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Market Opportunities and Innovation image

Oportunităţi de business şi inovaţie

În prezent, mărcile se confruntă cu o presiune tot mai mare pentru a-şi păstra relevanţa în ochii consumatorilor, pe o piaţă tot mai aglomerată şi mai competitivă. Este crucial să ştiţi când, unde şi în ce mod să oferiţi consumatorului experienţe convingătoare, care să creeze valoare adăugată atât pentru el, cât şi pentru marcă.

Pentru a identifica oportunităţile de inovare din piaţă este necesar să obţineţi un echilibru corespunzător între tendinţele competitorilor şi factorii de influenţă, pe de-o parte, şi nevoile în continuă evoluţie ale consumatorilor pe de altă parte. Pentru a avea succes, mărcile trebuie să înţeleagă modul în care trebuie să-şi conecteze noile produse sau servicii la vieţile consumatorilor finali.

GfK concepe şi dezvoltă noi experienţe emoţionale care să păstreze prospeţimea mărcii dumneavoastră şi să îi menţină relevanţa în ochii consumatorului. Vă ghidăm în procesul de inovare - de la planurilede dezvoltare la prognoze privind lansările de produse. Livrabilele pe care vi le oferim includ un pipeline complet de noi experienţe (validate pe baza celor mai relevante criterii de piaţă) şi un plan de activare care va defini locul, momentul şi modul de obţinere a beneficiului dorit.


Găsiți cele mai noi date și interpretări pentru soluțiile legate de Oportunităţile de business şi inovaţie. Vedeți toate informațiile

    • 11/20/14
    • Market Opportunities and Innovation
    • Romania
    • Romanian

    GfK lanseaza o solutie de cercetare care identifica oportunitatile de crestere a afacerii prin inovatie

    GfK lanseaza GfK FutureWave, o abordare consultativa in cercetarea de piata al carei scop este sa identifice spatii de inovatie profitabile, pe baza unei ecuatii ce integreaza elementele culturale si tehnologice cu impact asupra consumatorului.
    • 01/20/17
    • Consumer Goods
    • Market Opportunities and Innovation
    • Global
    • English

    Voice analytics unlocks critical insights for concept and ad research

    Many products go through a series of consumer tests before they hit the market. This is to measure how consumers will respond to them, allow for optimization and sift the wheat from the chaff. In the past this has led to some improvement of market reception but the number of product failures still remains really high. We have seen that traditional approaches to concept testing simply aren’t the best fit for purpose today. Businesses need an innovative approach that embraces people’s emotion and subconscious response and connection to a brand or product rather than only a rational and articulated response. We have seen that bringing in this emotional connection allows for a better prediction of success.

    Voice analytics: Holistic measurement for better insights

    Voice analytics in market research is opening up many avenues to better understand the consumer. It is now possible to measure Emotional Impact by simply asking respondents what they think of the new idea or experience. By listening to what (words) people say and how (tone, pitch, rhythm) they say it, both the implicit thinking (System 1) and explicit thinking (System 2) can be captured. This provides an authentic way to understand the emotional and rational impact of new products and experiences. Using voice analytics can shorten questionnaires and increase the amount of data gathered from consumers whilst increasing the engagement – a good thing for the industry! An application of this is to use the volume of unstructured data to capture these Voiced Thought Streams in response to key topics – like purchase journeys or in-store experience. We can now use this non-rational component of the response to understand the emotional reflection of the experience and to ask new and evolving questions. We are able to dig deeper into the in-the-moment journeys of consumers and understand how their day-to-day lives are working towards or hindering the short-term sales and long term Brand Equity.

    Voice analytics in ad testing

    Recently we tested popular ads in the UK market and the findings were quite profound. We combined the rational thought-out response and sentiment, along with the non-rational passion. This combination allowed us to understand a full 360 degree view of how the ads are being received by the market and the impact – emotional and rational – on the consumer. As expected, the flashy and quirky ads did well in engaging the audience. However, when we dug deeper, the brand mentions and associations for these ads were quite low and although people were engaged in the creative ads, the “boring” ads scored better on brand mentions and associations. The solution is not one or the other, but rather both – clearly the goal is engagement and brand association. Market research now has compelling and scale-able tools to measure both of these consumer parts to better measure ads and concepts to predict success. Bradley Taylor is the Country Manager of Consumer Experiences at GfK. Please email to share your thoughts.

