Afc workshop market research 20131105

Market Research Projects

AFC Leuven05/11/2013

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Agenda

• The House of Marketing

• Market Research Project

• Project Management

• Desk research

• Interviews

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Project ervaring

• Repositioning & rebranding (brand architecture)• Retention management• Personal Coach op CRM onderwerpen aan een Marketing Director voor een

Belgische Telco.• Het leiden van een project in een Telco B2B omgeving voor het verbeteren van

Up-en Cross selling acties.• Introduceren van Pricing en Trade Terms global FMCG ‘s• Zero Based Budgeting in Marketing and Sales departments• Teamleider van een best practices team over hoe de relatie met de handel

voor een Global Tobacco Company te verbeteren. Vertegenwoordigen van de zakelijke belangen bij de invoering van de Siebel CRM applicatie in pilootlanden.

• Identificeren en analyseren van de CRM-mogelijkheden binnen een beveiligd bankinstrument voor een grote privé bank in Luxemburg.

• Het analyseren en uitwerken van een benadering om de dataverrijking over medische professionals te verbeteren voor een groot farmaceutisch bedrijf.

• E-commerce projects

Eerdere ervaring

Eerder, heeft Davy een consultancy bedrijf opgericht in indirecte spend management, maakte hij deel uit van het directiecomité van AB-InBev Belux en was hij global procurement director voor Point of Sales materiaal bij AB-Inbev. Daarvoor was hij 7 jaar bij Accenture, waar hij verschillende posities in (trade-) marketing en CRM projecten op Europese en mondiale schaal heeft geleid en mee uitgevoerd.

Academische achtergrond

Davy is afgestudeerd als Handelsingenieur aan de UFSIA (B) met aanvullende cursussen aan de Georgetown University in Washington DC (VS) en uitwisselingsprogramma's met ESC-Lille en UMSL Missouri (VS)

Algemeen Davy versterkte het team van The House of Marketing na een aanzienlijke ervaring in FMCG en consulting op het gebied van Marketing, Trade Marketing en CRM consulting

1’ on who is front of you:Davy VerhulstManaging consultant

3Project voorstel De Haven van Antwerp

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THoM offers marketing talent, adapted to the new business context

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In a economical environment where turbulence is the new

norm,

The House of Marketing develops marketing talent and

provides marketing excellence at the right moment,

exceeding clients' expectations by delivering higher return

on investment and by making the organization more agile.

We achieve this by recruiting passionate marketers for

whom we create an inspiring and nurturing environment so

that they can develop their full potential.

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THoM ‘s 3 main service offerings

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Temporary Marketing Support

Marketing ConsultancyMarketing Talent

Development

To bridge Capacity & Competence

gaps

To tackle strategic marketing challenges

To develop, counsel & train

marketers on the job

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Product & Brand

Managers

Broad experience Coordination activities of

specialists in production, sales, advertising, promotion, R&D, …

Churn analysis, churn reduction

Product placement optimization

Business Analysts

Market & competitor analysis

Market assessment & quantification

Clustering of customers

E-Marketers & Social Media

Specialists

E-strategy definition & roll-out

Coordination, design & implementation of e-marketing actions

Website management, email marketing, social media, mobile

Marketing Managers

Channel & Category Managers

Process Managers

B2B and B2C environments

Marketing plan, go-to-market strategy & implementation, people management, business intelligence

Coordination of Marketing activities

Strong analytical and negotiation skills

Enhancing retail partnerships by increasing category sales and aiding in fact based/strategic selling

Extended experience in SME and large matrix organizations

Alignment of organization towards similar goals

Clear roles & responsibilities definition, organizational design

We can help to bridge capacity & function gaps….

