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What is a persona?

Simply put, personas are short, simple descriptions of a group of targeted people but written as if they were describing one single person. The best personas are grounded in quantitative and qualitative research and summarize the demographics, psychographics, motivations, needs, and goals of those people.  You might also see them referred to as Buyer Personas, Customer Personals, Patient Personas, User Personas, or something similar.

 

Personas are a fantastic way to ensure that a business puts the customer at the center of everything they do, whether it’s product development, packaging, messaging, or customer service. As we all know, the most successful companies focus not on their own desires, but rather on ensuring their customers’ needs and desires are met. Building personas is a great way to get there.

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How do marketers and researchers use personas?

Personas are particularly useful when combined with segmentation and journey mapping research. After conducting segmentation research, you’ll have a list of very specific details and statistics about each of the various groups of consumers who are, or may become, relevant to your brand. You will also be able to identify which segments are valuable enough to pursue and therefore would benefit from having a persona. And, after personas have been built, you can use them to map the journey each persona would take as they progress on their path to learning about your category, your brand, and finally choosing a product to purchase.

 

There are many ways to use personas, but here are seven of the more common use cases for marketers and researchers.

 

• Understand your customers: Fundamentally, personas help you understand who your customers are. On just one page, they provide a clear description of the key traits, needs, and desires of each important customer segment, and what makes each of them distinct and valuable.

• Shared understanding of the target audience: Particularly in larger companies where people and departments are often siloed, personas help ensure that everyone has access to the same understanding of who they’re trying to serve. A single reference point means that messaging for each persona is consistent regardless of whether it’s used on packaging, in a campaign, or on the website.

• Fact-based decision making: Whether you’re in marketing, product development, or executive leadership, it’s really easy to generate ideas and run with them. But for decisions to lead to business success, they need to be grounded in fact not unconsciously biased, personal perceptions. With your idea in hand, confirm that it matches up with the personas that have been carefully built to support your work.

• Tailor campaigns and messaging: There is an infinite number of messages you could share about your products and brands but which one is the right one? As you brainstorm potential messages, regularly refer to the appropriate persona to ensure your messaging is relevant, and therefore heard and attended to.

• Target high yield channels: Sure, you can drop some funny or educational videos on TikTok or buy a Facebook ad. But if your best customers don’t like either of those channels, you’ve just wasted a lot of money. Using personas will help you make sure you spend your marketing dollars on the channels your targeted persona prefers to use.

• Prioritize product development: What do you do when you’ve got 5 great products on the go but only enough people and budget to work on two? You review your personas to identify which products would be most desirable to your high value or underserved personas.

• Tailor new product development: Is your product development team ready to work on a brand new product? It’s time to get out the personas. Which persona has the greatest needs or product gaps? Brainstorm ideas with that specific persona in mind.

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How many personas do you need?

Depending on the size and complexity of your business, you might need 1 or 2 personas or 15 to 20 personas.

 

If you’re just beginning the process, start with 1 or 2 or your most important segments. You can work on more later as you better understand what you need from your personas and how you will use them.

 

Here are examples of three (excessively brief) personas that might be useful for a small, online company that makes cosmetics. Daisy and Chris could be the most important personas to concentrate on in the early years because they will form the core customers of the business. Then, over time, as the company grows into having a retail outlet, they might need to add another persona to incorporate occasional high spenders.

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Tips for building an effective persona

As you build out your personas, remember a few key tips.

 

• The goal isn’t to include every precise detail about every research participant. Focus on shared commonalities and broad generalizations.
• Similarly, notice what makes each segment or persona different and ensure those differences are clear in the details.
• Even though personas are a generalized idea of a group of people, they aren’t stereotypes. Personas are based on data collected using scientific methods, not personal perceptions and opinions. If you find that a persona incorporates stereotypes, refer back to your research method and your data, and ensure that you’re not incorporating your own personal biases.
• Personas should be concise and clear. Sure, you could probably write a long essay with the information gathered from a segmentation study. However, the goal is to get a quick feel for each persona. When you’re just starting out, try to keep persona biographies under 200 words, particularly if you are working with many personas.
• Finally, if your personas don’t relate to a specific age, gender, ethnicity, disability, or sexuality, be sure to reflect a wide range of people across all of the personas.

