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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.

    Road to growth: Understanding travel retail consumer behavior

    Posted on by sandra

    by Koen Philippaerts, New Business Development Manager at EyeSee

    I just returned from visiting my family in Europe, and aside from having a nice holiday, I realized that the time I spent waiting on my flight changed my purchasing habits. In the duty-free zone: I found myself wandering around a product category I am not usually interested in, eating lunch when I usually eat breakfast, and purchasing some tech gadgets I did not intend to buy. 

    Conde Nast Traveler’s article says that people travel the skies, rails, roads, and seas to tick off major bucket-list moments. So, shifting behavioral patterns and traveling go hand in hand, and a big part of that is the travel retail centers we visit along the way. It is where every journey begins and ends; it is a necessity, but it is also important for travel retail to be convenient, pleasant, and enjoyable.  

    So, does it come as a surprise that Statisa predicts that the global travel retail market will reach 174.9 billion US dollars by 2030?

    How is travel retail different?  

    Travel retail centers are places where consumers are ready to try something new, and brands must be able to give their best and use the opportunity to introduce themselves to new customers, showing their loyal ones that their favorite brand goes where they go. 

    A Statista survey shows that:

    • 48% of travelers think that a variety of products makes Duty Free a great place for shopping  
    • 47% of travelers say it is a great place to try new brands  
    • 45 % are more motivated to buy Duty-Free exclusives  
    • 43 % consider travel retailers a great place to buy gifts  

    Unlike standard ones, travel retailers are one of the main distribution channels in the beauty industry (if beauty retailers are put aside). The main categories travel retailers feature are perfume and cosmetics, liquor, confectionery, tobacco, food & beverage, electronics, accessories (bags, watches, eyewear, etc.) 

     When consumers enter the duty-free zone, in most cases, they have some free time on their hands before onboarding starts. Nicely displayed brands will get anyone’s attention, and to be honest, probably some last-minute gift shopping will be part of spending that free time.  Unique display designs can help brands stand out in product displays, as Galvinet Whiskey did when they displayed their bottle as a museum artifact. It was beautifully lit and covered with a protective glass box. All of this was in line with “tradition” as one of their core values: they are Scotland’s oldest legal whiskey distillery. Not only that, from the front of the liquor bottle display stand to the back of the product packaging, the Roman numerals 35 are emphasized. Any Glenlivet enthusiast and collector would instantly know this means a rare bottle of liquor because it’s not in the brand’s collection.   

    Graphic solutions are not the only way to shed light on more information in places where people have some extra time to kill. Sometimes that can be shop assistants who engage in further conversation with consumers. If out-of-the-box design solutions and shop assistants handling your brand’s key values sound risky, note that EyeSee has solutions for testing both.  

    However, all of this is just the tip of the iceberg when it comes to possible brand touchpoints in travel-type environments. Purchases can be made on planes. There are also all sorts of marketing materials that consumers can pass by: from airplane magazines, brochures, and leaflets to much bigger ATL prints or on-screen ads. The possibilities are endless!

    What can we learn from travel retail? 

    There are many types of point of sales displays: 

    • Counter displays  
    • Free-standing display units  
    • Product displayed quickly units  
    • Light boxes  
    • Gravity feed display units  

    The creative potential of these displays is limitless. Recall the enormous cardboard fence constructed from KitKat bars and the point-of-sale box brimming with an abundance of KitKats, a temptation to dive into. And the best thing about it is that it would work not only for travel retailers but in supermarkets too. 

    Over the last couple of years, the market research industry has seen a steady rise in online context testing solutions such as virtual stores, which offer cost-efficient and fast findings but also boast very high validity. Apart from providing stable results even in changed circumstances, Virtual shopping has a very high correlation with real shopping behavior – as much as 0.8-0.9.   

    EyeSee’s in-house design capabilities enable the customization of any type of virtual shopping environment. Furthermore, a multitude of pre-built, standardized shelves are already accessible across over 80 categories. State-of-the-art graphic solutions can be designed in 2D, 2.5D, and 3D models and provide high levels of consumer immersion that help produce authentic insights.

    In conclusion  

    Understanding consumer behavior in travel retail serves as a valuable compass for brands seeking inspired growth. The unique environment of duty-free zones, characterized by ample free time and consumer openness, offers an exceptional opportunity for brands to engage and leave a lasting impression.