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…and help you tackle strategic marketing challengesMostly project based

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• Attract new customers• Increase customer spending• Reduce customer churn• Increase Innovation success rate

Volume driven

Margin driven

Positioning

• Restore customer trust• Capture more customer value• Margin management• Doing more with less resources• Tracking of ROI

• Define or redefine positioning• Changing customer experience from product push to relational (customer-centric)

• Positioning on the sustainability dimension

• Positioning towards current and potential employees

• Customer intelligence: translate data into relevant insights

• Segmentation• Business and marketing planning• Innovation Management Program

• Pricing exercise• Category assessment• Marketing performance management (ROMI, CLTV, dashboards)

• Marketing audit

• Positioning workshop, define brand identity card

• Customer (store) experience• Sustainability• Employer branding

Consumer analytics and insights are crucial for each of the three challenges

Client challenges THoM expertise & solutions

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Performance demands the right talent at the right place, & ongoing training

The House of Marketing can help you to develop and keep the right talents in your marketing department.

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Training

Counseling

- Relevant Marketing training, from general to very specific & tailor made

- product management- project management- communication (online, offline)- social media- email marketing-……

- Personal counseling focused on marketing related skills and technical skills

Marketing Talent Program(see www.marketingtalent.be)

- One company or multi companyaccelerated traineeship programs - Training reinforced by coaching on the job

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FACTS – our vision of how marketing should evolve

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• Simplicity• Strategic consistency• Leadership continuity• Prioritize & making choices • Consistent brand across all channels• Seek leadership in specific category• Customer centricity• Focused team

• Detect trends & act• Early warning systems & processes

• Agile & up to date organization• Built around customer

engagement• Willingness to change• Flexibility & Speed

• Innovative company culture• Diversity of profiles• Idea generation process• Idea valuation• Porosity & open-mindedness

• KPI’s & dashboards• Scenario analysis & ROMI• Connect with marketing intelligence• Analytical culture & skills

• People: yours & every stakeholder• Planet: ACT on innovation, packaging, promotion...• Profit: business-minded marketers

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Agenda




• Desk research

• Interviews

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case

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Case of Company X, active in the HR-services sector

Payroll services HR Administration HR Advice

Self-employed Small companies

Large companies

For confidentiality reasons figures on the slides have been modified and client issue has been slightly adapted

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Previous studies indicated a low market penetration in Antwerp. Should our company invest in the region of Antwerp?

How would you approach this question?

Question

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Market

potential

Market

penetration

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Market

potential

Market

penetration

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Step 1 – Take the helicopter view (compare Antwerp vs Belgium)Antwerp is the province with most employers (37k) and 2nd in terms of # employees (520k)

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Employers per province - % of total in Belgium

NAMUR

LUXEMBOURG

LIEGE

LIMBURG

Antwerp

OOSTVLAANDERENWEST-

VLAANDEREN

HAINAUT

< 5% of employers

5% - 12,5% of employers

> 12,5% of employers

9%

4%

17%

13%

9%

13% 8%

4%

13%

8%

2%

NAMUR

LUXEMBOURG

LIEGE

LIMBURG

Antwerp

OOSTVLAANDERENWEST-

VLAANDEREN

HAINAUT

< 5% of employees

5% - 12,5% of employees

> 12,5% of employees

7%

3%

19%

11%

8%

11%10%

3%

20%7%

1%

Employees per province - % of total in Belgium

37.331 employers 520.446 employees

• Situated at 40 km from Brussels and close to other important regions: 60% of the European buying power is situated within a ray of 500 km from the city Antwerp.

• An extensive transportation network between Antwerp and other important European regions.

• Services is an important sector but the industrial sector keeps growing in Antwerp. The harbour is also an important place for Industry.

