 for brands across industries, make sure to check out our recent comprehensive guide on conducting online path to purchase research.

        Technology enhances what market research can (already) do for brands

        When speaking about the trends brands could anticipate in the new year, Lonneke de Roo, EyeSee’s Senior Business Development Director, mentioned that the question of sustainability is the one that comes to mind first.

        Drawing from years of research in packaging communication around sustainability, Lonneke noted:

        The need to take action and act greener has never been more apparent – and as EyeSee’s recent study proved, an average consumer expects big brands to step up. Key challenge and opportunity lie in this fact: 27% of shoppers would buy more eco-products if they were from well-known brands.

        So, the question for brands in 2022 is not IF but HOW to innovate and build competitive, sustainable products that win on the shelf. This can only be done by foregoing the surface-level greenwashing approaches and tapping deeper into the nuance of consumers’ purchase decisions regarding sustainability. Thanks to simulated feed testing and other tech-enabled options, researchers nowadays are expanding on what can and is being tested.

        Changing times require a change in how we organize to deliver

        Different technologies are currently fuelling a transformation in market research practices and consuming our focus, but these changes need their back-end – our organizations – to catch up as well. EyeSee’s Client Service Director, André Ketzel, concentrates on long-term strategies that can build future-proof organizations and ensure instant wins – here, being capable of seizing that opportunity for change becomes key:

        What is certain is that intelligent and agile use of technology is becoming the main differentiator between research suppliers nowadays — both in terms of delivery and internal processes, resource planning, and decision-making.

        For example, automating manual parts of research processes gives insights teams more time to focus on analysis and the high-value side of their job that requires their expertise and genius – while taking human errors out of the equation.

        Another example of tech-enabled approaches might be the development of virtual testing environments in-house to meet the complex needs of the market. Testing in context enables clients to feel the pulse of the consumers more effectively than in traditional research, consequently preventing new products and communication initiatives from failing.

        These MR supplier organizational adjustments allow brands to innovate and test more of their products, packs, and ads with higher predictability. In essence, market research tech enhancements are empowering brands to become truly customer-centric and consumer-led.

          Walk your talk: Choosing sustainable product claims wisely

          Posted on by EyeSee Research

          ‘Eco-friendly’, ‘zero-waste, ‘100% recyclable’ – we’ve all seen them on that small section of supermarket shelves, but do these claims have the power to impact consumer behavior?

          This is the second part of the comprehensive study on building sustainable yet competitive products that get picked out on the shelf. Here are the upcoming parts that will be published in the following months:

          Part 1: The green horizon: An intro to the green buyer and how to measure eco behavior
          Part 2: Walk your talk: Strategies for choosing your sustainable product claims wisely
          Part 3: Social media impact: How much does social media content impact actual shopping?
          Part 4: Virtual shopping: Why some categories are leaders in change, and how to become one

          If venturing out to the eco-market, knowing your core audience is a must. In part one, we tackled the 3 shopper segments and what drives their (un)willingness to buy sustainably. But beyond understanding how these groups shop and what their incentives are – it is essential to understand how to effectively communicate your product to each segment and help the fight for ecological issues. This is where product claims come into play – they are great real-estate to not only communicate your product’s benefits and in a way negotiate the purchase, but also to directly state what exactly it is doing to make a green impact.

          Clear claims for the big win

          In the still novel landscape of green products, well-performing product claims are still finding their way to the consumer. In this study, the most common claims that can be found on sustainable products were evaluated using MaxDiff to understand how relevant and clear they are to the consumer – and to uncover their true potential to make a green impact. Here is how they performed on the two axes:

          As seen above, one of the clear winners is ‘100% recyclable’– it is direct and clear, so it fared really well on both scales. Although a popular choice by both brands and shoppers, it can often be found in the center of the debate. A lot of product packaging that claims they are recyclable is, in fact, not when a regular consumer typically has no access to specific recycling sites or plants. An interesting note to take is that, although still a better performing claim than the rest, just ‘recyclable’ is seen as less clear and impactful than the former – suggesting that adding a number drives more impact. However, not just any number will work – as claims such as ‘80% less plastic’ is significantly lower on the clarity scale – and not only that, it was also one of that was rated as the least impactful out of the tested claims.

          ‘Zero waste’ is an interesting one – while it has the potential to be impactful, it ranked low on clarity. This means that although consumers know this term is a good one, they are still confused about how exactly that works, but by making it clearer as to how exactly the product is zero waste, you can boost the impact on consumer behavior.  What is definite is that the worst-performing claims are the ones that are vague in how they are helping the cause – just stating Eco impact (G-A+), Sustainable or Eco-friendly is not enough to sway purchase decisions of eco-conscious shoppers.