    Brands that understand and leverage these unconventional retail rules stand to unlock untapped potential and navigate non-standard points of sale successfully.  As the market research industry embraces virtual shopping solutions like EyeSee’s, the prospect of testing concepts and display designs becomes more efficient, cost-effective, and aligned with real shopping behavior, emphasizing the importance of staying ahead in an evolving consumer landscape. 

    Are you eager to know more? Read Everything you didn’t know about the design of in-store displays.

      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.

        Five behavioral research postulates to keep in mind for a successful e-commerce strategy

        Posted on by sandra

        E-commerce is now an essential part of every consumer’s shopping habits. Online and offline shopping experiences are more intertwined than ever before, and as we discussed in the most recent Deep Dive episode with Morana Kristek (New Business Development Director at EyeSee) and Rebecca Lacerda (client-end e-commerce thought leader), a holistic approach to shopper behavior is critical to planning both online and offline shopping experiences.   

        To make some kind of system in such a branched shopper movement and try to be as predictive as possible, keep these five things in mind.  

        Map the market  

        In an average supermarket that contains around 50k SKUs, consumers spend only 5 seconds per aisle, while EyeSee’s data shows that online shoppers browse the product list page between 15 and 20 seconds searching for the right item. These numbers tell us that competition is fierce and attention spans are challengingly short; every product touch point counts, whether it is in the online or offline world.  So the first thing you want to do is map the market by asking these questions.

        Who is this consumer? What are the consumers looking for? What are the relevant players in the segment or industry I’m playing in? Who are my competitors? Which are the platforms that will complement the assortment that I’m offering or the service or experience that I’m offering through my platform? And then, how are those players positioned in terms of pricing, brand positioning, brand potential, et cetera?  You may not have all of the answers right away, but as you begin to research the market, answers will emerge one question at a time.   

        Never lose sight of the bigger picture  

        One thing that we should bear in mind is that when we are thinking about online and in-store consumers, we are talking about the same people. This whole separation that we do between online and offline as if they were completely separate worlds is not very accurate because nowadays what we have is a hybrid experience with a hybrid consumer who many times researches or searches for the product online already knowing that they will buy offline, or the other way around.

           
        When we accept an in-context holistic approach can we position our product in the e-commerce market correctly.  Only a few people end up clicking on the ad itself (2%), so do not expect your revenue to increase from ad conversion. The way the ads influence the shoppers is that they subconsciously drive interest in the advertised product, which then gets purchased on its primary position i.e. the list.  However, this does not work for all products and all categories equally. An uplift in brand purchase can be as high as 40% for different categories, but as low as non-existent for others. To find out more about it read our Leverage ads in online shopping: Amazon Fresh behavioral study.

        Be present at the key touchpoints  

        If we look only at the online consumer movement, we can see that it is far from linear. Passive tracking is the predictability tool you need. It helps to understand not only the consumer’s motion but the keywords of consumer language too.  It answers key questions

        • Which touchpoints are most frequently visited?   
        • What is the typical number of visits?  
        • Where do visitors come from?  
        • Where do they land on the retailer’s website?   

        Having these answers means you will be able to wisely direct communication, pick the right product placements, and make the ROI certain. There are four stages of passive tracking set up:  

        • Defining all the keywords relevant to the category of interest  
        • Programming the study and implementing all the relevant keywords   
        • Gaining respondents’ consent to pull their browsing history   
        • Pulling browsing history for the analysis, including any predefined keywords  

        It can be applied throughout 30, 60, or 90 days. Along with Eye Tracking, Surveys, and Path to Purchase, buying your product will be the final customer destination, no matter the road they take.  

        When a consumers are on your landing page, make sure not to lose them 

        Around 70% of e-comm shoppers abandon the cart without completing the purchase, and there are many reasons for that – maybe they just investigated online and will shop offline; maybe they need more time to decide; but it can also happen that the process of checking out is too complicated and not easy to understand, so by fixing it, you directly increase conversion rates. 

        Did you know that when shoppers search for a product 49% of them search category name, 17% of them search for category name plus pack type and only 12% of them search for category name plus brand name.  Test the path to purchase shoppers’ behavior.

