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12 Ways to Measure Brand Awareness
By E2E Research | February 7, 2023

To successfully grow your business, people need to know your brand exists. By measuring brand awareness, you can ensure your marketing strategies are doing exactly that. Before wasting a lot of time and money in the wrong places.

 

There are a variety of ways to measure brand awareness, each with their own purpose, requirements, advantages, and disadvantages. From direct and indirect to individual and group metrics, this list will help you choose the set of metrics that best suits the goals you have for your brand.

 

 

Direct Measures

 

Unaided Awareness: Unaided awareness is a very common metric wherein a targeted sample of people are asked to name any brands they can think of in a certain category. For instance, “Name five brands of computers” or “Name every brand of facial tissue you can think of.”

 

Pros: If people do name your brand, it’s clear that they are aware of it. This is particularly true if your brand name isn’t common or is difficult to spell.

 

Cons: People might not remember your brand name in the moment. Or, maybe they assumed that naming several brands was sufficient and they stopped just before naming your brand – which they did know. Just because people didn’t name your brand doesn’t mean they aren’t aware of it. You might consider this metric the lower bound of true awareness.

 

 

Decorative imageBinary Aided Awareness: Perhaps the most common and well-known metric is Aided Awareness. It’s usually measured in combination with, and after, unaided awareness by asking a targeted sample of people a simple yes/no question like “Before now, have you heard of E2E Research?”

 

Pros: It’s direct, clear, and won’t confuse readers. It’s easy to measure among a wide range of target audiences and regions without the need for any special software or technology.

 

Cons: However, this question suffers from acquiescence bias. Research participants very much want to help researchers achieve positive results and this includes trying to remember things they actually don’t quite remember. Perhaps they feel like they should remember the name or that they’ve probably heard the name, and consequently select “yes” when they shouldn’t. It’s not necessarily done out of malice, but rather poor memory or a conscious or unconscious desire to be helpful.

 

 

Multi-Select Aided Awareness: Unlike binary aided awareness, multi-select metrics present 5 to 10 brands for people to react to. People might recognize none, some, or all of the brands. The question usually looks something like “Before now, which of these brands had you heard of?”

 

Pros: Because people can’t tell what the target brand is, there is less incentive or desire to provide a positive “yes” response to every single brand. It feels natural to leave some brands unselected because people know they haven’t heard of every brand that exists. As such, this technique works well for brands that are uncommon or rare.

 

Cons: People could still select brands that they’ve never heard of before simply because people are being people. That’s why it’s a great idea to include some fake brand names which serve as a baseline for false memory.

 

 

Decorative imageAttribute Awareness: Go beyond simple recognition of your brand name to understand whether people know what your brand is about. It’s certainly not brand awareness if people know your brand has something to do with food but they don’t know if it’s dried soup or soda.

 

After you have confirmed that people can recognize your brand name, invite them to select or write out a series of words to describe the brand’s main category or key features. The animated gif illustrates the selection of emotions but it could also reflect a set of product categories or features.

 

Pros: This method ensures that people know when you’re referring to Dove soap vs Dove chocolate, or that Sysco food distributors Is not the same as Cisco technology.

 

Cons: People may genuinely recognize your brand name but without context, they may be unable to identify the category or key features perhaps because of poor marketing and branding tactics.

 

 

Decorative imageShelf Display Awareness: Another option is to present an image of product packages on a retail shelf. People can then click on all the package images they recognize. You might even wish to include package images from other categories or fake packages as distractors. (“Please click on every cereal package you recognize.”)

 

Pros: People may find it easier to recognize a brand when it’s presented in a familiar context such as a store shelf. This is particularly helpful for brands that people don’t have a personal connection with, those secondary products that back up their favorite brands.

 

Cons: Is it really brand awareness if people know what your package looks like but they can’t associate a brand name with it? Rote purchases based on shelf location and package design won’t necessarily turn into repurchase if someone always grabs the first green item on the third shelf.

 

 

Logo Awareness: Similar to shelf display awareness, you could present people with a set of product logos and ask them to click on the logos they recognize.

 

Logos that don’t incorporate the brand name are particularly good for this metric, e.g., Pepsi, Windows, NBC. Some logos that incorporate the brand name could be de-branded, e.g., Chanel, Reebok, Nike.

 

In cases where the logo is the brand name, you could even try recreating the color, font, shape, and size of the word with nonsensical line art, e.g., FILA, PUMA, Coca-Cola, Prada.

 

Pros: Many people find it easier to recognize imagery rather than words so this metric could be helpful for them.