Source: RSZ Q3 2010 (private sector)

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Step 2 – Zoom in The ‘arrondissement Antwerp’ represents 60% of companies and 62% of employment in the province

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Arrondissement Antwerp Arrondissement Mechelen Arrondissement Turnhout

22.237 employers (60% of Antwerp)

6.325 employers(17% of Antwerp)

8.769 employers(23% of Antwerp)

319.829 heads(62% of Antwerp)

Average: 66 heads/customer

84.811 heads (16% of Antwerp)


115.806 heads(22% of Antwerp)


Com

pan

ies

# h

ead

s


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Step 3 – take a different angleEmployment in province Antwerp is driven by Industry, Commerce, Admin Services and the Health Sector

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<50 in Antwerp:196k heads

50-200 in Antwerp: 94k heads

>200 in Antwerp: 230k heads

Top 6: 75% of employment Top 6: 81% of employment Top 6: 87% of employment

Top sectors within the 50-200 market (in # heads)

Indu

stry

Com

mer

ce

Health

S

Logi

stics

Cons

tr.

Adm

in S

0

10,000

20,000

30,000

40,000

50,000

60,000

70,000

80,000

Top sectors within the <50 market (in # heads)

Com

mer

ce

Indu

stry

Cons

tr.

Horec

a

Logi

stics

Libe

ral P

.0

10,000

20,000

30,000

40,000

50,000

60,000

70,000

80,000

Top sectors within the >200 market (in # heads)

Indu

stry

Adm

in S

Health

S

Com

mer

ce

Logi

stics

Fina

nce

0

10,000

20,000

30,000

40,000

50,000

60,000

70,000

80,000


To be compared with other regions

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Step 4 – get to a level of detail that will be directly actionable (e.g. as briefing to sales team)Most important activities within the sector Industry are Chemicals & Food

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Sector Industry in # heads Segment < 50 in Antwerp

Sector Industry in # heads Segment 50-200 in Antwerp

Sector Industry in # heads Segment >200 in Antwerp

Food

Met

al

Prin

ting

Mac

hine

ry

Furn

iture

0

2,000

4,000

6,000

8,000

10,000

12,000

14,000

16,000

18,000

Chemicals Cars Pharma FoodMachinery0

2,000

4,000

6,000

8,000

10,000

12,000

14,000

16,000

18,000

Food

Met

al

Chem

icals

non-

met

al

Rubb

er0

2,000

4,000

6,000

8,000

10,000

12,000

14,000

16,000

18,000

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Step 5 – Compare to competitor performanceCompetitors are much more present and have a higher awareness ratio

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Source: Awareness Barometer

Unaided awareness Study of Company X

Awareness of company x:

11%

Unaided awareness in Antwerp:• competitor 1: 40%• competitor 2: 29%• company X: 11%

Top of mind in Antwerp:• competitor 1: 20%• competitor 2: 17%• Company X: 5%

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Market

potential

Market

penetration

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Step 1 – Evaluate situation for sub-segments of clientsWith its 5.000 customers in Antwerp, company X has a lower market penetration compared to the national market penetration

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1-4 5-9 10-19 20-49 50-99 100-199 200-499 500-999 >9990%

10%

20%

30%

40%

50%

5% 6%7%

10%

13%

22%

27%

32%

37%

Market penetration of Company X in Antwerp

Average: 14,5%

Average: 24%

Average: 32%

% market penetration

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Step 2- Evaluate situation for different type of productsProduct C is the most important product in terms of invoicing

Product C Product A Product D Product B Product E0

500

1,000

1,500

2,000

2,500

3,000

3,500

4,000

Invoicing value and number of customers per key product in Antwerp (cross-segment)

Invoicing (M EUR)

Number of customers

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Step 3 – take a detailed look at internal KPIThe ‘arrondissement Antwerp’ only represents 20% of our customers in the province Antwerp

Arrondissement ‘Antwerp’ Arrondissement ‘Mechelen’ Arrondissement ‘Turnhout’

(20% of customers Antwerp)5,4% penetration



Average: 70 heads/customer Average: 60 heads/customer Average: 40 heads/customer

Average: 4.000 EUR/customer Average: 4.800 EUR/customer Average: 5.200 EUR/customer

cust

om

ers

# h

ead

sIn

voic

ing

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Step 4 – investigate root causesCustomers indicated the importance of having a supplier close to their business, which is a weakness for company X

