As part of our commitment to delivering a global perspective on the insights driving brand growth, our Global Growth blog series features conversations with our senior leaders from the U.S. and EMEA. In this post, David Walker, Director, and Brad Weiss-Holmes, Executive VP, share their expert perspectives on key growth areas, discussing how brand teams can foster innovation that aligns with brand goals and resonates with regional markets.
What type of preliminary work do you do to ensure an innovation work stream will be successful?
Brad: I usually start by aligning on the target audience, especially for global workstreams. It begins with identifying who we are focusing on and trying to win over. Often, this involves conducting a global segmentation study. Segment solutions typically hold across markets, but segment sizes can vary by region. Similarly, targets are usually universal, but growth targets differ by region. This phase ensures alignment on core and growth targets, which can vary regionally. Following segmentation, we move into socialization and activation.
David: In addition to targeting studies, we want to understand the market landscape in the various markets we’ll be working in. We’ve been using AI in our work for trend spotting. This involves looking into categories to unearth emerging trends and understanding what’s happening out there. It’s not purely consumer research but more observational, focusing on what is being said, identifying territories, and recognizing pain points. This approach helps us enter projects with informed thoughts on the area. AI allows us to explore and innovate in various ways.
Brad Weiss-Holmes on the role of segmentation.
How do you maintain a global brand view while building innovation programs for different regions, particularly if there are specific requirements for each market?
David: I believe in having boots on the ground. We work with local partners and immerse ourselves in the market, especially during early-stage innovation. For instance, we work with beverage brands, and a product like tequila has a different perception in different regions. Understanding its consumption and significance in different regions is essential. Experiencing the local context, competition, and consumer behavior firsthand is crucial.
Later, it becomes more process-oriented, focusing on survey responses and research feedback to adapt our approach. Practically, we visit people’s homes, observe them in facilities, and conduct immersion work. We document these experiences through photos and videos to bring them to life for clients. Being in the local setting is valuable for gaining insights. For example, in the alcohol category, we engage with consumers directly, experiencing the product with them.
Brad: I agree with that approach, David. Immersing ourselves in the consumer’s environment is vital. Sometimes, we host research sessions in a local home to bring people together in a non-traditional setting. We also conduct fieldwork, shopping with consumers, and observing their home environment to fully understand their daily experiences.
Is there a case study you can talk about that shows the value of investing in local research?
David: A few years ago, we worked with a mobile phone client targeting people in developing countries who couldn’t read or write but needed phones in remote villages. We visited these villages and saw the trouble they had charging their phones and remembering telephone numbers. We designed a flip phone without numbers and with a long battery life, but when they saw and used the phones, they told us that they actually wanted smartphones, which were seen as a status symbol in their region. This insight led to a completely different product direction. Experiencing these conditions firsthand was crucial.
How do you help the client change their approach market by market?
David: It’s challenging but essential to present the insights effectively. We demonstrate the value of firsthand experiences and the practical realities observed. Highlighting the authentic needs and behaviors of consumers helps the client understand the importance of adapting their approach. Overcoming their discomfort involves showing the long-term benefits and the potential for success by meeting real market demands.
What other factors do you have to consider in innovation, such as guardrails around manufacturing capabilities in various markets, or supply chain issues that might impact the final product?
Brad: When we’re preparing to facilitate an Innovation Sprint session, we discuss guardrails with the project lead. We identify potential issues that could cause distractions and, during the session, we will put those in the “parking lot” if they arise. This prevents wasting time during sessions, where every minute is precious. We share our screen to visibly track parking lot items and move forward quickly to stay on topic. This is especially important in global workstreams with regional nuances.
David: I do something similar. At the end of sessions, we apply a down-weighting lens based on factors like awareness, distribution, and advertising spend. This adds a sense of realism to the findings and is a crucial part of a good innovation process.
David Walker on the essential role communication plays in global innovation.
What kind of approach do you take for concept testing and prototype development?
Brad: We do a lot of product guidance and qualitative work. For example, we work with a global food manufacturer to narrow down recipes before expensive basis testing. We invite target consumers to participate in testing sessions in a home setting to taste different prototypes and provide feedback on whether they fit with the concept. This process helps narrow down the options, saving costs and optimizing the recipes based on consumer feedback.
In addition to narrowing down recipes, we also optimize them by suggesting modifications. This ensures the final prototypes are refined before entering basis testing. Prototyping is crucial, especially in the CPG world, to ensure the product meets customer needs and expectations.
