The current crisis has triggered many changes in consumer behavior. Some of these behavioral shifts are obvious, for example, the growth in online shopping. While others, such as the impact on price sensitivity, are less certain. You may be wondering:
Should I conduct pricing or portfolio research now? Can I rely on study results in this rapidly evolving market?
The ultimate answer to these questions depends on whether you have the right information to inform your decisions.
Much has been written about social distancing and the immediate impact on marketing across industries. You have likely already adjusted your short-term communication strategies. However, as you map out your long-term plans, much can be learned from the concept of psychological distance as it relates to recent events.
In this article, our Senior Vice President of Brand Communication explores how psychological distance played out during the early stages of the COVID-19 global pandemic. Reflecting on why Western countries responded differently to the crisis than certain Asian countries, helps understand how human decision-making works. Read on to learn more about the theory and how it could relate to you as a professional and as a human.
The COVID-19 crisis and the Corona crash are shaking the context for consumer decision behavior. As a result, the context for net revenue management (NRM) has also been disturbed for consumer goods companies.
Companies must adapt revenue strategies to the new situation, at the same time as consumers are adapting to “the new normal.” To be successful, you need to anticipate and influence consumer decisions in a changing environment. This holds true in times of normalcy, but especially during the recession to come.
Although the COVID-19 crisis is not yet over, learnings from previous crises and knowledge of consumer behavioral frameworks mean we can map out consequences for net revenue management strategies.
So, what should you consider in planning your next moves?
COVID-19, stay-at-home guidelines and in-store shortages triggered and forced a dramatic change in consumer habits and choices. A massive acceleration in online behavior is one of the most visible changes. Whether the choices that consumers make during the COVID-19 crisis become a new habit or not, understanding online consumer behavior will be increasingly important in the future.
We recently hosted a webinar where we explored what the new normal may look like and what eCommerce actions you should consider. or read on for three proven eCommerce strategies that can drive online engagement and conversion.
Consumer behavior is usually embedded in daily habits; sometimes consumers make more deliberate decisions. COVID-19 triggered a dramatic change in the context of consumer decision making: Many daily habits have come to an abrupt halt; more decisions are now deliberate.
Your company is probably feeling the immediate impact of these behavioral shifts and you may be charged with adapting short-term marketing strategies accordingly.
COVID-19 has radically changed the context in which we make decisions, disrupting many habits. No one can predict if the behavioral shifts will last or what the recovery period will look like.
Online shopping and media consumption will undoubtedly continue to grow (as it was pre-COVID-19) … but to what degree? Will brand-loyal consumers who switched brands due to limited stock eventually return?
FMCG revenue professionals are challenged with creating a win-win-win situation: Provide consumers with the right product at the right price, create value with retail customers in challenging times, all while delivering top and bottom line growth. And all of this while working within legal limits in countries that prohibit resale price maintenance.
Leading consumer goods companies are increasingly adopting a net revenue management (NRM) approach to tackle this challenge. By applying a structured approach to analytics and encouraging open-mindedness, companies like Unilever are maximizing their net revenue and profits.
A real-world market research case study with Big Data
The market research industry is no stranger to consumer data. However, the scale of “Big Data” generated through online behavior brings a host of challenges and opportunities for insights professionals and marketers alike. As consumers leave an endless supply of digital breadcrumbs online, how can we most effectively analyze and act on this behavior at the individual level?
Such was the challenge ArchDaily.com faced after amassing 20 terabytes of Big Data over the past three years. As the leading architectural website worldwide, interpreting this data was much more complicated than it had anticipated. With 150-200 million-page views a month, the company could see behavior volumes. However, ArchDaily.com didn’t know what was driving user behavior. It wanted to better predict architectural trends for and identify key drivers to optimize its online content strategy.
Exploring a virtual shelf approach to launching a premium brand
In 2018, Nestlé signed a $7.2 billion deal to market, sell and distribute Starbucks’ packaged products outside of the company’s cafes, providing Starbucks at home. With high brand recognition, Starbucks would clearly make an impact at the coffee shelf. However, one of Nestlé’s European insights team saw an opportunity to rethink the crowded grocery store shelf to drive even more growth – for Nestlé and its customers.
Albert van Meeteren, Nestlé’s Head of Consumer and Shopper Insights and Analytics, wanted to see how they could best launch Starbucks in a “new and innovative” way in Dutch supermarkets by focusing on in-store execution.
Exploring voice analytics in new product development research with Johnson & Johnson
Have you ever conducted early-stage innovation research and found yourself in a situation where you don’t entirely trust what consumer feedback is telling you? Many of us have had to deal with overstated interest and the need to dig deeper into unmet needs.
Uncovering both rational and emotional needs is vital for new product development (NPD) strategies – to accurately size the unmet need or opportunity for innovations. However, what is the best insights approach?