        In EyeSee we track how a person navigates through the live page (so it’s a real behavior, or as close as it can be), and we also expose consumers to some relevant static pages, usually a Product Listing Page (PLP is similar to a shelf in a regular BM store, it’s just much more cluttered and pictures of products are smaller; imagine a PC or mobile screen with a list of hundreds of products that you scroll through) and Product Details Page, but it can be anything else, such as Search Result Page, Add to cart/Checkout process, A+ Premium content (or any Promo content), whatever we think might be relevant to investigate or have indications it might be a bottleneck. On static pages, we want to know where consumers’ attention goes, for how long, and how visible or engaging the products and website elements are. 

        When top to bottom isn’t an option, reverse it  

        Most commonly, managers choose a top-down approach: to start first with a strategy to identify who our online shoppers are, where they search for our product, and what the drivers are for choosing specific channels, then move to testing shopper behavior and the path to purchase on specific details, and then, in the third level, test tactical marketing assets like ads, packs, banners, standard pack versus hero image, reviews, and checkout. However, sometimes it might be a good idea to take a bottom-up approach. This is the case when you don’t have a firm digital strategy yet but, for example, want to get some quick wins. You want to showcase that digital testing makes sense and that you can have wins in terms of conversions, a smoother consumer journey, and a better consumer experience. So, for example, you can test the Regular Pack versus the hero image pack, and here, you can show your departments and your wider team that the hero image performs significantly better in terms of conversions, sales uplift, and brand uplift. This is an advantage to use to get more backup to do wider-range service and maybe even create a complete digital strategy.  

        Find out more about online advertising in the related blog about what makes a good social media test or case study about effective online pack shots.

          Universal Robina x EyeSee: the secret to a successful TikTok campaign  

          Posted on by sandra

          By  Xinyu Tok, Senior Insights Manager.

          In the previous article, we already stressed the strong impact that TikTok has on consumer purchase decisions as well as the reach that sponsored content can have if done properly.    

          The figures speak for themselves:   

          • 71% of TikTok users stop and watch the first three seconds of the video 
          • 56% of each sponsored piece of content is seen on average 
          • 73% of TikTok users like the ads that they see  

           As we explained, we tested 60 ads from 20 brands across markets and industries such as FMCG (Fast Moving Consumer Goods), Beauty, Insurance, Fashion, Technology, Automotive, Retail, etc. TikTok simulations, standalone ads, and surveys were tested among 7280 respondents. All of the respondents were TikTok regulars who had purchased items from some of the categories in the previous six months. You can request the study walk-through at [email protected]

          Universal Robina is a great study example since their FMCG portfolio is impressive, and they turned out to be one of the winners in the game of TikTok. Let us take a closer look at the testing process and the outcomes.

          What works better: native versus heavily branded approach

          When it comes to ad style, brands typically choose between two options. They either create a single video and distribute it across all platforms, even though each platform has its own set of rules, or they assume that the native approach will win. Of course, creating a single video for multiple platforms is more cost-effective, but the native approach yields better results on a specific platform. However, both of those theories have their ups and downs, and the key is to test them, preferably in a simulated digital environment. By using natural and unforced exposure of the stimuli in an environment as close to reality as possible, we get an objective and accurate insight into the actual ad visibility.  

          In the TikTok simulation, respondents saw three videos: an advertisement for Great Taste, Cloud Nine, and Jack’n’Jill. We also consider the focus (time spent on the screen), retention (percentage of people who watched the video), and stopping power (percentage of people who stopped to watch the video) of tested ads.  

          Great Taste and Cloud Nine ads performed better than Jack’n’Jill in terms of focus, with 8.6s vs 7s; however, because Jack’N’Jill used a more native organic approach, it performed better in terms of retention and stopping power. (77% vs 57% and 86% vs 74%).

          But does this necessarily imply that Jack’N’Jill performed better in terms of brand visibility? Not necessarily. With the organic approach, there is always the risk that the video will be insufficiently informative and that the key message will be missed.

          What prompts TikTokers to recall brands more?  

          It is important to note that not only are all three tested stimuli different in style, but they also place the product in a different place in the timeline. Great Taste and Cloud Nine commercials have great dynamics and upbeat music, and the Jack’N’Jill approach is more raw and native; however, both approaches scored good brand recall, with only 2% of the difference in favor of Jack’N’Jill (74% vs. 72%).   The key finding, however, is that watching the entire video increases brand recall by 35% compared to viewing only half of it. 

          Key findings  

          Universal Robina ads performed extremely well, so one of the key takeaways is that they should maintain TikTok content style while also maintaining their core brand attributes. They succeed in keeping users’ attention by using upbeat music and video dynamics, and they get their message across.