 

Cons: Of course, if people know they’ve seen your logo before but they’re unable to match it with a brand name, you know your marketing needs some work. They could still be very much aware of your brand but not your logo.

 

 

Decorative imageImplicit Awareness: One of my favorite metrics for brand awareness is implicit awareness. This method relies on unconscious brain activity as an indicator of awareness. It can be conducted in a variety of ways but the most basic method is as follows.

 

A set of extremely well known (e.g., Coca-cola, Nike, Starbucks) brands, unknown brands, competitive brands, and the brand you wish to test is created. Brand names are then presented to people one at a time in random order.

 

Whether through biometric measurements or physical button clicking, the number of nano/milliseconds it takes to react to the brand name is recorded. A super fast biometric reaction or click of the Z vs M key indicates their level of familiarity with the brand whereas a much slower reaction indicates less awareness.

 

Pros: Because this metric is unconscious, acquiescence bias is easy to overcome and it’s difficult to fake knowledge or lack thereof. This is particularly good for brands that people might be embarrassed to claim awareness of, e.g., incontinence products, sexual dysfunction products.

 

Cons: Because everyone has a different baseline for reaction times, you must measure reactions to a large number of brands. And, you’ll need to use for-purpose technology because it’s impossible to measure nano/milliseconds with the necessary degree of accuracy for this technique.

 

 

Indirect Measures

 

As with any metric, corroborating results via multiple methods is the best way to know you’re actually measuring what you think you’re measuring and that your result is reliable. In addition to using 2 or more direct measures, consider adding at least one indirect measure to your toolkit.

 

Keep in mind that many of the indirect metrics suffer from a common set of disadvantages. For instance, without using a targeted sample of people, rates are easily over/under estimated and rank orders won’t be accurate. Never consider an indirect metric to be your best measure of brand awareness.

 

 

Decorative imageSocial Media Followers: The number of people following your social media accounts is a helpful indicator of brand awareness. Highly popular and well-known brands like Coca-Cola have thousands or millions of followers on Instagram, Pinterest, Tik-Tok, and other social media sites.

 

Pros: These metrics are easy and free to gather, and work well for extremely common, consumer-oriented brands.

 

Cons: Many people either don’t use social media or choose not to follow brands or companies on social media, particularly brands that aren’t personal or consumer focused, e.g., brands of carpets, wiring, paper. While the numbers are a helpful indictor, they will not reveal accurate volumes or rank orders.

 

 

Social Media Mentions: If you search for a brand on a social media channel, you will likely see how many times the brand has been mentioned. Obviously, a large number of mentions means a lot of people are aware of the brand.

 

Pros: Brands with a high number of mentions likely have high brand awareness. This is a helpful metric for personal, consumer focused brands.

 

Cons: Take care that the mentions you are counting aren’t all coming from the same few people. And, make sure they aren’t refering to something else, e.g., Apple computers vs apple pie. And, as with other indirect measure, having the most mentions does not correspond to having the highest brand awareness. Rankings are impossible to discern from social media mentions.

 

 

Decorative imageGoogle Trends: This website tracks monitors the number of people using specific search terms while using Google browsers.

 

Pros: Brands that are searched for a lot are more likely to have high awareness. As such, consumer focused brands will be more able to take advantage of this metric.

 

Cons: Search results can be confounded with a lot of factors. Words with similar sounds or spellings can be confused for your brand. Not everyone uses Google to search for information (remember Bing, Baidu, Yahoo?). People don’t necessarily search for brands even if they are very much aware of those brands and use them everyday. And, searches are often not awareness, but rather an indication that someone isn’t aware of a brand, e.g., “What is Pantene?” As such, it is impossible to trust the rank orders of brands with Google Trends.

 

 

 

Decorative imageReferral Traffic: If you’re lucky enough to have direct access to your website analytics, you might notice where your website traffic is coming from. Perhaps it’s sourced from industry association websites or from competitive companies. Counting inbound clicks coming from industry websites is another interesting indicator of awareness.

 

Pros: If association websites and competitive websites send links your way, you can be assured that your brand awareness is high. This is definitely a case where competitors want to be associated with the best in class!

 

Cons: Whereas industry associations are open to linking to any company in their industry, many competitive companies have policies that forbid them from linking to their competitors. They may definitely be aware of you but will also definitely never show up in your referral traffic.

 

 

Review Sites: Many product buyers and users take the time to write online reviews. New or rare brands may find they have just a few reviews whereas extremely well-known brands may have thousands or millions of reviews.

 

Pros: When people take the time to review your brand, you know they have personal experience with your brand name and have connected with you in either a positive or negative way.

