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Market Opportunities and Innovation

Brands are under constant pressure to maintain relevance in an increasingly crowded market. Knowing when, where and how to deliver compelling experiences that create added value for both consumers and brands is critical.

Identifying market innovation opportunities means getting the right balance between competitive trends and market influencers and evolving consumer needs. To succeed, brands need to understand how to connect new products or services with consumers’ lives.

GfK designs and develops new emotive experiences that keep your brand fresh and relevant by anticipating future needs. We guide you on your innovation journey - from growth planning to product launch forecasts. Core deliverables include a compelling pipeline of new experiences, validated against all relevant market criteria, and an activation plan that defines where, when and how to win.

Sean McConville
Sean McConville
Australia and New Zealand
+61 3 8415 9555
Melanie Helmy
Australia
+61 3 8415 9555
Success Stories
  • Commercial assessment of a new immunotherapy

    Commercial assessment of a new immunotherapy

    21.09.2016

    We conducted secondary research to explore the current sepsis market and the current and future competitive landscape.

    Situation

    As part of due diligence on a potential in-licensing target, we were asked to provide an independent expert view on the commercial potential for an innovative treatment for severe sepsis.

    This required us to:

    • assess the size of the targeted severe sepsis population, diagnosis and treatment rate
    • understand the current treatment patterns, unmet needs and expectations and opportunities for new treatments
    • review the current and future competitive landscape
    • test potential target product profiles
    • develop potential pricing, access and uptake scenarios for the different target product profiles(TPPs)
    • establish revenue potential based on the different scenarios
    • highlight the critical success factors and risks

    The geographic scope included France, Germany, Italy, Spain, the UK, the US and Japan.

    Approach

    We conducted secondary research to explore the current sepsis market and the current and future competitive landscape. We then undertook primary research with payers and key opinion leaders to address any gaps in our research, to test potential TPPs and to gain external validation on potential pricing, access and uptake scenarios.

    Outcome

    We delivered our top-line findings on the critical areas for commercial success in an executive presentation. In addition, we supplied a detailed report of the research findings, including feedback about the actions the client should take to maximize the commercial potential of the asset.

    Click here to download our success story

    Timothy A J Fitzgerald
  • Driving informed investment decisions for a new treatment

    Driving informed investment decisions for a new treatment

    21.09.2016

    We collected extensive information on disease prevalence, diagnosis and treatment guidelines and the pricing and reimbursement landscape through desk research in the EU5

    Situation

    Before taking an in-licensing decision for a new drug targeting primary biliary cirrhosis and non-alcoholic steatohepatitis, our client wanted to assess the commercial opportunity for the treatment. This required us to:

    • assess the size of the target population, the competitive landscape and the target product profile
    • evaluate the willingness to pay for new treatments, potential price opportunity, diagnosis and treatment rates, target treatment population size and likely market share
    • obtain actionable recommendations and a revenue forecast model to inform its decision

    Approach

    We collected extensive information on disease prevalence, diagnosis and treatment guidelines and the pricing and reimbursement landscape through desk research in the EU5 (France, Germany, Italy, Spain and the UK) and the USA.

    Then, we used this information to develop primary research materials, including prereading material and a discussion guide and subsequently interviewed key opinion leaders, physicians and payers in the scope markets.

    Finally, we built a forecast model based on realistic assumptions of market performance.

    Outcome

    Our final forecast model and report covered multiple scenarios for the drug we assessed.
    This enabled our client to make an informed investment decision.

    Click here to download our success story

    Timothy A J Fitzgerald
  • Simulating the future market for inflammatory disease biosimilars

    Simulating the future market for inflammatory disease biosimilars

    21.09.2016

    Our client wanted to help affiliates in eight countries to better understand the threats and opportunities this evolving competitive landscape will bring in the years ahead.

    Situation

    Two opposing forces are shaping drug prices in the inflammatory disease market: the downwards pressure from biosimilars and upwards pricing aspirations of bio-betters. Our client wanted to help affiliates in eight countries to better understand the threats and opportunities this evolving competitive landscape will bring in the years ahead.

    Approach

    We designed, planned and facilitated a series of country-specific, interactive war games tosimulate the evolution of the inflammatory disease market landscape over several cycles.

    These sessions helped to increase awareness and deliver insights to the pharma company’s affiliates in the UK, Germany, Italy, Spain, Netherlands, Sweden, Norway and Denmark. We also identified strategies and tactics, including risk mitigation, to maximizecommercial success in the target markets.

    Outcome

    We delivered country-specific reports to our client’s affiliate teams to help them understand how pricing and market dynamics are likely to evolve in the years ahead. In addition, we synthesized the lessons from each war game into a Europe-wide learning package.

    Our client now has a consolidated set of learnings that are helping them validate the opportunities for, and threats to, their European strategy.

    Click here to download our success story

    Timothy A J Fitzgerald
  • Adding value to anti-aging haircare market

    Adding value to anti-aging haircare market

    28.06.2016

    We helped a beauty company in Japan identify innovation opportunities in the haircare market.

    Situation

    Our client wanted to uncover new opportunities in the market for anti-aging haircare products for women.

    Approach

    We conducted seven focus groups with six respondents and follow-up online interviews with 19 respondents. This gave us a wealth of qualitative information about women’s fears about aging, their concerns about anti-aging haircare products and their interest inproducts that can help them delay visible signs of aging. For insight into the emerging trends affecting consumers, we also examined the latest developments in the haircare market as well as in anti-aging product segments such as vitamins, functional foods and drinks, and fitness products. We used our predictive benefit framework to segment the features and benefits consumers sought from anti-aging hair products. Based on these insights, we recommended ways the client could develop innovative products.