          It is important to note that none of the claims made to the top left quadrant – meaning if a claim is not clear, it will not make any impact. So when building a communication strategy for a product claim, prioritize your KPIs:  make sure your claims are clear, direct, and specific in communicating how they contribute to reducing plastic pollution – but use them as a space for educating your consumers.

          Driving transparency will drive awareness

          Apart from being clear and relevant to eco-buyers, transparency is an area where brands can really shine through. Oftentimes, what consumers find clear on product packaging is not in fact the most sustainable option. And on top of this, and perhaps ironically, when it comes to using the phrase sustainable alone, it will not do the trick either since consumers might not understand what makes a product truly sustainable. So, by positioning your brand as a trustworthy source of information, your brand can make sure consumers are not only buying what you are selling but are being educated on how they can be responsible for a cleaner environment. As previously covered, levels of eco-awareness among shoppers differ – but through understanding their motivations behind acting green and addressing them specifically, crafting the right messaging and product claims becomes an easier task.

          But some rules of thumb are: claims that are too general (e.g. ‘sustainable’) and overused (e.g., eco-friendly’) are found to be unclear and less impactful in contributing to pollution cause. If not transparent in how a product is sustainable or good for the environment – shoppers won’t buy into it. Whereas,claims that are direct clear and specific in communicating how they are reducing plastic pollution (e.g., ‘plastic-free’, ‘100% recyclable’, ‘100% biodegradable’) are the best option to place on a product package. 

          Sustainable doesn’t mean different

          As with any new product launch, a big part of any brand’s communications strategy is ensuring that the product and the packaging claims are developed just right. Since their influence on consumer decision-making is indisputable, a well-researched and data-led selection of product claims are the ones that will end up on the pack design – so, why treat sustainable products any different? Typically, product claims should be tested with a repertoire of behavioral and traditional methods – MaxDiff followed by a questionnaire will assure that your claim resonates with the consumer, RTM shows how a claim fares on believability and likability, and lastly, eye tracking and virtual shopping measure whether the claims are even seen and the products consequently bought.

          So remember, going beyond just claims – like any new product that will eventually end up on the shelf, sustainable products should meet the same thorough (behavioral) research faith.

          Key takeaways:

          • Product claims are the best area for describing your impact quickly
          • Clarity is a must – be specific in explaining how you are contributing to solving a specific problem (e.g. ‘plastic-free’/’reusable’)
          • Avoid being vague – claims such as ‘sustainable’ make it unclear to the consumer about how it is helping the plastic pollution problem
          • Be brief and direct – avoid using longer copy instead of a claim (such as ‘good for the environment’) and overused phrases (‘eco-friendly’)

            Improving NPD success: Best practices from Coca-Cola and General Mills

            Posted on by EyeSee Research

            New product development is the lifeblood of every company – yet only 80% of product launches create a positive impact on the bottom line. With NPDs being one of the more challenging things to develop successfully, experts Tanja Petrovic (Innovation Strategy Director, The Coca Cola Company), Tony Marcello (Consumer Insights Manager – Morning Foods, General Mills), and Nikola Golubovic (Shopper Insights Director, EyeSee) deep-dived into where and how to approach testing NPDs.

            Last year, consumer shopping and how they use products changed – and with it, so did new product development. Studies show that 40% of shoppers are ready to try new brands and products. Did the pandemic impact strategies for new products? Is brand loyalty more of a priority than before?

            Due to its long-lasting legacy, credible products, and a loyal bond with the consumers, the Coca-Cola Company found itself in a privileged situation during the pandemic – most of its key brands were not negatively impacted. But what has changed, under the pressures of a health crisis, is the way people are consuming products.

            Nowadays, consumers are more open to exploring new products and different types of categories – driven by two factors: the inability to travel and have new experiences, but then compensating staying at home by trying new products. According to data from the Coca-Cola Company, in Germany alone, 72% of consumers aged 16-34 are willing to try new exotic flavors. This remains true for France and Spain, where 65% stated they want to try flavors they never had before in an attempt to, in a sense, transport themselves to a different part of the world. Another pandemic-driven change is that consumers are now looking at their products as a vehicle for better health – and functionalities like immunity support, energy boost, etc. are gaining traction.