 

Cons: As with other measures, a lack of reviews does not correspond to lack of awareness. Products or services that are generally fine might never receive as many reviews as a tiny brand that produces a horrible product or, conversely, an amazing product.

 

 

 

What’s Next?

Are you ready to identify and monitor brand awareness among your buyers and users? Email your project specifications to our research experts using Projects at E2Eresearch dot com. We’d love to help you turn your enigmas into enlightenment!

 

 

 

Learn more from our case studies

 

 

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A Brand Manager’s Practical Guide to Brand Tracking
By E2E Research | December 14, 2022

What Is Brand Tracking

Brand tracking is a marketing research technique that takes measurements of a brand at regular intervals of time. The goal is to identify those things having positive or negative impacts on the growth of the brand and to make strategic changes that will improve its chances of success.

 

Brand trackers typically fall into three categories. Some focus on financial metrics such as customer, sales, market share, or price data and rely on business intelligence and data analytics. These studies typically use pre-existing, internal business data. Other trackers use behavior data such as website page clicks or search volumes.

 

Finally, some brand trackers rely on consumer metrics such as perception, opinion, and behavior data. These studies typically use questionnaires or user-generated social media listening data. Here, we will focus mainly on brand tracking using consumer metrics as measured by questionnaire data.

 

 

What are the Benefits of Brand Tracking

Brand tracking has many benefits for brand managers, marketers, and business leaders.

 

Trackers help brand managers:

  • Understand the perceptions a variety of target audiences or personas have about the brand in terms of what they think, feel, and do
  • Understand the pain points of each target audience
  • Identify the product features, messages, and channels that matter to their audience
  • Improve products and services in keeping with the needs and wants of their audience

Decorative image

  • Understand how customers position the brand within the competitive space based on product capabilities, pricing, and channels, etc.
  • Monitor the performance of competitors in terms of which ones to pay attention to because they are gaining or losing ground over their brand

 

Trackers help marketers

  • Understand how various target audiences as identified through segmentation research perceive and react to a variety of branding and messaging strategies
  • Identify and optimize under and over-performing marketing and brand strategies
  • Identify under and over-performing marketing channels that deserve or don’t deserve additional funding

 

Trackers help business leaders

  • Identify whether a brand is meeting, beating, or missing growth expectations
  • Identify concerns about a product, channel, or competitive brand before they escalate into problems
  • Discover opportunities for innovation

 

 

Key Metrics for Brand Tracking

Theoretically, there are unlimited questions that could be asked as part of a brand tracker. However, to ensure research participants remain engaged and can generate quality data, it’s important to focus on just a few key metrics. Here are some example questions to consider.

 

Brand Purchase: Brand purchase is one of the most important metrics to track as it reflects recalled behavior over perceptions. This is particularly important when you understand that people regularly buy things they don’t personally like because of cost or availability, or because those items are for other people. Keep in mind that, for some people, purchase could be more accurately described as trial – a one time purchase that they don’t plan to make again.

  • In just the last 7 days, what brands of product category have you bought? (Unaided)
  • In just the last 7 days, which of these brands of product category have you bought? (Aided)

 

Brand Repurchase: Like purchase, this metric reflects recalled behavior. In this case, it measures purchase of the brand on multiple occasions. Similar to brand purchase, repurchase could be an artifact of cost or availability rather than loyalty or brand love. However, repeat purchase is the goal of most brands.

  • The next time you go shopping, which brand of product category will you buy? (Unaided)
  • The next time you go shopping, which of these brands will you buy? (Aided)
  • Which of these brands do you buy most often?
  • Which of these brands do you buy at least once per month?

 

Brand Loyalty: Most brands are keen to create brand loyalty. People who are truly brand loyal are much less likely to switch to competitive brands even when they are more readily available or have more favorable pricing. This makes premium pricing a possibility.

  • If your preferred brand was not available in your usual store, would you buy a different brand, wait until your brand was available in your store, or go to another store?

 

Brand Preference: Brand preference indicates which brand people would choose if the appropriate situation arose. Remember that even though people may prefer a brand, they might never buy it if it’s not the right price, not available at their store, or disliked by other household members.

  • When you think of this product category, which brand do you most prefer? (Unaided)
  • From this list of brands, which one do you most prefer? (Aided)

 

Brand Consideration: When retailers offer a large number of brand choices, people may focus their attention on just a few of those brands. Your brand needs to be strong enough to stand out amongst all the competitive offerings to remain in that final consideration set. Again, consideration is not the same as purchase – someone could always keep a well-respected brand in their consideration set but never actually buy it.