    Outcome

    We identified a range of emerging benefit areas where our client would be able to define white spaces for innovation. We revealed an array of “tipping points” where the beauty company could deliver new anti-aging hair concepts to the market that would set it apart from the competition.

    Click here to download our success story (short version)

    Click here to download our success story (long version)

    Yoko Nitobe
    Japan

Related Products for Market Opportunities and Innovation

Latest insights

Here you can find the latest insights for Market Opportunities and Innovation. View all insights

    • 08/01/17
    • Market Opportunities and Innovation
    • Global
    • English

    Trade iteration for innovation and break the mold of your brand

    There must be a reason why the same Broadway shows get revived, again and again. Why is it that every other movie that comes out is a sequel? Why do the same songs keep getting covered down through the generations, from “My Way” to “Stand by Me”? The principle is simple: People like what they know. And when we go to spend money on pretty much anything – from $200 play tickets to a $1.29 digital audio file – we want to maximize our probability of satisfaction and comfort.

    The essence of branding

    This is, after all, the essence of branding; when a company or product or entertainer does something consistently well, we come to trust that brand – and we give it our business. But, as we saw in the examples above, familiarity can become a crutch – even an impediment. As you are listening to your favorite band play your favorite album live for the umpteenth time, you may notice that the thrill is not quite the same. Sure, you knew what you were going to get, and you do like it. But where is the excitement of risk and discovery, the adventure of busting out and maybe waking up a few new brain cells?

    The hazard of brand inertia

    Brand and product managers can suffer from the same laziness or inertia; and for them, it can truly become a hazard. You think you are resting happily in your sweet spot – and then you notice your competitors a half mile down the road in front of you. By the time you get used to standing up and walking again, they’ll be way past the horizon. In the world of product development, the word innovation gets plenty of use, but if we look at what we are doing with a critical eye – from the perspective of a new customer or hungry competitor – we may discover that we are actually iterating, and not truly innovating. What is the difference? Iteration is advancement through noticeable but modest improvements. In short, incrementalism. Your new car gets slightly better mileage than the last one. Your new TV set is a few inches bigger and has better resolution than the one you just put on the curb. Your new credit card gives you 1% cash back…but how long will it take to get rich on those rewards?

    Unlocking true breakthrough innovation

    Too often, brand managers refer to this kind of iterating as innovating. Rather than taking a bold, risky leap, they stay mostly with what they know – only tweaking on the fringes. And the scary part is that your loyal customers may seem to embrace this, rewarding your “small” thinking because they loved you before and don’t want to see you change too much. That is, until one of your competitors comes out with a breakthrough innovation – something that truly changes their lives in meaningful ways – and then you are toast. So, what can you do to get out of your groove and unlock true innovation – the kind that makes you feel a little nervous and giddy at the same time? Our Market Opportunities and Innovation team can help with some key steps:
    • Find inspiration – whether through breakthrough products of the past or unfamiliar stimuli of all kinds, it is essential to go beyond drudgery and really feel enlivened and emboldened by your innovation.
    • Leverage a framework – it is hard to get to any destination without a map or a few guideposts; even the best guitar solos are following some sort of a key or time signature. A proven context and approach for helping innovation take shape is key.
    • Future-proof your brand – think not about the market you have today, but the one you are likely to be facing five or ten years from now. What will still be impressive to consumers, even then?
    The takeaway is clear: To make the most out of your brand, and even your own career, do not become an oldies act. The key is learning to feel comfortable breaking the rules that you yourself probably wrote; and once you’ve tasted that feeling, you will probably find it delicious. Rob Hernandez is the Executive Vice President of Market Opportunities and Innovation at GfK. To share your thoughts, email rob.hernandez@gfk.com or leave a comment below. hbspt.cta.load(2405078, '730f9910-ae41-4e27-a46c-f9fc28cf3c99', {});
    • 06/29/17
    • Technology
    • Market Opportunities and Innovation
    • Trends and Forecasting
    • Global Study
    • Connected Consumer
    • Global
    • English

    Teenagers and higher-income households most likely to struggle with technology addiction

    One in three people find it difficult to take a break from technology, even when they know they should. China, Brazil and Argentina have highest levels who struggle to take a tech break. People in Germany, Netherlands and Belgium lead for finding it easy to ‘unplug’ .
    • 05/25/17
    • Market Opportunities and Innovation
    • Trends and Forecasting
    • Global Study
    • Consumer Life
    • Global
    • English

    Opportunity for brands that can give back time or experiences to consumers

    Three in ten people (31 percent) would firmly prefer to have more time than more money – compared to only nine percent who firmly disagree with that. And over four in ten (44 percent) firmly believe that experiences are more important than possession – compared to just three percent who firmly disagree with that. 
    • 04/27/17
    • Travel and Hospitality
    • Market Opportunities and Innovation
    • Trends and Forecasting
    • Global
    • English

    Almost twice as many people prefer relaxing vacations to active ones

    Internationally, 59 percent of people prefer a relaxing vacation, while 35 percent prefer an active one. Brazil, South Korea and Japan lead for favoring relaxing vacations; Italy, France and Spain lead for active holidays. Teenagers are the most energetic, with 43 percent preferring active vacations.
Contact us
Sean McConville
Australia and New Zealand
+61 3 8415 9555
Melanie Helmy
Australia
+61 3 8415 9555
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