          Oversimplification of the video should therefore be avoided. Because user attention is difficult to maintain, quick changes of scenery rather than just one setting are preferable. And, as previously stated, a native approach is not without risks, so whether it is appropriate for your brand depends on the strategy and campaign goals.

          However, to see the full results of the Universal Robina study and to learn more about post-pandemic shoppers, watch the video below. There you will find the full presentation that debuted at the Asia Research Breakfast, which we were fortunate to attend as guest speakers. Also, don’t forget to acquire the whole study walk-through at [email protected]

          Interested in reading more about global TikTok study? Click here.

            Tap into hidden potential with new TikTok creative insights

            Posted on by sandra

            TikTok is an undeniably influential social media platform with significant untapped potential for sponsored content. Following the pandemic, our habit of using TikTok remained strong. The app enjoys one of the highest user retention rates globally. An incredible 81% of users say TikTok videos influenced their recent purchases. That is why it is becoming increasingly important for brands to understand how to create effective ads that resonate with their consumers.  

            According to our most recent two-wave global study, we discovered that 71% of TikTok users stop and watch the first three seconds of the video and that 56% of each sponsored content is seen on average. All of this is supported by the fact that the ads are liked by 73% of TikTok users.

            These figures show that sponsored content has every reason to thrive in TikTok’s digital environment. However, brands are still not using their full potential. This study not only invites you to use TikTok to empower your brand, but it also gets deep into what you must keep in mind while doing so. If you are interested in getting an expert walkthrough of the study, write us at [email protected]  

            Methodology

            As previously stated, we tested 60 ads from 20 brands across markets and industries such as FMCG (Fast Moving Consumer Goods), Beauty, Insurance, Fashion, Technology, Automotive, Retail, etc. TikTok simulations, standalone ads, and surveys were tested among 7280 respondents. 


            This research is built on the following key pillars:    

            • Ad stopping power (tested the ads in a simulated TikTok environment that provided us with browsing insights)    
            • Ad retention (tasted by exposing respondents to a simulated TikTok environment)    
            • Ad emotional reach (tasted by exposing respondents to standalone ads and utilizing face coding methodology)    
            • Ad likability (tasted by exposing respondents to standalone ads and utilizing face coding methodology)    
            • Brand recalling (to learn % of respondents who remember seeing the advertised brand when prompted, we used the survey method) 

            The challenge of TikTok advertising

            Why don’t brands use TikTok more? This is the imposing question that arises when we look at the numbers that show the untapped potential. On one hand, we have the answer that for brand managers, it is hard to follow the ROI once they invest in TikTok ads. They are unsure how to follow the path and make a clear connection, or better to say, they are unsure how to follow the path to purchase from the TikTok ad to the shopping cart. 

             On the other hand, even when clarity in that field is gained, the questions of how to approach strategy and what works best remain. There are questions about what will work better – the native approach or strongly branded videos that will also work on other platforms; what is the reach of animation as the dominant style; and is co-branding the way to more followers and engagement or the way to poor brand recollection? 

            This study answers all those questions and beyond. For example, animated video ads, those containing any kind of computer-generated imagery, will improve brand opinion by 23% and increase brand interest by 19%, while elevating the positive emotions about the brand by 20%.  

            However, brands must be careful; there is a chance that they will be seen as less informative than conventional videos if the message and narrative in them are not constructed carefully.  

            The golden rule for unlocking the untapped potential 

            What is great about this report is that it contains a lot of simple facts that must be considered in future ad planning. For example:   

            • If the ad lasts up to 10 seconds, it has a 71% higher chance of being fully viewed.  
            • A video that lasts up to 10 seconds has a 38% higher chance of being liked.  
            • If the brand lasts up to 10 seconds, it has a 15% better chance of being remembered.  

            This is an example of an insight finding that makes a strong recommendation that is universal around the world. However, in this report, there are far more complex recommendations that necessitate a thorough examination of both specific brand values and the TikTok environment. 

            All of this is only the beginning. If you want to learn more, send an email to [email protected] and we will provide you with a video expert walkthrough of the study. Not only will you get the big picture and the future framework for making strategic TikTok ad planning decisions, but you will also be able to formulate specific questions for your specific pain points, which we will gladly assist you with.  

            Request access to

            TikTok creative study findings!