  • When you think of this product category, which brands would you consider buying? (Unaided)
  • From this list of brands, which ones would you considering buying? (Aided)

 

Unaided and Aided Brand Awareness: Unaided awareness occurs when people are asked about brands in the category and they choose to name your brand. Aided (prompted) awareness is typically higher and reflects the percentage of people who recognize your brand in a list of competitive brand names or logos.

  • When you think of this product category, which brands come to mind first? (Unaided)
  • From this list of brands, which ones have you heard of? (Aided)

 

Brand Recall: Hours, days, or weeks after seeing your brand in a campaign or in the news, do people remember seeing it? High recall occurs when messaging is intriguing or relevant enough to generate notice and retention.

  • In just the last 7 days, what brands of product category have you seen advertised on TV? (Unaided)
  • In just the last 7 days, which of these brands of product category have you seen advertised on TV? (Aided)

 

Brand Perceptions: Brand perception metrics are far more nebulous than the previous metrics discussed. They generally reflect opinions, attitudes, and emotions people have about the brand, whether conscious or unconscious, and are typically measured via attribute batteries or lists of ideas. These metrics are most helpful at supporting or driving the other metrics.

  • Which of these words reflect your opinions about this brand?
  • What 3 things do you like about this brand?
  • Please explain the differences between Brand A and Brand B.
  • Which of these brands is most innovative? Fun? Likeable? Effective? Different?

 

 

 

How Often Should You Run a Brand Tracker

 

The key differentiator of trackers is that they are run at regular intervals over time, perhaps daily, weekly, monthly, quarterly, or annually. Here are a few key criteria to keep in mind as you decide.

 

How active is your brand? Think about whether you launch new campaigns, run webinars, make major announcements, or change product features daily, weekly, monthly or less often. If people see new and different activity from you on a regular basis, you may need to conduct your trackers more regularly so you can identify which items have hit or missed the mark.

 

How active is your category? If your category experiences rapid innovation, news headlines that constantly change, or new competitors constantly entering the arena, you might need to track more frequently. Consumer opinions could quickly and easily change based on any of those and you’ll need to identify and act on external risks to your brand as quickly as possible.

 

What is your measurement tool? Social media data, sales data, online purchase ratings, and consumer generated reviews are easily tracked on a daily basis, even an hourly basis. In rare cases, questionnaires have been used for daily tracking but they’re more often used for weekly or less frequent tracking. If your metrics are best measured by social media data, you could choose more frequent intervals as long as they don’t eat up someone’s time unnecessarily, (e.g., manual preparation or analysis).

 

Remember, just because you can track and measure something more often doesn’t mean you should. Track your metrics as often as is necessary to be proactive and reactive in your category environment.

 

 

How to Conduct a Brand Tracker Study

 

  1. Identify your brand purpose, mission, and vision. In order to know what to track, you first need to know what your brand stands for, and what you want your consumers to think, feel, and do about your brand. With this information, you can ensure your data collection tool addresses key concepts and can generate relevant results.

 

  1. Identify your target audience. It’s easy to think only about your own customers but that will generate an incomplete picture of your brand. Also consider people who might eventually purchase your product whether for themselves or for a friend or family member. With this information in hand, you can ensure the questions you write will make sense to both users of the product and buyers of the product.

 

  1. Identify the key brands. You might be tempted to include every product your company makes in your tracker but that will lead to an unfocused and disorganized questionnaire that people can’t answer accurately. Focus on one brand in one category. Then, identify the key competitors of that brand, including the brands you admire, are jealous of, and worried about. This will give you a baseline metric to understand whether you’re over or under-performing in your category, and to identify which brands you’re taking share from – or which brands are taking share from you!

 

  1. Identify the key metrics. As previously described, there are literally hundreds of potential metrics to choose from. Identify the ones that are most relevant in identifying the success and failure of your brand. Don’t let your ego or chasing KPIs prevent you from seeing the negatives. Without those, you won’t know what needs to be fixed in order to achieve huge growth.

 

  1. Identify what success looks like. You need a clear definition of success to prevent confused interpretations of the data and to keep yourself honest. For struggling brands, status quo might be success. For huge brands, 3% growth might be success. But, fresh brands might only find success with growth higher than 35%. Decide on the success requirement for each key metric prior to data collection.

 

  1. Identify the sample size. Once you know what your metrics and your success measures are, calculate the sample size required to accommodate them. For example, if success for you is an increase in purchase rates from 5% to 25%, you might only need a sample size of 100. But, if success is an increase from 5% to 8%, you’ll need a much larger sample size to be able to reliably detect it, perhaps up to 1000.

