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Example 1- Company A
"A" is a small, privately-owned company based in
Auckland, New Zealand. The company has a narrow product range
consisting of under twenty skus in a traditional category with
little competition. The company has fifty employees and one
factory. The company is managed by the ownership.
Problem
While the company's main category is highly profitable, it
is growing slower than the rate of inflation. Over the years
numerous attempts have been made to diversify the product range.
These have all ended in failure. Outside help is needed to
kickstart growth in this sleepy category.
Toolkit
The focus of the research
is clearly on the product and the category. Who buys it? Why?
Can we convince the regular users to buy more? Why doesn't
everyone else buy it? What else are they buying and why? What
are the barriers to change or trial? Can anything change non
users attitudes about the product and category?
We used four primary sources of data in this project:
Focus groups
Intercept interviews
In-store observations
Scan data
Results
We found that a significant portion of customers were using
the product in new and novel ways. While some members of the
marketing and sales team were aware of this, they were unaware
of the scope. We recommended embracing these new product uses
and communicating this to non-users. Major issues were also
identified with the packaging design. On our recommendation
the client relaunched and repackaged the product. Sales are
now up by double digits and the category is experiencing dramatic
new growth.
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Example 2- Company B
"B" is a publicly-listed retail group that
is the market leader in its category.
Problem
There is little scope for new openings of existing
concepts in its home country as the market is saturated.
Toolkit
This is a classic management consulting project as
the question is big picture and the scope of the answer
is undefined. We seperated the research into two parts:
gathering a large amount of data on various options
and then developing criteria to test and screen for
viability.
We used four primary sources of data in this project:
Face to Face Interviews
Government data
Online Databases
Press reports
Results
Ten new retail concepts were profiled and test screened.
For a multitude of reasons, none proved suitable for
local conditions.
Concepts were then tested in eight international markets.
These markets were then profiled and screened on a number
of key selection criteria. We found a number of similar
successful businesses were operating in these markets.
We recommended an acquisition. Client "B"
acquired the similar business in this new market.
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