Online New Zealanders now spend close to half a standard working week (18 hours) getting their digital fix, up from 15 hours in 2015. Accessing the internet from a mobile device is now well and truly commonplace for nearly 8 in 10 (78%) online Kiwis- up from 65% in 2015.
The traditional channels and your traditional consumer will most likely not be where your growth will come from in the next few years. Despite facing the lowest growth environment we have had in decades, the opportunity for growth is there if we think small.
When it comes to sport, it is the willingness to prepare to win that sets apart the most talented athletes and the best teams. And with the Australian sports industry facing an unprecedented level of change and disruption, it has never been so important to prepare for what’s to come in order to stay ahead of the game.
Today, access to information is unprecedented, consumers are empowered to make smarter buying decisions and marketers have amassed immense quantities of data about consumers. Technology has transformed many industries permanently, but perhaps none as much as marketing.
When it comes to growth, it’s hard to ignore what we’re seeing in emerging markets. In fact, they’re currently generating two-to four-times the FMCG growth of developed markets. But just because the big picture boasts big opportunity doesn’t mean capitalizing on the right opportunities is easy.
Compared with the everyday consumer products we buy frequently, like paper towels and boxed cereal, durables have a much longer shelf life. Items like electric razors, coffee makers and irons fall into this category, and they play key roles in the everyday lives of consumers—yet in much different ways than fast-moving consumer goods do.
What do dental chews for pets, adult incontinence undergarments and sweetened light beer have in common? On the surface, absolutely nothing. A closer look, however, reveals that each solved a specific "job to be done."
We’ve gotten used to emphasizing the divide between digital and physical, but it’s quickly disappearing: when digital data about the physical world is comprehensive, real-time and freely available, the physical and digital augment each other.
When testing innovations, it’s risky to ask consumers to compare a new concept against an actual product that they currently purchase. This unbalances the entire evaluation by setting up an unfair comparison.
The market for dairy products is highly saturated, and driving new growth can prove challenging. However, Nielsen research shows that consumers who purchase cheese on a weekly basis have a very distinct profile and appealing to this group of cheese lovers could uncover new growth opportunities.
Millennials (aged 18 to 34) are less likely to drink than their elders. As such, Millennials pose a challenge to alcohol marketers because of the range of factors that influence their drinking choices.
FMCG success today is now dependent on quality product images, solid SEO and prominent placement on e-tailer websites—far more so than simply having an abundant quantity or variety on the shelf at the local store.
Unbeknownst to most consumers, tremendous thought goes into developing even the most commonplace products. As a result, product development in the FMCG industry is anything but fast-moving. But what if algorithms could help streamline the process and the outcomes?
The variety and increasing scale of data, as well as the scope of activity it is meant to inform, demands a solution that goes well beyond a simple enterprise data warehouse. So what might that more robust solution look like?
Innovations in the U.S. liquor market are creating new avenues for growth; and there are a number of key trends that New Zealand can learn from to boost local liquor sales. Danny Brager, Senior Vice President of Nielsen’s Beverage and Alcohol Practice presents the latest Beer, Wine, Cider and Spirits trends.
How many things can you say for certain that you're paying attention to, or even seeing, at any given moment? Our brains just aren’t good at recalling the kinds of details marketers need to evaluate their efforts in a complex world. That’s where the right neuroscience tools can help.
Companies striving for “leaner, bigger, better” innovations require realistic marketing inputs and an accurate forecast to identify their most promising initiatives. Proving that “consumers love it” without a realistic volumetric assessment simply isn’t enough.
Unconstrained by physical walls, e-commerce retailers offer a huge inventory of products in endless aisles. Unfortunately, our physical world product coding processes can’t scale to e-commerce: they’re too costly and too slow.
The premium sector is growing globally, and as it turns out, it isn’t ritzy categories like diamonds and champagne that are topping the charts. Rather, global consumers are most often willing to trade up for everyday consumables.
In the coming decades, machine learning will transform work as we know it. And unlike previous revolutions, which primarily affected blue-collar workers, the smart machine revolution has white-collar workers in its sights.
Most new product launches are “small” or “sustaining” innovations, which include the many, many brand extensions that large companies launch year after year. These launches are absolutely essential for growing existing brands and defending shelf space.
Most of the customer data companies gather about innovation is structured to show correlations rather than causations. Yet after decades of watching great companies do poorly at innovation, we’ve come to the conclusion that the focus on correlation is taking firms in the wrong direction.
Brands armed with new products have always rushed to be first to market, as first movers often establish a stronghold that can be difficult for later entrants to break into. But being “first mover” at the expense of being “best mover” can often lead brands to competitive disadvantage.
Growing a brand isn’t easy, especially for those in in crowded categories. But even the most established categories change over time, and even categories that appear stable may be one critical innovation away from awarding one brand a significant long-term advantage.
Marketers often think of “earned” media as asymmetric marketing opportunities—they’re cheap and fast, which make them quite easy for smaller brands to exploit. But the power of earned media as an asymmetric strategy is more appearance than reality.
When it comes to choosing a product, do consumers prefer global brands or local ones? Around half of New Zealanders (52%) try to buy NZ made products as often as possible but it really depends on the category.