 

 

  1. E2E Research Decorative imageBuild the tool. Now that you know what your metrics are, build the tool to measure them. That could be a questionnaire, social media listening data, click stream data, or sales data. Using a combination of two or more methods will allow you to cross-validate your findings so your conclusions and recommendations are more trustworthy. As you build the tool, make sure to measure both positive and negative aspects of the brand. Chasing positive KPIs rather than understanding your brand means you won’t be able to prevent or fix problems and the brand will suffer in the longer term. And, take the time to create an interesting tool that will help participants remain engaged and pay close attention.

 

  1. Collect data. Take care to not add bias to your data by insisting on extremely short field times. Collecting data over 2 weeks ensures that shift workers, weekend and evening workers, technology avoiders, and people traveling all have the opportunity to participate. Without these people, your data could be biased towards people who are at their keyboards at the moment you launch the survey, a small minority of people.

 

  1. E2E Research Decorative imageAnalyze the results. When brands take small or few actions throughout the year, tracker results can be stable and minimally useful. As a result, in addition to basic frequencies and averages for the total sample and subsamples, use dashboards to search for unexpected or unusual results. Those serendipitous results could be random chance never to be seen again, but they could also be an amazing discovery. Be prepared to conduct ad hoc research to confirm or deny those discoveries.

 

  1. Act on the results. Based on your data analysis, change your branding, messaging, advertising, marketing, or business processes to improve negative aspects and leverage positive aspects. Remember that consumers need adequate time to notice, remember, and truly internalize the messages you’re sharing so don’t worry if you don’t see the numbers you hoped for after the first wave. And, if you notice issues or flaws in the data collection tool, improve those as well. Remember, you CAN change a tracker.

 

  1. Repeat. You won’t need to completely repeat each stage each time, but you should at least review and consider whether any stages need to be updated or improved.

 

 

What’s Next?

Are you ready to take proactive steps to understand your brand and make strategic changes to improve its chances of success? Email your project specifications to our research experts using Projects at E2Eresearch dot com. We’d love to help you turn your enigmas into enlightenment!

 

 

Learn more from our case studies

 

 

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Discovering Brand Awareness to Identify Effective Channel Development | A technology survey case study
By E2E Research | November 22, 2022

Research Objective

  • A B2B technology services provider needed to understand the level of brand awareness among their client base.
  • They needed to understand which types of their clients were aware of their brand, and what those clients expected to receive from suppliers such as them.
  • They also wished to understand which channels would be best suited for reaching their desired audience with marketing communications.

 

Scope & Methodology

  • We designed a 15 minute survey targeted to middle and senior buyers and leadership at the targeted businesses in their desired industry.
  • The survey identified brand awareness of a number of competitive brands for comparison, the types of services expected from each of these brands, and a set of potential media sites that the client would be willing to consider as advertising channels.

 

Value Delivered

  • As a result of this study, the client learned that their brand awareness was lower than anticipated. They were able to determine which channels would be most efficient for reaching their desired target audience.

 

Client Quote

“The results are really useful for understanding our presence in the market, how to position ourselves in future and how to reach our audience. Many thanks for your help with all this. I’m sure we’ll be back in touch for further research in future!“

– Director of Marketing

How Two Canadian Store Brands Became Beloved National Brands
By E2E Research | August 1, 2022

Decorative imageThe first thing I think of when I hear the name “President’s Choice” is chocolate chip cookies. Thirty-five years ago, when this store brand first appeared on Canadian Loblaw’s shelves, it packed more chocolate chips into their cookies than any other brand. Even more than the name brand cookies. (Even more than my mom’s home baked cookies.) It was the only “brand” of cookie that any Canadian kid wanted.

 

The President’s Choice brand was the brain child of Dave Nichol, the president of Loblaws Supermarkets, a premium supermarket chain. His strategy was to increase the company’s options by creating top quality products at better prices than the leading brands, products that couldn’t be purchased anywhere else but Loblaw’s. The plan wasn’t to create good products. It was to create great products. The President’s Choice brand, Dave’s choice, launched. The no name brand was launched around the same time, but we’ll get to that story in a minute.

 

The PC brand started with ground coffee. As planned, they made a coffee product that was better than the leading brands. Along with its competitive pricing, it quickly became a top selling item.

 

The beloved chocolate chip cookies followed soon after and it didn’t take long for them to became the best selling cookie in all of Canada. When the competition was known for having just a few “chocolatey” chips (i.e., not real chocolate) in each cookie, a cookie made with real chocolate chips that comprised nearly half of the cookie was a huge success.