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Components of an effective persona

When you’re ready to build each person, make sure to consider each of these four key parts. None of them are as simple as they may seem!

 

• Headshot: As the person designing the personas, you need to make sure everyone who uses them remembers that they reflect real people. This is why you want headshots of real people rather than clip art drawings or illustrations. Further if there are no appearance differences among the personas, don’t be led down the erroneous path where they all end up looking like you ethnically and demographically. There are plenty of stock art websites that include people of all genders, ages, ethnicities, disabilities, sexualities, and personal styles (e.g., Pexels, Pixabay, AffectTheVerb, Jopwell, Nappy).
• Humanistic name: Come up with a meaningful name, not a gamey name like “Susy Shopper” or “Mohammed the Hoarder.” Your customers are real people, not jokes. 1) Think about the age of the persona and then search out a list of names from that decade. 2) Think about the gender of the persona. If the persona isn’t gender specific, choose a name that isn’t stereotypically associated with a specific gender (e.g., Chris, Noor, Alex, Blair, Nehal, Robin). 3) Think about names that have some kind of relation to the persona. For instance, “Heather” works well for a woman who is environmentally conscious whereas “Dusty” works well for a carefree, disorganized person. As before, avoid choosing names from a single ethnicity unless that is truly representative of all the personas.
• Biography: You’ve probably got a hundred bullet point details from the segmentation research. Now it’s time to weave those details into an interesting, short story about the person. Keep it short, simple, and interesting. You’re supposed to be writing about a real person so make the bio come alive. Don’t try to include every detail in the summary. Build a picture in your mind based on those details and describe the person as eloquently as you can.
• Quotes: As a bonus, you may wish to write a quote that reflects each persona. Think about whether that persona would use incomplete or full sentences, simple or complex words (e.g., “buy” or “purchase”), new or old slang (e.g., “spill the tea” or “chew the fat”), or casual vs extreme profanity (e.g., dang or f***).

 

Finally, what kinds of details belong in the biography? This depends on the type of product and target audience you’re working with. If you’re building a persona for a consumer product, you’ll want to pay more attention to personal demographics and psychographics. On the other hand, if you’re building a B2B profile, you’ll need to focus more on professional details. Here is a good list of starting details.

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Demographics	Psychographics	Profession	Category
Age, gender, income, education, marital status, household size, children, religion, where they live	Personal life goals, personality traits, values, motivations, goals, pain points, information seeking Hobbies, interests, sports, music, arts Publications they read, channels they watch, use of online and offline media	Industry, company, company size, job title, job level, skills, qualifications, decision-making role, technology used	Brands they like and dislike, related categories they use and don’t use Favorite influences and channels Typical challenges, barriers, and pain points with the brand and category Consideration and purchase motivations, messaging preferences

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After all your hard work, it’s time to present your findings in a creative, visual display such as what you see in this simple yet detailed example. If you want to see the full spectrum of possibilities, do a quick image search for “customer personas.” You’re sure to find inspiration for your own designs!

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What’s Next?

Now that you’ve seen first-hand how helpful a user or customer persona can be, it’s time to build some customized personas of your own! If you haven’t already done so, start with a segmentation study to identify each of your customer segments and the details that will go into the personas. If you’d like some help along the way, email your project specifications to our research experts using Projects at E2Eresearch dot com. Let’s turn your enigmas into enlightenment!