Typically, small teams build concepts, get qualitative or quantitative feedback, refine concepts, collect another round of feedback, and so on, until they arrive at a “winning” concept. This technique works well, but it suffers from one major drawback: It often produces ideas that are good enough but not the best.
VOD services are undoubtedly transforming the way audiences consume video, so it’s important to tune in to what’s driving engagement around the world. Our recent online global survey found that while several strong motivating factors will support continued growth, there are a few barriers to be mindful of, too.
Lines between physical and digital worlds are blurring. In a market where growth outside of inflation has been stagnant, the future of the Australian grocery industry hinges on, among other factors, retailers and manufacturers leveraging technology to satisfy shoppers however, wherever and whenever they want to shop.
The Nielsen Global New Product Innovation Survey found that close to three in five (57%) global consumers said they had bought a new product in their last grocery shop. Australian consumers appear more skeptical when it comes to trying out new products, falling 20 percentage points below the global average at 37%.
As the media landscape evolves, so too do the sources consumers use to find out about new products. Globally, shoppers' reliance on earned media is growing while their attention toward some paid media sources are declining.
Globally, more than six-in-10 respondents (63%) say they like when manufacturers offer new products. But while consumers across the globe are enthusiastic about new products, their purchasing patterns vary widely.
Brand building can be costly and time consuming, so the ability to grow via line extensions—the use of an established product brand for a new item in the same category–can be extremely advantageous. In fact, line extensions are approximately three to four times more common than “new manufacturer” and “new brand” launches combined.
At Nielsen’s annual Consumer 360 Conference, Nielsen CEO Mitch Barns and Daniel Zhang, CEO of China-based Alibaba, sat down to discuss how global companies are leveraging digital and big data for commercial gains amid growing fragmentation, technological developments and evolving consumer demand.
Innovation matters. In the consumer product realm, it can drive profitability and growth, and it can help companies succeed—even during tough economic times. On the opposite side of the sales counter, consumers have a strong appetite for innovation, but they’re increasingly demanding and expect more choice than ever before.
Ask a room full of people what drives behaviour – emotion or reason, and the answer will invariably come back in unison: emotion. Therein lies one of the many reasons Consumer Neuroscience exists: it measures the unspoken and unconscious reactions to advertising, and gives advertisers an insight into what is engaging or disengaging about their ads.
Sales of over-the-counter (OTC) pharmacy products is now a $5 billion industry in Australia – growing at a healthy five percent over the past 12 months. The latest quarter, which included the winter season, delivered even stronger growth. Notable sales increases for the vitamins and supplements, cough, cold and flu, and cosmetic skin categories are fuelling positive market performance.
All established companies must address a key challenge: How to find the next disruptive innovation while reacting to the disruptive innovations of others. To use the language of this year's TIBCO conference, how can one “ride the disruption wave”? Mitch Barns explores three things he's found that can play a big role.
The latest results from the third round of IAB Australia/Nielsen mobile panel data for July 2014 reveals that 52 percent of our digital time is spent on mobile devices. App usage heavily dominates the time we spend on our smartphones and tablets and apps also generate the highest levels of engagement.
Five short years ago, the iPad was a dream and smartphones were a luxury. At a time when most publishers were grappling with ways to serve content via their websites, their consumers were already on a path to a historically unprecedented adoption of media devices. Today, tablet devices are now in half of all households while seven in 10 Australians over the age of 16 already own a smartphone.
We are bombarded with thousands of visual advertising cues every day; Australians see an average of 120 TV ads per day! So it is baffling how few agencies are taking advantage of the opportunity to know - not guess - how their concepts will fare in the real world.
Successful companies in the private sector have gained deep insight into consumer psychology and individual and collective decision-making. Public policy leaders and program managers can make use of these insights to improve significantly the likelihood of success in achieving their policy goals.
Special K is an iconic brand with a strong following in Australia – it exists to nourish every woman’s journey to her own best self. But what if a new savoury, snack version was introduced? Would Australian consumers enjoy it and buy the product?
Earlier this week, I had the honor of participating in a panel at the Aspen Ideas Festival. The topic—“Global trends that will affect us all”—hit on the key issues that will shape our economies and cultures for the next 20 years.
What do dieting, parenting and innovation have in common? All three have a surplus of books telling you how to succeed, but few of these guides actually work. And many of these solutions fail for the same reasons: they frame the fix in terms of mastering a set of tools, tips and tricks. To really change innovation outcomes, core beliefs about the innovation process must change.
The average Australian healthcare customer is almost 150 times more likely to be shopping with a headache or feeling ill, than not. As a result, price is often not a key consideration while in store – it comes down to other triggers such as efficiency, helpful/friendly staff and value.
Liquid breakfast has gained significant popularity among Australian consumers and has more than doubled its buyers in just five years. In 2013, one in four (25.5%) households chose to start their day with liquid fuel – up from 9.1% in 2008.
Innovation takes practice, a focus on the fundamentals, and creativity. It takes attention to detail and a passion for turning great ideas into products that consumers want. Great innovators make it look easy, almost magical. But into every breakthrough innovation goes immense time, discipline, and analytics.
In a market where volume consumption per capita has steadily trended downwards since 2008 (see chart 1), new products have been critical in driving up spend levels and overall dollar growth for the wider beverage sector.