 

These two amazing products created a trustworthy foundation for people to want to test out all the other President’s Choice products.

 

The PC marketing strategy was also very focused. Unlike traditional store flyers/circulars which incorporated a multitude of competing brands, the PC team created a print magazine to showcase only their products. Now in digital form, the magazine boasted large tantalizing photos, tasty recipes, household tips, and details about upcoming new products. They also ran many campaigns featuring Dave Nichols as the stereotypical Canadian spokesperson – quiet, kind, and helpful.

 

By 1990, the PC product line had increased to 500 brands including environmentally friendly products, low-fat products, organics, banking, and household items, often innovating in categories before their competitors. Their magazine was read by nearly 60% of Ontario households. PC was 20% of Loblaw’s revenue and generated $1.5 billion in annual sales.

 

In the early 90s, PC products had expanded outside of Canada to the USA. Australia, Hong Kong, UK, Sweden, and South Africa.

 

In 1993, Dave Nichol left the Loblaws team, but when Galen Weston joined as Chair of Loblaws in 2006, he resumed the spokesperson role, also as a stereotypical quiet, kind Canadian. The brand continued to grow and in 2014, PC was named one of the top 10 most influential brands in Canada. In 2016, Strategy chose PC as the Brand of the Year.

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Today, there are more than 3500 PC products on the shelves at Loblaws and other affiliated stores. Canadians no longer view PC products as a store brand, and PC chocolate chip cookies are just as loved as they always were.

 

Decorative imageAnd what about No Name products?

 

Well, no name products have also been around a long time. Since 1978. It’s always been the value priced brand in the conspicuous yellow package with minimal messaging that frugal shoppers like myself fill their cart with.

 

For many years, no name was just another low-priced option on the shelf. They did only a little bit of marketing. But, in the last 5 to 10 years, people have become much more open to discount shopping. The stigma of buying the store brand was going away. It was time for the no name brand to really shine.

 

In 2019, the brand embraced the minimalism normally associated with store brands and actioned it with a much loved marketing campaign. It included a bright yellow website, a deadpan funny Twitter account, and cheeky minimalist messaging.

 

They even created “merch.”  Confusing to outsiders and humorous to Canadians, we’ve been able to buy bright yellow beach towels that say beach towel and bright yellow t-shirts that say t-shirt. Three years later, the no name marketing campaign continues as a huge success.

 

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If your brand needs some inspiration on how to grow, look no further than the product and marketing strategies of these two Canadian brands. Be singular in your product goals and take risks with your marketing strategies. Bringing real people and humour to people’s lives can make all the difference.

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Developing competitively superior hot meal formulations | A fast food CLT sensory test
By E2E Research | July 5, 2022

Research Objective

  • Our quick service partner was expanding to additional high growth markets and needed to understand consumer perceptions of several food categories and formulations against a key competitive brand.
  • They needed a trustworthy partner with extensive global experience who could manage all aspects of the project including professional consulting, recruitment, field management, and analysis and reporting.

 

Scope & Methodology

  • More than 1000 participants were pre-recruited reflecting GenPop category non-rejectors. Quotas were placed on age and gender.
  • Over a period of 6 days, a sequential monadic preference taste test compared a set of ingredient formulations across several product categories. Product brands were concealed.
  • Using tablets, participants rated each product across a range of sensory metrics, including flavor, texture, temperature, level of cooking, color, and many other features.


 

Value Delivered

  • Using JAR analysis, penalty analysis, and a priori action standards, our partner discovered which formulations were preferred for each product category.
  • They also learned which primary and secondary features of each formulation and product needed to be retooled to further increase their odds of success.

 

30 Questions Food and Beverage Market Researchers Need to Answer
By E2E Research | January 13, 2022

There’s more to creating a successful food or beverage product than selling something you love eating or drinking. Consumers are always on the lookout for food and beverage options that are scrumptious but also better quality, healthier, affordable and easily available.

 

If you’re hoping to move a product from successful with kids in your household to successful with kids in your country, many questions need to be identified, answered, and acted on. This list of questions focused around the five Ps will ensure you gather the information you need to get there.