 

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Podcasts You Might Like

• Navigating the Customer Experience with Yanique Grant
• The Intuitive Customer with Colin Shaw
• Crack the Customer Code with Jeannie Walters and Adam Toporek
• The Chief Customer Officer Human Duct Tape Show with Jeanne Bliss

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Learn more from our case studies

• Consumer Perceptions Towards Online Ordering – A retail survey + desk research case study
• Identifying Target Audiences of Two New Tea Variants – An IHUT + JAR analysis case study
• Increasing Enrollment Through A More Meaningful Brand Purpose – An education survey case study

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Learn more from our other blog posts

• Getting started with consumer, customer, and market segmentation
• How to conduct a journey mapping research project
• Tips for the First-Time Conjoint Analysis Researcher

In market and consumer research, segmentation is the process of categorizing consumers, customers, companies, or markets into distinct groups or segments based on your desired criteria.

 

The hope is that each member of a segment shares a set of characteristics with others in their segment, characteristics that are distinct from members of the other segments. Oranges with oranges, and bananas with bananas.

 

Why is segmentation so important?

 

Well, we know that people don’t care about everything. They care about things that are particularly relevant to their situation – their demographics, their psychographics, their hobbies, their political views, their geographical location.

 

Rather than broadcasting the same market messages to everyone or the offering the same product to everyone, segmentation allows marketers and advertisers to increase the odds that people will notice, pay attention to, and act on messages they see because those messages are particularly relevant to them. That means directing chew toy promotions to people who have dogs, gardening products to gardeners who love succulents, and restaurant promotions to area residents who love Indian food.  This targeted approach leads to increased appeal, trial, and repurchase.

 

As with any research study, segmentation research is fluid. In response to cultural, political, social, and economic shifts over time, consumer opinions and behaviors evolve in response.

The behaviors and targeting strategies of marketers, advertisers, and business leaders must also evolve in response. When major events such as pandemics and extreme economic uncertainty take place, existing segmentation strategies can quickly become irrelevant, necessitating a refresh before a typical 3 to 5 year period is up.

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What and who can be segmented?

 

Just about anything can be segmented!

 

• Consumers: Consumers are people who use products and services from food and beverage to personal care items to financial services – basically everyone! Consumers can be segmented into an infinite number of categories depending on your unique needs.
• Customers: Customers are a segment of consumers. They are the people who use or buy the specific product YOU sell.  Ideally, you want to find segments of consumers that could become your customers.
• Markets: Markets can also be segmented based on many criteria to find geographical regions, retailer categories, or channel categories where your product or service would be best suited for use.

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What are the key benefits of segmentation?

 

There are many benefits of a market segmentation but what follows are a few key benefits. Segmentation allows you to:

 

• Identify most and least valuable people: Segmentation research will help you identify nuggets of gold, those groups of people who have the highest ROI, so you can increase your targeting and resourcing efforts with them. Similarly, segmentation will help you identify who has the weakest ROI so you can consider decreasing any resources focused on them.
• Identify unknown people: Segmentation research may identify an important group of consumers you were previously unaware of, or a product feature that warrants extra or different messaging or promotions.
• Improve connections with people: Following through on segmentation strategies proves to consumers you understand and will address their unique needs. This increases your likeability and top of mind awareness.
• Create products that are more desirable: When you understand the unique needs of various segments, you can improve existing and create new products and services that are better equipped to meet their needs, leading to increased trial and repurchase.
• Create promotions, pricing, and placements that are more desirable: Once you’ve created or improved a product, you will be better able to identify the best pricing and promotion models, and best channels for each segment. In other words, fewer dollars are wasted on ineffective strategies and more dollars go towards effective strategies.

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What are the key features of a successful segmentation model?

 

Consumers, customers, companies, and markets can be described in many different ways. However, without these four characteristics, a segmentation strategy is sure to fail. As you build your model, make sure it incorporates each of these four requirements.