Competitor 1

Competitor 2

Company X

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Step 5- also think beyond your organizationHaving a strong partner-network seems to be important to develop business in the <50 segment

Company X: 55 partners

10% of top 100 partners





Current partner network in Antwerp is rather weak compared to other regions

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Last step – quantify market potential

Invoicing total market (100% MS)

P1 P2 P3

P1 : 4% MS P2: 3,6%

P3:4,2% MS

A market share increase from 4% to 11% generates + 4,5 M

EUR A market share increase from 4,2% to 9,8% generates + 1,2 M

€

% m

ark

et

share

+ 1% MS SSS generates + 1,1 M €

Average market share on national level

Market Share (MS) and value of total market for P1, P2 and P3 within the < 50

segment

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Gathering information via different channels…

Desk researc

h

Analyze figures

Internal intervie

ws

External intervie

ws

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… to come to the conclusions and recommendations

• Antwerp is an important & interesting region, with untapped potential

• Market penetration is especially low in the <50 segment and in the ‘arrondissement Antwerp’, where potential is highest

• Actions to grow: Work on local awareness (action plan) Open new branches Further develop value proposition for specific sectors (e.g.

credentials) Develop partnerships with accountants

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Agenda




• Desk research

• Interviews

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Getting the basics right

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Quiz: What’s the difference between these 2 buildings?

Sydney Opera HouseBilbao Guggenheim

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Quiz: What’s the difference between these 2 buildings?

Sydney Opera House

Bilbao Guggenheim

Completed in 1997… Completed in 1973…

• Architectural Masterpiece• More than 1 million visitors per year

• Estimated Construction Time of 4 years• Construction cost of +/- € 80 million

Cost € 84 million… Cost € 77 million…

on time with 10 years delay

on budget initial budget € 5 million

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There are numerous reasons why projects usually fail…

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Team members lack the right skills or expertise for the project

The scope of the project keeps changing

People are not working toward the same goals and specifications

Team is sitting on different locations, no connections, etc…

Cost/Budget overruns

Work is redone or duplicated and will impact project cycle time

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Project Management aims at systematically reducing risks of failure

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Project Management is the application of knowledge, skills, tools and techniques to

project activities to meet project requirements.

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Step 1: InitiateProject Management starts with defining the project and setting up the right scope and objectives

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1. Define the mission: why do we need to do the project?

3. Set up objectives: what objectives do we aim to reach? (SMART*)

2. Define the scope: what’s included and what’s not?

* SMART: Specific, Measurable, Actionable, Realistic and Time

4. Align clear roles & responsibilities

5. Identify the end-deliverables

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Example of project objectives

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Statement Measures Performance Targets

Create a revised report that summarizes monthly sales activity

Content Report must include the followingdata for each product line:•Total number of items sold•Total sales revenue•Total returns

Schedule Report must be operational by August 31

Budget Development expenditures are not to exceed $40,000

Approvals New report format must beapproved by•Vice president of sales•Regional sales manager•District sales manager•Sales representatives

What to achieve

IndicatorsTarget value of the

indicator

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2G2B4G: remember 2make it 6C!!

Start project ASAYGT Remember 14AA41

IMS 2BZ4UQT

TXS TYL

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Step 2 - Project planDivide project in streams or phases by listing activities (incl. sequence, duration, dependencies, resources)

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Phase 1 desk research interviews

Phase 2

Testing

Phase 3

Training

Feedback sessions

Key activities

XX

XX

XX

Today Status meeting

Key meetings

Validation meeting

Status meeting

Plan your interviews on time!

Confident Clarity CommunicationConsistency Control Credibility

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Brainstorming on project deliverables is doneby answering 6 questions chronologically

• What topics do you think you need to address in order to answer the question? (Use structured thinking to be logical and exhaustive)

• Why do you need this topic? How relevant is it?