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    • 11/30/16
    • Public Services
    • Market Opportunities and Innovation
    • Trends and Forecasting
    • Global Study
    • Global
    • English

    Generosity lives: Four in ten people help others a minimum of once a month

    Mexico, USA and Netherlands lead for populations who help others a minimum of once a month. Men slightly ahead of women overall, while 20-29 year olds lead across age groups.
    • 11/28/16
    • Technology
    • Market Opportunities and Innovation
    • Connected Consumer
    • Global
    • English

    The paradox of innovation in the tech sector

    Tech companies are constantly releasing their latest product “innovations” as they attempt to find the growth that the sector craves. From new versions of tablets and smartphones to kitchen appliances, these aren’t the game-changing innovations that will halt market stagnation and prevent decline. Where is the growth in the tech sector going to come from?

    Innovation is the route to growth

    Innovation, in the true sense of the word, means finding new and different ways to solve customers’ problems. Genuine growth in the technology sector can only be achieved this way. If the prevailing approach of evolution rather than revolution persists, many of the companies that are around today will no longer exist in the next ten years. It’s not just me who thinks this. John Chambers, former CEO of CISCO, agrees: “If you don’t reinvent yourself; change your organization structure; if you don’t talk about speed of innovation, you’re going to get disrupted. And it’ll be a brutal disruption – the majority of companies will not exist in a meaningful way in 10 to 15 years from now.” Technology is a competitive and disruptive industry. We’ve seen startups with the backing and funds threaten established players with ground-breaking innovations that change consumers’ lives for the better. They are meeting a need. Today’s Connected Consumers and B2B customers are more demanding, better educated and less forgiving than ever before. They’re hungry for genuinely new technology. And they are increasingly adept at identifying – and ignoring – slightly updated versions of technology they already have. This approach simply can’t generate the kind of sustainable growth that technology companies all over the world are trying to achieve. Put simply, product innovation is getting harder in this sector.

    Innovate through the consumer, not the technology

    So how exactly do you go about being innovative? The most important requirement arguably is to let go of the obsession with the product. For the longer you focus on the technology, the less likely you are to invent something that is genuinely innovative. The real route to innovation lies with the end customer. It is only by focusing on your target audience – whether domestic or business – that you will be able to create technology that is genuinely new, necessary, relevant and desirable. We’re not just considering product innovation in this discussion. It’s worth remembering that innovation comes in many forms. You can innovate the experience, position or re-position a brand, optimize existing portfolios and invent new brand strategies, identify and target new markets, business models, channels and customers.

    Three key elements to successful innovation

    I believe there are three key elements to successful innovation:
    • First, you need a deep understanding of the end customer and the evolving market landscape. You need to be able to cut through the noise to capture where your potential customers and the market are heading.
    • Second, you need to craft meaningful and relevant propositions that resonate with buyers within your segment. Even the most original idea won’t succeed if it doesn’t meet a genuine need.
    • Third, you need to bring your proposition to life using “experience design”. Be sure to create a meaningful and memorable experience for customers.

    Think like your end customer

    Whether it’s for consumers or businesses, how you communicate your innovation is crucial. You must anticipate the different factors that enable adoption. An emotional connection with your innovation is every bit as important as the product itself, perhaps even more so. Get this right and you’ll have the “eureka” moment you’ve been waiting for. Get it wrong and your latest innovation won’t make it further than the early adopters and a review in the specialist press. If there’s one thing that I would like the technology industry to remember it is this: customers, customers, customers. Whether you target the B2C or B2B market, if we’re more passionate about the technology than we are about the end users who will – or won’t – use it, then John Chambers’ doom-laden prediction may come true. I am more optimistic. I believe that together we can create the radical departures needed to reinvigorate the global technology sector. We can find genuine innovation that will lead to the growth we yearn for. But only if we can put the end customer – not the technology – at the heart of the creative process. Karl Pfister-Kraxner is the Global Head of Technology at GfK. For more information or to share your thoughts, please email
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