 

• Operationalizable: Each segment must have describable characteristics. For example, it’s impossible to target people who have some kind of, strange, well, you know, emotional sort of feeling about soup. However, you CAN act on people who visit a soup shop every month, who buy soup once a week, or who select “Strongly agree” to a question like “Eating soup makes me feel happy.”
• Actionable: Segments must be described in a way that allows members to be found. For instance, without knowing where someone lives, you cannot deliver a soup coupon to their door. Or, if they don’t use a TV, it makes no sense to create a television commercial for them about soup.
• Size of Opportunity: Segments must be large enough to warrant the cost of targeting them. You may be able to identify 400 people who would be interested in soup made with insects but…
• Value of Opportunity: Segments must have sufficient value to warrant the cost of targeting them. Targeting a segment of people who are interested in soup made with insects is not worth the investment if they’ll only buy it once as joke.

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What are the types of segmentation models?

 

The best segmentation models are effective because they incorporates a range of complementary demographic, geographic, psychographic, and behavioral variables.

 

If you’re a visual / audio learner, here’s a quick video summary for you.

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Demographic Variables

 

Common variables: Age, gender, ethnicity, education, income, occupation, family size, religion, language, dialect, life stage.

 

Source of data: Questionnaires, focus groups, census data, third party data, data aggregators.

 

Because demographic data is so readily available, segmenting people based solely on their demographics is the simplest and most common strategy. Retirement homes target people based on age, and children’s campgrounds target people based on the presence of children in a home.

 

But, ease of targeting is definitely not always reflective of the quality of the targeting. Some older people move in with their families and not all families can afford to send their children to camp.

 

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Geographic Variables

 

Common variables: Region, country, state, city, neighborhood, zip.

 

Source of data: Postal lists, mailing lists, census data, third party data.

 

Geographical data is also fairly easy to acquire and particularly easy to action on. It’s helpful for many products and services that are associated with distinct geographical regions. Restaurants target people in specific neighbourhoods with door-to-door flyers, children’s camps target families in specific cities, and some products may only be legal in specific countries. For increased relevance, geographic segmentation is often combined with demographic segmentation.

 

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Behavioral Variables

 

Common variables: Product use or frequency, purchase behaviors, coupon use, retailer visits, lifestyle behaviors, hobbies.

 

Source of data: Transactional databases, loyalty databases, association membership lists, employee databases, website click-streams.

 

Behavioral data can be more expensive to acquire and, hence, this type of segmentation is less common. It focuses on how people behave, including what, when, and how they do it. That could mean which products they buy, whether they buy them in-store or online, or more personal behaviors such as how often they go to the movies or where they go on holidays.

 

As most researchers and marketers know, the best way to predict future behavior is by knowing past behavior. As a result, behavioral segmentation can be extremely effective.

 

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Psychographic Variables

 

Common variables: Lifestyle, opinions, attitudes, beliefs, values, interests, personality.

 

Source of data: Surveys, focus groups, interviews, online communities.

 

Unlike behavioral variables that tell you WHAT someone does, psychographic variables tell you WHY they do those things. This type of segmentation is generally the most difficult because it is difficult to see and difficult to action on.

 

Psychographic data help us understand why people make specific choices such as why they use coupons even though they can afford luxury brands, or why they don’t watch musicals at the theater even though they love watching musicals on TV.

 

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Business Variables

 

Common variables: Industry, revenue, company size, job title, decision making powers.

 

Source of data: Surveys, third party data, data aggregators, census data, secondary research.

 

It’s important to remember that, not only can we segment people, we can also segment companies for B2B purposes. There may be far fewer companies but businesses still need to understand the segments of potential buyers that are more and less relevant for them to target.

 

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What’s Next?

 

Are you ready to discover top quality insights about your buyers, brands, and business? 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!

