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Brand and Customer Experience

Brands are under pressure to develop emotional connections and relationships with consumers and business decision makers.

Success relies on delivering experiences that resonate with our clients’ target audience(s), across every experience point that consumers have with a brand, products or services.

We help our clients enhance their brand and customer relationships by analyzing and optimizing the emotional imprint – the customer experiences that drive immediate purchase decisions, as well as long-term connections. And we provide this at local, regional, or global level.

Our brand and customer experience (BaCE for short) research addresses the many touchpoints across the customer journey, creating lasting emotional conne

Success Stories
  • Improving market impact by testing brand strength

    Improving market impact by testing brand strength

    28.06.2016

    We helped our client understand ways of improving its brand relationships with its target audience.

    Situation

    This client is a significant player in the market for compact, stylish and fuel-efficient city cars. It wished to learn more about how consumers relate to its brand and how to create a deeper emotional bond between customers and its brand. The manufacturer also wanted to assess the customer-brand relationship and the performance of a new model.

    Approach

    We employed our customer-brand relationship (CBR) framework in Germany to investigate how strong and positive consumers’ connections were with our client’s compact car. We also benchmarked the manufacturer’s brand relationships with its customers against those of its category competitors.

    Outcome

    Our research found that the auto company enjoyed strong relationships with 38% of consumers, while its top two competitors had strong connections with 46% and 47% ofcustomers respectively. Additionally, its brand had the highest share of negative relationships with consumers at 11%. Taking these findings into consideration, we were able to propose ways our client could improve its brand impact in the market, such as leveraging its joy of life attributes to increase brand equity and catch up with its competitors.

    Click here to download our success story

  • Validating and rebuilding retail assumptions for a pharma leader

    Validating and rebuilding retail assumptions for a pharma leader

    24.06.2016

    Our research gives our client insight into the “moment of truth” in antidiarrheal drug purchases.

    Situation

    The company was facing major competition from cheaper alternatives, especially generic versions of the drug. It suspected that its marketing campaigns were also benefitting its rivals by creating shopper interest in over-the-counter antidiarrheal medicines. The organization asked us to investigate.

    Approach

    The pharma manufacturer wanted to understand the “moment of truth” in the shopping experience – when a customer decides which brand to buy. Our methodology explored the behaviors of both protagonists in this event: the store sales representative and the shopper.

    We went on shop-along expeditions with consumers and interviewed them face to face toget a qualitative understanding of their behavior. We also did a quantitative, web-based study to measure the drivers of their actions. Then, we initiated mystery shopping to understand the actions of the pharmacy attendants.

    Outcome

    Our findings showed the client that many of its assumptions about the behavior of the shop clerks and shoppers were not accurate. This gave it insights that it could use to optimize marketing to consumers and merchandizing through the trade.

    The company had quantifiable data to drive its decisions and could use it to invest in brand communications and point of sales activation.

    Click here to download our success story

  • Understanding consumer perceptions of DIY pricing

    Understanding consumer perceptions of DIY pricing

    24.06.2016

    We investigated why Brazilians believed a hardware chain’s products were expensive compared to those of competitors.

    Situation

    A building materials and hardware company enjoyed a strong image in Brazil as a supplier of high-quality products at a premium. Facing the prospect of losing marketshare to its lower priced rivals, our client wanted to find out why customers believed its prices to be high.

    Approach

    We redesigned our tracking study to get a deeper quantitative and qualitative understanding of consumers’ perceptions around its pricing. We conducted around 2,500 face-to-face interviews each year across 14 cities and regions. In addition, we collected retail price data for our client’s stores and those of the competition. Qualitative interviews with store owners provided further insight into emerging retail trends.

    Outcome

    We found that customers thought our client’s offerings to be more expensive than they actually were because of its historic positioning and communication style. Stores reinforced the perception of high pricing by prominently displaying the most expensive goods and full price tags for items on sale. Based on this knowledge, the building material company took steps to address customers’ views of its pricing and to strengthen its image among Brazilian consumers.

    Click here to download our success story

  • Shaping consumer segmentation for the digital age

    Shaping consumer segmentation for the digital age

    20.04.2016

    We partnered with Orange to help drive its strong customer experience strategy by enhancing its consumer segmentation model for the digital age.

    The client

    Orange is one of the largest operators of mobile and internet services in Europe and Africa and a global leader in corporate telecommunication services.

    Situation

    Richard Clarkson, Head of Segmentation Research, Orange: “Our vision of Orange is to provide the best customer experience and connecting customers to what's essential in their lives. Our customer segmentation was simply too old; it was five years old. It needed a change. It needed to be updated, particularly in the light of what's happened over the last five years with smartphones and the changing competitive environment with over-the-top providers and also online low-cost providers. We asked GfK to help because of their industry understanding of technology, but also their expertise in segmentation and their understanding of advanced analytics and modelling.”

    Approach

    Richard Clarkson: “Our segmentation brief to GfK had some challenging parameters. Firstly, we needed a model that would work across our marketing activities and loyalty activities with customers, but at the same time helping inform our innovation department, our technocenter, on what customers might need in the next two to three years’ time. Another key parameter was that we needed a model that would work on a country level in places like Romania and Poland, which are very different to Spain and France. We wanted to try to keep consistent with one model so we had one voice and one segmentation that everyone within the group could be talking about.”

    Outcome

    Raniv Dale, Head of UK Technology, GfK: “One of the really delightful aspects of the segmentation was how successfully it was embraced by the local markets. A key part of that was having our GfK expertise on the ground to support the delivery and make sure it was meaningful for the local businesses.” Richard Clarkson: “Working with GfK has helped us embed the segmentation within the business, both at the group level, but also at a country level. And now we're working with GfK to develop another segmentation for our EMEA region.”

    Click here to download the success story

    Ranjiv Dale
    Ranjiv Dale
    United Kingdom

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    • Global
    • English

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    • 06/27/16
    • Brand and Customer Experience
    • GfK Digital Ad Pulse
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    • English

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