 

 

Better Understand the Product: Nutrition, sensory, packaging

Decorative imageAt the heart of a successful food or beverage business is a carefully researched and designed product that meets the key needs of its target audience – yes, even food and beverages products have key needs. By conducting well designed surveys and product/sensory tests via IHUTs or Central Location Tests, you can understand:

  • What nutritional, sensory, or emotional needs are your shoppers and consumers trying to meet and what unmet needs need additional development?
  • How is the food or beverage used to meet unexpected needs such that new audiences could be targeted? E.g., are slow foods being converted into fast foods, are meat foods being converted into meat-free foods, are solid foods being converted into drinkable foods?
  • What features, whether sensory, emotional, packaging or otherwise, of the product are unique within the broader, competitive category and how could they serve as your unique selling points?
  • How are the package and eating implements “correctly” and “incorrectly” used suggesting needs for redesign or improvements?
  • Does the memorability of your food or beverage require improvements in terms of its sensory features, packaging, branding, colors, or logos?
  • Should certain product lines be expanded or reduced based on growing or decreasing market needs?

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    Review a product case study:

 

 

Better Understand the People: Cooks, bakers, shoppers, eaters, snackers, caregivers, meal planners, meal preppers

Decorative imageBefore a new food or beverage product is even launched, it’s important to understand the perceptions of all key stakeholders. From eaters to shoppers and those who will be preparing or recommending the product, it’s imperative that each group understand the benefits and drawbacks of the product to ensure maximum success. Using questionnaires, business intelligence, and secondary research, you can understand a number of key questions:

 

  • Who are your target shoppers and consumers in terms of their demographic, psychographic, family, social, economic, and health characteristics?
  • Which stakeholders come into contact with your food or beverage e.g., caregivers, shoppers, cooks, bakers, eaters, snackers, meal planners, meal preppers?
  • Which stakeholders will influence your target audience to consider using or buying food and beverages?
  • What does each stakeholder group need, want, feel, and prefer, and how do their needs conflict with each other?
  • What drives each key stakeholder group to choose, use, buy, and recommend your brand vs competitive brands?
  • How does the shopper journey evolve from discovering a need through to shopping, comparing, and buying while also considering nutritional, emotional, financial, and social needs at each stage?
  • What personal histories and experiences do people have with the food or beverage product and category including with your brand and competitive brands?

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    Review a stakeholder case study

 

 

Better Understand Placement, Industry, and Competitive Market Space

Decorative imageEvery food and beverage product exists within a broad ecosystem of competitive brands and companies. By conducting engaging questionnaires or secondary desk research, you can understand a wide range of business problems such as:

 

  • Who are your primary and secondary competitors locally, globally, and virtually?
  • What sensory, product, physical, emotional, social, and economic needs is the market failing to address?
  • How has the competitive landscape changed over the last year and how might the food and beverage category evolve over the next 3 to 5 years within your region and potential expansion regions?
  • Where are the white spaces to develop new food and beverages, or new service locations?
  • Can secondary data help you understand how large your existing market is and how large it could be while still remaining profitable?

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   Review a market case study 

 

 

Better Understand Promotions, Advertising, and Campaigns

Decorative imageWith a great food or beverage innovation and a well understand target audience, a marketing campaign is often required to reach out to a wider audience and introduce the masses to your offering. Using questionnaires or data analytics, a number of key questions can be answered:

 

  • Which online and offline information channels do your consumers and shoppers use to learn about new food and beverages, gather recommendations, or make purchases?
  • What types of messaging would be most successful at reaching your target audience and differentiating your product from competitive products?
  • What types of ads would be most effective with each of your audience segments when considering likability, meaningfulness, believability and the likelihood to act?
  • What types of food and beverage marketing campaigns are more likely to be successful?
  • What types of brands, companies, or influencers would your consumers and buyers like to see incorporated in an integrated marketing campaign?
  • Which food and beverage concepts are most memorable and would generate the most action from your target audience?

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   Review an advertising case study:

 

 

Create A Fair and Profitable Pricing Strategy

Decorative imageThere is more to pricing than picking a number that will generate profit. A price that is too high can reduce recommendations from friends and family. A price that is too low leaves achievable profit on the table. A final price can only be determined by understanding your true profit margin, market pricing, and stakeholder needs. To build the most effective pricing strategy for your new food or beverage, conduct the appropriate surveys, interviews, and secondary research first.

 

  • Based on secondary research, how are competitive products on the market currently priced?
  • Using questionnaire data, what type of pricing strategy is most appealing to shoppers?
  • What type of pricing strategy would facilitate product recommendations from influential friends and family?
  • Which user segment has the least and the greatest revenue potential?
  • Based on a Conjoint or MaxDiff questionnaire, which product features drive higher and lower prices?
  • What type of pricing strategy is fair and accessible versus out of reach to lower income people vs higher income people?