            Eager for more? Read the blog about replicated feeds for authentic behavior here.

              EyeSee @ GRIT Top 50 Most Innovative MR suppliers!

              Posted on by sandra

              For two decades, Greenbook’s GRIT Reports have been the go-to resource for tracking trends in the insights industry, empowering brands, suppliers, and professionals to succeed. The annual Insights Practice Report focuses on essential approaches and skills, providing a comprehensive guide for growth.

              EyeSee debuted on the GRIT Top 50 most innovative research suppliers list this year, among fourteen other tech-enabled companies. Tech-driven suppliers are rapidly gaining market and mind share; the industry is on a continued search for solutions outside of the “usual suspects” and “challenger brands” that provide alternative research frameworks.

              The CEO of EyeSee, Joris De Bruyne, who has witnessed firsthand the team and client list growth over the past few years, offered the following observation:

              ‘Businesses like EyeSee, which focus on applied behavioral testing, make a big contribution to what the market research industry views as innovative. We are constantly finding new ways to combine methods, scale them via technology, and uncover true reasons behind consumer decisions. High predictive power of behavioral insights is the main driving force of our innovative initiatives and reason why more than one half of top 30% CPG brands place their trust in us when in need of research.”

              Joris went on to explain that the EyeSee team is proud to be listed in the GRIT report with so many well-known figures who consistently motivate EyeSee to do even better. Novak Marinkovic, the Head of Research and Development at EyeSee, provided the following perspective on what is to come:

              ‘The report data demonstrates that technological investment increased as the pandemic spread and has continued to be significantly higher than pre-pandemic scores. EyeSee has always given applied technology a high priority; it is in our DNA. Over the years, we’ve introduced technologies to improve the output’s speed and accuracy. Currently, our primary focus encompasses two vital topics: (1) the development of social media replicas and the Collab platform, and (2) continual development of social media replicas as testing environments in order to meet ever-evolving trends and demands of our clients.’

              The GRIT Top 50 list signals our industry’s direction: increased supplier diversity, tech-led growth, and an emphasis on real innovation. To access the full annual Insights Practice Report and Top 50 most innovative research suppliers list, request access here

                Worldwide consumer behavior: 4 different perspectives

                Posted on by sandra

                We learned a lot about the shift in consumer behavior after the pandemic and during inflation from a recent meta-analysis study conducted by EyeSee. However, different perspectives shed light on different challenges and opportunities. EyeSee excels in connecting and scaling global knowledge since it operates in 50+ territories, constantly accumulating insights through deep behavioral analysis in a wide range of industries.  

                Our data, insights and business experts, all of whom came from different places, told us how they see consumer behavior changing, what kind of innovation they hope for, and what their predictions for 2024 are.  

                Perspective #1: APAC aims that traditional beauty ingredients become global trend 

                 Xinyu Tok, Senior Insights Manager, APAC 

                We’re a diverse market with varying external influences that shape our choices. 

                The rising costs of living and inflationary pressures are global phenomena that we’re also exposed to. 

                Yet, the recent COVID crisis has also brought the need for self-care practices to the fore—one that encompasses emotional, mental, and physiological care. 

                As a self-care advocate and a researcher working a lot in the beauty industry, what makes me excited is to see how brands can connect these phenomena to offer us affordable luxuries in the beauty and personal care space. 

                Particular to Asia is also our usage of traditional skincare ingredients that vary across the different cultures here. This offers a rich playing field for brands to provide beauty seekers here with a modern take on natural, wellness-inspired beauty products. For instance, Bakuchiol (used in traditional ayurvedic treatments) arose as an alternative to the popular retinol. 

                In 2024 and the years to come, I would love to see how ingredients used in traditional Asian skincare treatments would be recognized and amass greater mainstream popularity. 

                Perspective #2: LATAM is all about brand-alliances and cross-selling 

                Victor Olivares, Internal Business Development Consultant at EyeSee, LATAM 

                I think brand loyalty is being tested since incomes at home are not enough due to the crisis; people might be switching to cheaper brands or avoiding certain expenses while at the same time spending money on entertainment because of COVID-19 post-lockdown. In markets where the economy is more unstable, things are getting much harder. 

                There are new flavors in the FMCG category (biscuits, chips, sodas), including brand alliances and the usage of brand licenses for cross-selling, but as a movie fan, the ones I have my eyes on are the new popcorn flavors in cinemas. 