 

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Learn more from our case studies

 

• Customer Behavioral Segmentation to Support Targeted Marketing – A BFSI data analytics case study
• Optimizing Treatment Pricing Strategies For Multiple Patient Segments – A pharmaceutical survey analytics case study

 

Learn more from our other blog posts

 

• How to Leverage TikTok as a Consumer and Customer Insights Tool
• 8 Engaging Question Types to Improve Participants’ Survey Taking Experience
• Everything You Need to Know about Conducting Effective Secondary Research

Research Objective

• A globally renowned FMCG company wished to better understand their teenage customer segment in order to create a product that resonated with and matched their lifestyle

 

Scope & Methodology

• A long-term online community was designed to incorporate various activities over several months
• It included ad-hoc questions in bulletin board discussions, co-creation with the teenagers about a new product name that would resonate with their peers, and a test of communication strategies

Value Delivered

• The FMCG company was able to fully understand their target consumers’ lifestyles, how they spend their free time, what is important and what motivates them, as well as the language they speak.
• The insights put the company on the right path to making decisions when it came to their brand.

 

 

Learn more from our case studies

• Sentiment and Content Analysis of Qualitative Consumer Comments – A food survey + text analysis case study
• Sentiment and Content Analysis of Qualitative Hiring Data | A qualitative research case study
• Communicating More Effectively with Insurance Customers | A bulletin board case study

The secret to successful research may not be a secret but in the hustle and bustle of work, we often forget one or more of them. If that describes your day today, then consider this your quick and friendly reminder!

 

 

#1 Don’t sell: solve problems.

As researchers, our job isn’t to sell questionnaire design, scripting, data analysis, report writing, and dashboards. Those may in fact be the specific services we offer but our real job is help our partners discover practical solutions to their business problems – Why isn’t this SKU selling, what new product do consumers want, who are my customers, how can I upsell to a target audience, how can I complete more projects when half my team is on holidays, how can I help a client when I don’t have all the services they need?

 

Our job is to thoroughly understand the business and research problems, and then translate them into appropriate solutions. Whether it’s concept studies, customer segmentation, journey mapping, market forecasting, or providing professional services, if we can’t translate a need into a custom solution, we’ve not done our job.

 

 

#2 Know your audience

A lot of market research starts by truly understanding a specific audience. Who are they – what are their hobbies, where do they live, where do they work, what does their family look like? It’s really easy to calculate a median age and the percentage of customers who are female but the last few years have taught us a lot about intersectionality – it’s not just “women,” it’s “disabled Black women.” In the research world, we understand this as customer segments or personas.

 

After conducting a well-designed survey, focus group, personal interviews, social listening, or analytics, you’ll have the necessary data to run a reliable segmentation and identify 3 to 5 distinct target groups of people within your ideal audience. For example, a couple of common ones are Primary Grocery Shoppers and Moms of Infants.

 

Once the data has spoken, you can then build a unique buyer persona, a fictional character, for each target group to clearly outline each one’s unique characteristics. This will make developing a set of products, prices, messaging, and marketing that genuinely resonates with each one much easier.

 

 

#3 Map your marketing

Researchers spend a lot of time mapping journeys – shopper journeys, patient journeys, student journeys, employee journeys. Building products that people want to use and buy means understanding the wants, needs, and challenges customers experience at every stage of the journey. You might discover that the most problematic stage, in fact, is not the most problematic stage.

 

Build a plan to understand every stage of the journey from end to end. As eloquently shared by Biz Davis from Abacus Agency, you need to understand whether your brand is lacking in awareness, interest, consideration, purchase, or advocacy, and whether consumers want to be entertained, inspired, educated, convinced, or delighted.

 

 

#4 Think like you search

If you’ve written a questionnaire before, you know how important this tip is. Sure, you could write a questionnaire as if you were Charles Dickens showing off his stunning, grammatically correct 200-word sentences with multiple, embedded clauses.

 

Or.

 

You could search on TikTok and Twitter and find out how people really talk. Use phrases regular people use. Use words everyone understands even if there’s a technically more precise word. Write questions and answers the same way people search and you’ll end up with a questionnaire that people want to answer!

 

 

#5 Promote your content

In the marketing world, this means thinking about native ads, social sharing, and cross-channel marketing. But for researchers, it means sharing your research across the company – from researcher to brand manager to innovation team to development team to marketer.