            Given all of these changes in consumer behavior, how has the new product development process been impacted? What does the process in General Mills look like now?

            While the change in consumer habits transformed the innovation process in General Mills, it is also a natural step for any company that comes over the years. Tony believes that it really comes down to attempting to better understand consumer habits, wants and needs – and doing a lot of research to achieve that. But apart from learning how to truly tap into shopper behavior, understanding how to better communicate at the first moment of truth and how to be better from a marketing standpoint is also crucial.  

            To tap into these (unmet) needs, a lot of research is needed. Consumers don’t always do as they say, so it’s important to find methods that are accurate at measuring what the shoppers are actually doing. 

            What are some of the key reasons NPDs fail? What are the essential things to keep in mind?

            When it comes to new product developments, bottlenecks can occur at any step of the process. The most common reasons behind innovative initiatives’ failures are (mis)understanding consumer behavior, issues in product development, inadequate product communication at the first moment of truth and lack of marketing support.

            On top of this, researchers are often inclined to get as much information out of the shopper as possible – but sometimes that’s not realistic. Consumers can easily state whether they like or dislike a new product or concept, but questioning beyond that is where the real insights lie. And while many shoppers say they are open to trying new products – General Mills’ expert guesses that 90% of their shopping cart is things they typically buy, meaning standing out on the shelf can be a challenge. The aid for this? Instead of doing one test to understand the first moment of truth – do a couple, and bring it earlier in the process in order to fully understand the real potential. Another game-changer is conducting the tests in the consumers’ own space.

            Is there something smaller innovators and disrupters are leveraging that big companies are missing? What can we learn from them?

            Big companies tend to think big – from developing new products and expanding their portfolios to launching campaigns that cover every consumer touchpoint. But, perhaps counterintuitively, small companies’ success lies in just the opposite. Here’s what small innovators are doing that bigger ones should consider, as explained by Tanja Petrovic:

            1. The adoption of an agile approach – big systems don’t tend to lean towards agile principles, but an iterative innovation process and constant improving along the way is the key to a successful launch
            2. Managing everyday uncertainties – instead of the go-to move of attempting to remove uncertainties, large companies need to learn how to deal with them as a normal part of business
            3. Efficient vision and mission with a purpose – with big brands come wide portfolios that need to cover different needs but staying focused on the vision and mission could resonate with the consumers
            4. High engagement internally and externally – what smaller businesses excel at is developing loyal relationships both with employees and consumers
            5. Consistent interaction with the consumer – staying in touch with the consumer through social media provides real-time feedback on a product, service or concept
            6. Leveraging alternative channels – instead of opting for the mainstream channels first, alternative channels are a great place to build a brand and push out products

            On top of this, if small innovators are providing a better or a different quality of a product or service, they can apply premium positioning and pricing strategy OR they provide better convenience while shopping or offer the product at a more attainable price.

            How has researching innovation changed over the years?

            First of all, the context has changed – the ideal store and shopper habits changed and are continuing to evolve – and this has created great pressure for brands, agencies and researchers to do everything faster and more efficiently. Over time, researchers learned how to ask and listen, but nowadays, the key challenge lies in tying all the pieces together, overcoming the obstacles and obtaining the full picture. Recognizing that there is a discrepancy between what consumers say and do, usually means that the outcome wasn’t properly anticipated. As Nikola explained, for EyeSee both the voice of the consumer, and measured behavior are important – and combining the two factors unlocks risk management analyses.

            By doing volumetrics it is possible to estimate actual sales potential all while listening to consumers to help improve the products. This is done through leveraging online virtual shopping environments and putting shoppers in simulated, yet typical shopping situations. The possibilities of this approach are endless – from testing different POS materials, varying different placements, planograms, and types of displays while measuring the sales potential of the new product to repeating purchases and sometimes exposing shoppers to out of stock situations in order to identify what are the risks of listing new SKU – testing in-context holds the key to NPD success.

            Interested in how our experts ensure NPDs are a success? Make sure you check out the full webinar!

              Improving NPD success rates: Lessons learned & best practices

              Posted on by EyeSee Research

              New products are the lifeblood of every company, and yet remain one of the most challenging things to develop successfully. Request the webinar recording now to learn how to approach NPD testing, where to start and how which stakeholders to involve.

              Learn about the newest behavioral NPD testing – and see how to increase your success rate!