                It’s hard to pick one future trend because there are a lot of trends lately: eco-friendly products, light/zero sugar versions of some things, but I think consumer experience will become more relevant, so I think we will see a lot of “memory makers” (people making up for the “lost” time and trying to document every moment) reconnecting with things, trying to be heard and seen. 

                Perspective #3: Sustainability is still strong trend in EUROPE 

                Nicole Tudosie, Business Development Director at EyeSee, EUROPE 

                Given this is a global crisis, we in Europe are also strongly affected by the effects of soaring inflation, and with mortgage payments starting to go up for many, shoppers’ disposable income is being squeezed. 

                In the UK specifically, food has seen some of the highest levels of inflation and considering 86% of people are looking to improve their health, it’s a struggle to do so when these items are usually more expensive. 

                I think the biggest area of innovation will continue to be sustainability, and I’ve seen some great recent examples, like Penny in Germany launching a ‘true cost’ campaign to raise awareness of the environmental price of producing food; or rolling out our digital screens and labels to reduce waste in stores. 

                Sustainability, as we saw with Penny, will continue to be important for consumers, and therefore innovation is needed here. 

                I’m very excited to see what role AI will play in CPG next year! I recently saw that Migros launched the world’s first AI-created drink, where ChatGPT generated the recipe based on recent trends, and the packaging was created by another AI tool called Midjourney. Where next? 

                Perspective #4: USA consumer confidence and optimism is coming back 

                Jason Bradbury, Sr. Director Client Service 

                Despite a difficult economic climate right now in the US which continues to be shrouded in uncertainty, consumer confidence and optimism is slowly improving relative to where it was just a year ago.  Consumer spending remains strong, however, they are more cautious about how and where they spend their money.   A spending paradox has emerged…  On one hand, consumers are making more choiceful purchase decisions – in some cases seeking greater value by trading down to less expensive store-brand items to maximize their spending power.   Despite this, there is a clear openness to splurge – to treat oneself by paying premium prices for higher-quality products or those that are driven by spontaneous cravings.   

                I am excited to see the unique products that emerge following the sale and acquisition of several CPG firms that took place in 2023 and the strong desire by key companies to create news within their respective categories (blending brands, blending product benefits, and core product equities into new products). Companies are constantly looking to expand their offerings to attract new customers, and I think the competition in the industry right now may help to inspire new innovative creativity that will drive unique products to market.    

                I think, we are going to see a major boom in social commerce spending – particularly on TikTok.  Social media has emerged as a powerful platform for driving product discovery and promoting ecommerce. In 2023 we saw brands registering success with TikTok ad campaigns and I suspect that in 2024 we will see a major surge as many others follow suit.  With so many younger consumers using TikTok to discover, research, and offer their impressions on products, I foresee that TikTok will naturally become a more relevant part of their shopping process. 

                Every territory and every market has its own rules, but maybe it is exactly in the differences between the untapped opportunities lie. It is not uncommon for local trends to become global and vice versa, so keeping your eyes on all four sides of the world is strongly recommended. 

                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.

                    Post-pandemic consumer: restraints strengthen cravings    

                    Posted on by sandra

                    by Mirna Djuric, Product Capability Director at EyeSee

                    The world has gone through quite a few disruptions over the last three years. According to CPS GfK over 60% of European households are in or close to a serious budget squeeze, with Western European countries, especially on the rise. Nearly 2 in 3 consumers declare to cut their out-of-home (OOH) spending, including visiting restaurants and bars, buying clothes (-48%), as well as gifts, decorations, and takeout/delivery (all at -46%).   

                    But even though shoppers are more focused on preparing meals at home, the EyeSee meta-analysis shows that the food part of FMCG has suffered the most. This meta-analysis is based on 250 studies in the FMCG category. Samples ranged from 50.000 to 150.000 respondents per method, spread over 4 geographies – US, Europe, APAC, and Latin America. They included methodologies such as Eye Tracking, Facial Coding, Virtual Shopping, and surveys, and they were all done in highly realistic shelf environments that, 95% of the time, matches actual shopping behavior.   

                    After gathering all the data, it was grouped into pre-pandemic (2018 and 2019) and post-pandemic and all subsequent events (2020-2022), and eventually compared.  