David: In the tech space, it’s vital to create an experience that delights users rather than frustrates them, as they may abandon the application if it doesn’t meet their needs. In tech prototyping, we work with early-stage models and conduct trials with a small panel of users. For instance, we recently tested smart sunglasses that respond to different situations. We used mobile and Facebook groups to create a community of users who provided feedback in real time. Tech prototyping is often occasion-based, requiring flexibility around when and how the product is used.
We also use prototype research to help with messaging. After users experience the product, we ask what they would say to others to influence them to try it. This feedback can inform communication strategies for the product launch. Prototyping can focus on usability and functionality or on marketing and selling the product, or a combination of both.
How do you build energy for activation sessions?
Brad: For virtual, multi-market sessions, flexibility is key. We schedule sessions at a time when all regions can participate, even if it means one region is up late and another is up early. We aim for four to five-hour sessions, balancing socialization and activation. Bringing in brainstorming and ideation is crucial, as that’s where the magic happens. Multifunctional teams across regions participate in breakout rooms and share insights throughout the session.
In region-specific sessions, we might invite consumers in to describe their lifestyles and preferences and ask brand teams to “guess the segment”, which is a fun way to help teams get to know the segments leading to ideation and action planning activities. This approach ensures the research is actionable, not just sitting on a shelf.
David: Previously, face-to-face sessions were common, especially in Europe due to geographic proximity. The challenge now is maintaining engagement over long virtual sessions. We use consumer insights, videos, imagery, and keep discussions strategic and high-level to avoid overwhelming participants. Effective workshop design is as important as research skills to keep everyone engaged.
Our team provides activation strategies for global projects.
How do you manage global activation sessions?
Brad: In activation sessions, whether in person or virtual, we use breakout rooms for global participants. For example, we might have the Latin market in one room, North America in another, and so on. Each team generates new ideas based on the consumers they aim to win over. We then reconvene for share-outs and finalize an innovation roadmap for the next two to five years, which still needs validation.
Each region validates their plan, polishing ideas and moving through qualitative assessments and quantitative validation. I prefer choice-based paired comparisons for global consistency, avoiding different rating scales across countries. This method maintains cost efficiencies by using the same survey program across markets.
Coming out of activation sessions, how do you help brand teams develop the right tracking methods to ensure long-term success?
Brad: Depending on the initiative, many companies track the success of their tier-one initiatives. They often have tracking programs to monitor awareness, consideration, purchase rates, and advertising exposure. These programs can run quarterly or annually, with initial kickoff and follow-up waves to measure awareness growth and overall market impact.
The frequency of tracking depends on the category. For major initiatives, there’s always some tracking to troubleshoot if targets aren’t met. Issues could include inadequate advertising funding, execution differences from testing, or distribution problems. Tracking helps identify and address these issues.
David: For consumer products, tracking mechanisms are essential. For technology products, there are alpha and beta trials. An alpha trial involves a close group testing the product, while a beta trial involves a controlled audience. We often check in with first customers to ensure the product meets expectations, covering everything from onboarding to first usage. This qualitative work is part of broader tracking the client conducts.
As teams measure success over time, how can you help them update their product portfolios without necessarily commissioning a new research study?
Brad: There are a couple of things I would suggest. One significant opportunity is commercial innovation. This involves not reinventing the wheel but finding new ways to talk about your product or service to drive adoption, engagement, or consideration. For instance, we’ve worked with tech firms that didn’t want to create something new but wanted to communicate differently to increase engagement.
Commercial innovation means leveraging existing products by presenting them in a fresh, compelling way to attract new users, thus maximizing ROI from previous innovations. This approach can be particularly useful in regions where the latest innovation might not be suitable. By rethinking how to communicate the value of current products, companies can maintain momentum without launching new products every year.
We often guide teams through Innovation Sprints to stretch their thinking and explore different ways to talk about their products or services. This helps in pushing the boundaries of commercial innovation without always focusing on product innovation.
Is there a key element that makes innovation work successful for brand teams?
David: From our perspective, the key is simplicity. When communicating internally about how to sell a new product, it’s crucial to keep the message clear and straightforward. Innovation can be overwhelming for consumers, so the benefits and problems solved by the innovation must be communicated simply.
Often, the best ideas are those that are simple and easy to understand at the early stages. However, as the idea progresses, it can become convoluted with additional elements and changed messaging, leading to a loss of clarity. Maintaining the purity of the original idea throughout the process is essential for its success. Strong communication and consistent grounding in the core principle of the idea are vital to ensure it remains effective and resonant with consumers.
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