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   Review a pricing case study

 

 

Conclusion

Creating a successful food or beverage product requires a foundation of well designed and executed research coupled with well actioned research results. Whether you’re tasked with supporting the growth of an innovative cannabis beverage or helping a company understand the different needs of buyers and consumers, our team has years of experience helping researchers, marketers, and brand managers generate great quality food and beverage data and insights. Please email your project specifications to our research experts using Projects at E2Eresearch dot com. We’d love to help you convert your enigmas to enlightenment!

 

 

 Learn at upcoming food and beverage industry conferences

 

Listen to some great podcasts about food and beverage marketing

 

Evaluating the Effectiveness of a Campaign with Brand and Message Recall | An Advertising Survey Case Study
By E2E Research | August 24, 2021

Research Objective

  • The client needed to evaluate the effectiveness of an advertisement by measuring recall of the message, the brand, the call to action, and the languages in which the ad was offered.

 

Scope & Methodology

  • An online questionnaire was launched to more than 300 participants.
  • The analysis revealed that:
    • ~70% recalled the call to action
    • ~80% recalled the messaging
    • ~90% recalled the brand
  • Approximately 2/3 of participants saw or heard advertising for at least one brand in the category. About 7 in 10 recalled having seen or heard an advertisement for Brand A of the category.
  • More than 1/3 of participants who had seen advertising for Brand A saw it in their regional language. About 1/3 reported seeing it in English, and over 1/5 reported seeing the ad in two languages.

 

Value Delivered

  • The ad was found to effective for use as a video, audio, print, and online message campaign.

 

Check out other case studies

 

Improving Operational Effectiveness at a CPG Company | A Retail B2B Case Study
By E2E Research | June 10, 2021

Research Objective

  • An FMCG client needed to assess the operations and revenue effectiveness across their company. They needed to evaluate their key performance indicators and understand their organizational maturity.

 

Scope & Methodology

  • An online questionnaire was launched to 500 business leaders to measure the KPIs and derive the stages of organizational maturity.
  • The analysis showed that about 72% of leaders expressed some governance and control of global operation while 42% described some local office independence. 30% are strongly controlled at headquarters with no local independence.
  • For operational maturity, about 80% showed high levels of maturity by deploying technology, extensive automation, dedicated roles in operations, and using AI in delivering services. Top success criteria included: Improved brand/customer engagement, staff efficiency, and agility. The success criteria “improved brand/customer engagement” is considered most important for content strategy.

 

Value Delivered

  • The client was able to better understand their operational effectiveness as well as their organizational maturity. As a result of the research, they identified operational areas needing improvement.

 

Check out other retail case studies

Tracking Customer Satisfaction Across 8 Countries | A Consumer Food Case Study
By E2E Research | May 6, 2021

Research Objective

  • A company needed to evaluate customer satisfaction and purchase drivers for a bread product available globally.

 

Scope & Methodology

  • A cross-country, online survey was designed to identify purchase drivers and track weekly, monthly, and quarterly changes in satisfaction over time.
  • A minimum of 300 completes were gathered per country, per wave.
  • The survey identified ongoing changes in consumer opinion, consumer satisfaction, and purchase drivers among 8 countries over an extended period of time.
  • In addition, a derived importance analysis was conducted to assess the strength of relationship between overall satisfaction and key driver.
  • The client learned that satisfaction is most highly correlated with discounts/offers (r=0.7), product composition (r=0.5), and availability (r=0.5). They also learned that about 66% of participants are satisfied with the product, where as 10% are dissatisfied. By market, customers in France have the highest level of satisfaction at around 80%.

 

Value Delivered

  • The client was able to understand how satisfaction related to price points, product composition, and availability. They also benchmarked product satisfaction rates and learned how countries ranked in terms of their levels of satisfaction.

 

 

Check out other food case studies

Mapping a Patient Funnel to Mitigate Cancer Treatment Barriers | A Cancer Patient Case Study
By E2E Research | April 19, 2021

Research Objective

  • The healthcare client needed to map the patient journey from symptom to diagnosis, treatment, and recovery in order to create patient segments that could be used to leverage market opportunities that drive and influence treatment decisions.
  • They needed to identify factors influencing brand association and satisfaction, promoting brand prescribing, and brand switching

 

Scope & Methodology

  • Data points included
    • Treatments received by newly diagnosed stage III patients
    • Key unmet needs for unresectable cancer patients who have completed CRT
    • Key patient and administrative reasons unresectable patients have not completed Concurrent & Sequential CRT treatment

 

Value Delivered

  • The client was able to identify the most likely patient segments who would benefit from a treatment.
  • Emotional and physical barriers leading to unmet needs were identified and redirected to leverage new opportunities for prescribing practices.

 

 

Check out other healthcare case studies