                    Food category products are more likable but less bought  

                    It does not appear obvious that in times when shoppers are spending more time preparing meals, food would be the most crisis-influenced category in the FMCG category. However, if we remember that one of the key takeaways from the EyeSee pricing study was that the main goal of shoppers is to spend as little as possible, even if it means buying smaller packs of products and getting less value for their money, we may be able to gain a better understanding of this type of behavior. Food products are the ones we buy every day, and we can see their price increases getting higher and higher, whereas, in other non-food categories, we do not buy as frequently, so we do not have a sense of their impact on our overall budget.  

                    However, when shoppers are directly asked about the products, they will react positively and describe them as highly desirable, keeping in mind that we all want to resume our pre-pandemic lives as soon as possible. But what they will buy is a different story.  

                    In the food segment of FMCG, both consideration and penetration rates have decreased by more than double. Simply put, fewer people are buying fewer products, and competition on the shelf is fiercer.   

                    Shoppers’ exploratory behavior has also decreased, and individual SKUs and brands appear less visible on the shelf. Shoppers appear to spend more time finding exactly the product they intend to buy and less time exploring other options.  

                    Visibility in the first 5 seconds dropped significantly, as did attention to the key zone, meaning shoppers’ exploratory behavior decreased and they are possibly spending time on shelves analyzing price tags instead of browsing products.  

                    However, the likability of products significantly increased, meaning they were found to be more and more attractive and relevant.  

                    Is e-commerce a saving grace for FMCG in the US? 

                    With increased e-commerce spending, we can expect that FMCG in the US will potentially remain healthy. It is also interesting for this market that on the pack navigation, the US stands out by brand importance.  

                    This is the only region where brand logos are gathering more consumer views. Like other markets, secondary images lost visibility while claims gained it. This suggests shoppers want to be more certain they are getting the product they intended to buy beforehand, meaning shopping is more targeted.  

                    Very similar patterns are evident in the European markets as well; although actual shopping hasn’t yet universally decreased, there are indications that shoppers are more cautious (relying on tried-and-true brands) and therefore less exploratory.   

                    The nonfood category remains stable but claims gain importance  

                    Even though non-food products are still in the same or similar demand, and even though post-pandemic cravings among shoppers are strong, when spending money in times of crisis, they may feel the need to justify their spending, so they will turn to claims and question them, having more information now than during carefree pre-pandemic times.  

                    This higher level of caution is confirmed when looking into navigation patterns in the non-food category. Claims have gained significantly more consumer looks resulting in a 50% increase in claim visibility. Other pack elements, particularly imagery, both primary and secondary, suffered in consumer attention.  

                    Our packaging and claim expert, Tijana Lukic, provides more context in terms of what post-pandemic consumers look for in the non-food category.  

                    “End-user benefits are most important, and the more specific and concrete they are, the better.“ She also notices that shoppers have become true experts, they are knowledgeable about ingredients, their benefits, and their risks, so they choose cautiously.   

                    “Shoppers are open to innovation in this category still, but they need to be educated by the pack design about what the innovation brings for them. So, the concrete benefits are appreciated. Sustainability of the product is important, but it hasn’t exited the nice-to-have category yet in most non-food categories.”  

                    Latin American market can expect further decreases in FMCG   

                    In the Latin American market, on the other hand, shelf purchases significantly decreased, but not only that; consumers are consciously saving. Even stated purchase intent, which usually lags the actual purchase, shows a decrease in this market. This suggests we can expect further decreases in FMCG in LATAM.    

                    Conclusion  

                    With all of these insights in mind, it is evident that different markets show different results depending on their strengths and weaknesses. However, the pressure of one crisis after another can be more or less felt everywhere. Even though the average consumer wishes to go back to his previously carefree life and spending, their budgets simply do not allow it.   

                    From the producer’s perspective, category leaders are under more pressure than ever to sustain their market growth. If you are interested in this topic and want to learn more, register for GreenBook X EyeSee webinar on How Category Leaders Adapt to Post-Pandemic Consumer Behavior here – https://bit.ly/3Kwcs7D 

                    Interested in findings from our pricing studies from the US and which categories have we researched? Read all about it here or you can check out the full webinar featuring Heather Graham (Director Client Service @ EyeSee), Sasa Radojevic (Sr Shopper Insight Manager @ EyeSee), and experienced retailer & Awarded 2022 Top Women in Grocery (TWiG) Raina Rusnak.

                      Thanks for your interest!

                      We”ll get back to you promptly