 

When everyone in the company is familiar with the results of your research, they can each do their part to amplify the outcome of the insight.

 

 

#6 Tell a great story

How do you get colleagues to share your research? Easy! Well, it’s not that easy. Storytelling is a necessary skill that will carry your research results throughout the company. Let people know what is exciting about the insights, how they could be used to reach consumers in unexpected ways, how they could personally benefit from understanding the results.

 

And sure, though the bulk of the research will be educational, informative, and standard, be sure to incorporate just a small bit of fun along the way.

 

 

#7 Become an authority

Don’t rest on the laurels of the research you did last year. That’s old news now. The theory may be correct but times and technology have changed. Follow up last year’s study with one that builds on what you’ve learned from your colleagues, seen among your competitors, and witnessed in related industries.

 

Show your colleagues what your brand could become if everyone worked together to leverage new, innovative research methods, techniques, and skills. Become the expert at your company who constantly pushes everyone forward towards building a better product and a better company. Get that seat at the table.

 

 

#8 Start small to grow big

You could build and execute a 5-year research plan.

 

Or, you could start small with a single project that gives you a solid overview of one product or target audience. Inhale it, memorize it, internalize it.

 

Then build the five-year plan. Because at this point, you’ve seen all the strengths and weaknesses among a specific product, how your colleagues work together, how your company systems work, and what’s happening in your industry. You have perspective now.

 

Now you get it. Now you can think really big.

 

 

My inspiration for this post?

I watched a webinar given by Biz Davis from Abacus Agency in Toronto in which he shared a bunch of his secrets for building an effective marketing strategy. The webinar will be posted on their website very soon so do go have a peek.

 

While watching, all I could think was how relevant his secrets were, in particular, for market and consumer researchers. The headers are his words, and I riffed on the ideas to bring you the research tips.

 

Are you ready to plan a great market or consumer research project from End to End? Email your project specifications to our research experts using Projects at E2Eresearch dot com.

 

 

Learn more from our other blog posts

• From Digital Fingerprinting to Data Validation: Techniques to Facilitate the Collection of High Quality Market Research Data
• Everything You Need to Know about Conducting Effective Secondary Research
• 8 Engaging Question Types to Improve Participants’ Survey Taking Experience

Research Objective

• An asset management firm with a large customer base needed to be more competitive to increase their share of customers with investible assets.
• They needed to better understand their current and potential customers and their behavior so as to grow their business and prevent attrition.

 

Scope & Methodology

• A comprehensive, meta-analytics solution integrating insights from segmentation data, Habits & Practices data & brand equity data was conducted.
• Key need-states for a variety of consumer segments were identified and brands were overlaid in the market to identify white-space potential.

 

Value Delivered

• Growing white-space opportunities were identified that showed the brand had potential to stretch their equity and address evolving consumer needs.

 

Check out other BFSI case studies

• Automating Distribution of BFSI Performance Metrics – A BFSI automated reporting case study
• Creating a Financial Portfolio Health Review Report – A credit card business analytics case study
• Removing Customer Barriers to Auto Insurance Renewals – An insurance survey case study

Research Objective

• A leading health care client needed to understand whether merging their two leading variants and stretching brand equity to meet new states of category growth drivers would be more competitive against quickly growing private label brands.

 

Scope & Methodology

• A comprehensive, meta-analytics solution integrating insights from segmentation data, Habits & Practices data & brand equity data was conducted.
• Key need-states for a variety of consumer segments were identified and brands were overlaid in the market to identify white-space potential.

 

Value Delivered

• Growing white-space opportunities were identified that showed the brand had potential to stretch their equity and address evolving consumer needs.