• What can’t you deliberately do? (Constraints, scope definition) And which parameters/drivers can you address?

• What are the problems you expect to occur (for every topic) and how can you address them?

• Define the deliverable(s) for each topic

• Having listed the topics, what is the immediate logical route of topics to follow?

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Now you can list your ideas: Topic, Deliverable, Special remark(s)

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Step 3 – Execute/ controlImportant to have regular meetings with your team

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Holding regular progress meetings with your team will enable you to:

• Have better communication – by keeping all the needed people involved

• Risk control - more people = better overall view

• Better overview - better status of where you are

• Do progress reporting to management (& stakeholders)

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Step 4 – Project closingAn important process (and phase) of your project!

The end is near, but you’re not there yet…

You should have laid the foundations of closure at the start:

• Clear goal and objectives

• People’s commitment to the end

• Project closure activities foreseen in the project plan

• Foresee a formalized but fun end ‘event’ so that people can disconnect

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Agenda




• Desk research

• Interviews

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Case based guidelines

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Consumer trends 2020-2025 for a major automotive companyHow will youth evolve in Russia? What is the likely impact on motoring?

How would you approach this?

Question

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Main challenges

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Reconcile inconsistent data sources

Don’t get lost in the mass of information12

From gut feeling to a real trend (or to the bin)3

http://www.google.be/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=h0dS3iPq8dQGpM&tbnid=ArxGBOLCvJgb4M:&ved=0CAUQjRw&url=http://meetmrholland.wordpress.com/tag/social-media/&ei=OqxdUq7lCKWM0AWz1YCYDw&psig=AFQjCNHpmlnuNc2QYWqnhg8lJOr5YzxhjA&ust=1381956974237677

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Tip & tricks for desk research

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Where to start ?

Start by defining what you want to know. Keep a broad view of the information you are looking for.

Gather dataOnline sources, Government departments, libraries, public sources, business specific information, magazines & publications, etc.

Analyse info

Check the quality of your source (e.g. governmental vs commercial), try to find at least 3 different sources to ensure they broadly agree and check how data was collected

Define storyline

Always keep in mind what you are looking for and the question you are trying to answer

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Agenda




• Desk research

• Interviews

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It is not a pub conversation!

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A good interview, starts with good preparation

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What• What do you want to find out during the interview?• What do you want to learn?

Who• Internal interviews vs. external interviews• Why do you want to interview him /her?• Do some background research: what is his / her expertise?

How

• Where will you take the interview?• Which questions will you ask?• Prepare all your questions before the interview• The duration of the interview can maximum take 1,5h

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Put your questionnaire in a logical structure

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1. Start with short introduction that explains the purpose of the interview

3. Ask specific or critical questions in the end(but don’t avoid them!)

4. End the interview by thanking the interviewee, ask if he/she has more questions

5. Leave your contact details, so he/she can contact you

2. Begin with more open, general questions to bring the interviewee at ease

A good interviewer brings his/her interviewee at ease (also non-verbal behavior) and keeps the overhand of the interview (follow your structure of

questions)

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Watch out for the typical pitfalls when conducting an interview

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Interview pitfalls

1. Keep third parties out of the interview

2. Make sure your questions are clear for the interviewee - Don’t speak too fast, leave time for silences- Don’t use any jargon in your questions- Don’t ask suggestive questions

3. Make sure the interviewee feels at ease- Provide a good location- Do not interrupt the interviewee during his/her answers- Be unbiased, do not criticize the interviewee

4. Don’t write too much during the interview. If you can’t record the interview, it’s best to take the interview with two.- One is responsible for asking the right questions- The other one will take notes

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There is however exception

where an interview can be a pub conversation!

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Join us at our Meet & Greet!

‘Rodins’, Oude Markt 24, Leuven12/11/2012 – 19h00

Subscribe via:

www.thom.be/meet-greet

Afc workshop market research 20131105

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