              Tune in to find out:

              • What factors impact NPD success – what to be on the lookout for
              • New product testing framework based on behavioral methods and iterative design thinking methodology
              • Which phases of product development require which type of test

              Panelists:

              Host:

              Jonathan Asher, Executive Vice President, EyeSee

                EyeSee’s new foothold in the dynamic UK market

                Posted on by EyeSee Research

                Bringing cutting-edge and accessible behavioral research closer to the UK market

                After successfully expanding to New York and Paris, EyeSee has opened yet another office – this time in London, UK! EyeSee has doubled in size over the last 2 years, now gathering around 90 professionals – making it one of the fastest growing behavioral research companies worldwide. Our latest offices are tucked in Aldgate, neighboring some of London’s most noteworthy brands.

                Joris De Bruyne, EyeSee’s partner, overseeing sales in Europe, noted that the UK is a leading global CPG and food & beverages market in which we developed solid partnerships by providing cutting edge behavioral insights to companies such as Kimberly-Clark, McDonalds, Coty and Müller. ‘We look at this as a step towards establishing even closer relationships, opening up to new industries and projecting opportunities locally.’

                Whilst already present on the UK market, three months ago no one suspected that EyeSee would make a new base there. Namely, whilst headhunting for a candidate to join our thriving team in the USA, EyeSee’s founder Olivier Tilleuil came across a rare talent – Payal Patel.

                ‘For the past 6 years, EyeSee has grown, changed and developed beyond recognition. What sets us apart from the competition is that we are constantly adapting and identifying new opportunities.  I’ve had a chance to meet and interview a fair share of individuals, and she was one of the top candidates I have ever interviewed. In the case of Payal, both her background, way of thinking and a strong interest in behavioral research align with EyeSee’s mission. Consequently, we decided to realign our course and within the last few months worked on developing the London office to maximize on the opportunity and rare talent.’

                A Nielsen alumna, Payal has worked across different geographies and categories and has significant experience in EyeSee’s business-defining behavioral research methods – remote eye tracking, facial coding and virtual shopping.

                Payal says that both the challenge and the opportunity in the UK lie in the recent consumer confidence changes resulting from macro and politico-economic factors – both confidence and purchasing power are dwindling, but on the other hand, the UK economy is still projected to grow by 1.3% this year, indicating the existence of opportunities up for snatch by several players in the industry.

                “We need to strive to be first-time right by ensuring every piece of research leverages as many tools and methods required to boost the predictive power of the data. ”, claims Payal.

                “At the same time, we market research specialists have to adapt to better and more agile approaches to aid this broader objective which is time and cost sensitive. With the recent innovations in the industry, we now have access to new webcam enabled methods and technologies that allow for measurement within the convenience of your homes making the process up to 2 times more cost and time effective – this precisely was the cornerstone of EyeSee’s success.”

                Interested in getting in touch?
                Reach Payal at [email protected], or in our London office.

                  Joris De Bruyne on E-Commerce at IIeX EU 2019

                  Posted on by EyeSee Research

                  The IIeX EU 2019 conference took place in Amsterdam, providing us yet again with fruitful discussions, fresh ideas, and thought-provoking insights. EyeSee’s partner, Joris De Bruyne, presented a summary of our most recent E-Commerce know-how at the event – if you are interested in finding out what wins more sales – A+ content or something else entirely, here are the three key insights from his presentation.

                  • Getting your HERO imagery right is crucial. Our studies have shown that using hero images delivers an online sales uplift up to 15%, but it also influences brand equity – respondents preferred it to the standard pack shot in 87% of the cases. Further, our own variant of the hero image – Spotlight Hero Image, has proven to increase benefit recall by as much as 50%.
                  • Decode the product page / retailer. Find out what parts of the page your customer spends the most time looking at – there are very clear page-related reasons as to why consumers are 14% more likely to buy the same product from Walmart over Amazon or Target. Speaking of Walmart, the analysis of their website redesign leads us to our third takeaway:
                  • Be ready to leverage the nudge with a layout revamp. Seize the opportunity offered by a change on your E-commerce solution and use it to analyze every part of the consumers’ path to purchase. By lowering the amount of time it takes buyers to navigate to the product page, Walmart preserved the seamlessness of the process, and introduced a design that was more liked than the old solution.

                  When it comes to E-commerce, instead of using A+ content to drive sales, the answer may be hiding in plain sight – and that’s focusing on understanding the behavior of your consumers first. For the full breakdown of the stats, info about which parts of the product pages garner most interest, and what specific elements affect sales more than using A+ content, request the full presentation below.

                    Thanks for your interest!

                    We”ll get back to you promptly