 

Check out other healthcare case studies

• Tracking Physician Perceptions of Diabetes Pharmaceutical Representatives – A physician survey case study
• Face-to-Face On-Site Medical Leader Interviews – A B2B interview case study
• Building a Strategic Business Plan Grounded in Industry Data – A pharmaceutical data analytics case study

Research Objective

• A top retail food chain wanted to understand consumer product substitutions in order to prevent potential cannibalization in sales.

 

Scope & Methodology

• A survey was designed to gather consumer perceptions of multiple product flavors.
• Hierarchical Cluster Analysis/segmentation was conducted using the following process:
  • Identify data requirements and build a survey designed for a cluster analysis
  • Identify product sets with 2, 3, or 4 flavors along with their potential substitutions
  • Map purchase intent for product flavors to understand the impact of substitution

 

 

Value Delivered

• The results showed that certain sets of flavors were less likely to lead to substitutions and cannibalization. The client was able to choose a set of flavors where consumers would be more likely to use more flavors and remain loyal to the brand.

 

 

Check out other food case studies

• Measuring Consumer Preferences for Successful Ready-To-Eat Development | A Sensory Research Case Study
• Benchmarking Brand Awareness and Competitive Brand Space – A consumer food survey case study
• Sentiment and Content Analysis of Qualitative Consumer Comments – A food survey + text analysis case study

Research Objective

• The client wished to hold a master franchise of a famous USA fast food restaurant. They needed:
  • A detailed market segmentation and market scenario to gauge value and volume on basis of region by segmenting Indian fast-food services.
  • To examine competitive developments such as expansions, supply contracts, and mergers & acquisitions in industry.
  • To evaluate market trends and developments in Indian market and provided detailed company profile of all the competitors in market.
  • To distinguish the audience type based on their service preferences.

 

Scope & Methodology

• Conducted primary research surveys with dine out and home delivery food service providers in India
• Conducted secondary research using company annual reports, white papers, investor presentations, and financial reports
• Competitive benchmark report was prepared which outlined leading players in the industry
• Analyzed type and regional presence of all major food service providers across the country.
• Calculated the current market size where food service providers’ value & volume sales data for different types of food services like dining services, PBCL, QSR, Café & others were recorded.

 

Value Delivered

• Our comprehensive report covered the scope, size, disposition, and growth of industry including key sensitivities and success factors. The report also included a 5-year industry forecast, growth rates and an analysis of industry key players and their market shares.

 

 

Check out other retail case studies

• Optimizing Trade Promotion Spends with a Pricing Simulator – A food business analytics and price simulator case study
• Consumer Perceptions Towards Online Ordering – A retail survey + desk research case study
• Improving Operational Effectiveness at a CPG Company – A retail B2B survey case study

Research Objective

• The client needed to optimize their pricing strategy by understanding perceptions of prices held by consumer segments towards an inhaler product.
• They also needed to understand GPs’ selection of COPD treatments, and payer reception to various prices, rebate schemes, and complete offers within the portfolio.

 

Scope & Methodology

• The consumer market was segmented into distinct customer groups based on purchase behavior and paying potential. Each segment estimated various prices of inhalers.
• GPs indicated their intent to recommend various brands in each patient segment at each price.
• Optimum prices were identified for each segment.

 

Value Delivered

• The client successfully launched a new inhaler in a competitive market with optimized pricing that maximized the opportunity. It quickly gained popularity.
• The client was able to price their product optimally to avoid losing sales and to maximize profit margins

 

 

Check out other healthcare case studies

• Tracking Physician Perceptions of Diabetes Pharmaceutical Representatives – A physician survey case study
• Face-to-Face On-Site Medical Leader Interviews – A B2B interview case study
• Building a Strategic Business Plan Grounded in Industry Data – A pharmaceutical data analytics case study

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

• Tracking Physician Perceptions of Diabetes Pharmaceutical Representatives – A physician survey case study
• Face-to-Face On-Site Medical Leader Interviews – A B2B interview case study
• Building a Strategic Business Plan Grounded in Industry Data – A pharmaceutical data analytics case study