While gaming across Asia remains serious business, followership, engagement and the most popular titles vary greatly market by market. What is an established pastime in South Korea remains a relatively new yet fast-growing phenomenon in Japan.
The world is increasingly complex, instrumented and virtual. There’s vast amounts of information about consumers and the factors that influence their behavior that simply didn’t exist in the data warehouse era. Here, we take a closer look at how all this data will affect retail when it comes together with recent technology trends.
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.
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?
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.
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.
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.
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.
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.
Innovation isn’t easy. Globally, at least 90 percent of new product introductions fail in the year they launch. India is often viewed as a hotbed of innovation, but truth be told, the odds of launching a breakthrough success in this market may not be meaningfully better than anywhere else in the world.
Most consumers don’t see enough benefits from mobile payment programs to give up their cash or plastic—despite technological advancements or broad availability. At best, marginally better transaction speeds that typically accompany these digitized payments are quickly outweighed by shortcomings in other areas.
Consumers don’t live their lives within the crisp confines of existing UPC classifications, and latent demand rarely pops neatly from customer surveys or focus groups. And that’s the challenge for innovators today on their quest for breakthrough innovation success—understand your consumer and more importantly, identify their unmet needs.
Looks can be deceiving in India’s fast-moving consumer goods (FMCG) market. In spite of the sector’s stable, growing and lucrative appearance, it remains highly elusive and competitive. It’s also very sensitive, as one new product or a simple innovation can change market share in just a matter of days.