building an insights capability to lead the change...consumer behavior, insights activation, &...
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Building an Insights Capability to Lead the Change
Presented By:
– Director, Consumer & Marketing Insights—Africa & Eurasia Division
– Senior Marketing Consultant
– Food & Beverage, Home & Personal Care, Consumer Healthcare
– Former Associate Director of US Personal Care & CMI Digital Team
– Expertise in Strategy, Consumer Behavior, Insights Activation, & Capability Design
&
• $15B global consumer products company,founded in 1806
• 37,000 Colgatepeople worldwide
• Products sold in223 countries
• Four core categories:
– Oral Care
– Pet Nutrition
– Personal Care
– Home Care
Among the World’s Most Recognizable Brands
& © Caprē Group 2019
• Specialized Consulting Firm Transforming Sales & Marketing Capabilities into Results
• Proven approaches to unleash potential and capture long-term competitive advantage
• Specialists armed with industry best practices & broad, practical experience
SALES & MARKETING CAPABILTY FRAMEWORK™
&
© Caprē Group 2020
RAPIDLY-EVOLVINGTastes & Expectations
FRAGMENTEDRetail Landscape
PROLIFERATIONof Shopping Choices
AMORPHOUS & PERSONALIZED Paths to Purchase
17%of Marketers feel they have an ‘advanced’ understanding of
Consumer Journey
48%Millennials expect
brands to customize offers to suit their needs
2/3rdsof touchpoints driven by
the Consumer
&
MULTIPLE DATA SOURCESStreaming Real-Time Info
MICRO-TARGETINGThrough Digital Personas
ARTIFICIAL INTELLIGENCE Automation of 4Ps
UBIQUITOUS ACCESSto Information & Commerce
“Change has never happened this fast before, and it will never
be this slow again.”
Graeme Wood
90%of Today’s Data Created in Last
Two Years
&
INCREASED COMPETITIONThrough New Channels & Platforms
GROWTH CHALLENGESas Trips & Loyalty Decline
DECLINE OF BRAND POWERand Rise of Local & Private Label
MARGIN PRESSUREShifting Focus To Costs
6 to 1
11.7%
US Online Retail Sales Growth (15.6%)vs. Brick & Mortar Sales Growth (2.6%)
eCommerce share of total retail sales (excluding non-typical online items)
&
HOLISITIC, INTEGRATED INSIGHTSvs. Narrow or Siloed Research
UNCONSCIOUS & EMOTIONvs. Rational Thought
IN-CONTEXT OBSERVATIONvs. Artificial Recall
STRATEGIC INSIGHTS PARTNERvs. Research Service Provider
7.5%vs.
1.9%
3-Year CAGR - Global Spendon ‘New’ Research Methods
‘Traditional’ Research
CAGR
&
95%Up to
of Consumer Behavioris driven by non-
conscious processes
&
THE RISK OF OBSOLENCEIs Not Seriously Considered
SHORT-TERM PRIORITIESOutweigh Tomorrow’s Challenges
INSIGHTS ARE OVERLOOKEDor Not Acted Upon
ORGANIZATIONAL CAPBILITIESare Not Built For the Future
1976Invented first
Digital Camera
1981predicted digital would replace film by mid-90s
2012filed for bankruptcy
protection
’
’
The Benefit of Building a Transformational Insights Capability
What It Means to Be an“Insights Organization of the Future”
How to Successfully BuildYour Organization’s Capability
&
&
=An Organization’s Sustainable Ability
to Execute
=An Individual’s Skill
and Experience© Caprē Group 2020
&
A Future-Focused Insights Capability is uniquely positioned to:
• ANTICIPATE where consumers, shoppers, & the marketplace are heading
• EXPERIMENT on the cutting-edge of technology & data analytics
• IDENTIFY new solutions and pathways to growth
The pressure for Colgate to change was coming from all sides…
…CMI needed to evolve, or risk falling behind
&
&
CHAMPION THE HUMAN TRUTHS
PROACTIVE& AGILE
LEADERSHIP COMMITMENT
ACCESSIBLE& ACTIONABLE
FOUNDATIONAL& CUSTOMIZED
THOUGHT LEADERSHIP
CONTINUAL LEARNING
- -
These seven best practices form the foundation for best-in-class, future-focused insights organizations…
Advanced Analytics
• Growth-focused category& shopper data insights
• Fully integrated strategic analytics team
Insights Generation
• Leading-edge techniques• Strong synthesis and
thought leadership• Foundational insights
Innovation &Future Focus
• Category & human trends• ‘SWAT team’ special
business opportunities• Next-gen methodologies
Category & Partner Insights Impact
• Insights-led strategic thinking with partners
• Evolved sharing tools & communication approaches
CORE CAPABILITIES
&
’
Colgate CMI focused on building an organization that delivered on four core insights capability areas…
#1
#2
#3
#5
#4
&
Building a new capaiblity begins with the future state in order to force the organization to stretch its thinking beyond today
#1
#2
Define CapabilityFuture State
Identify Capability Transformations
Define theWork to Support
Capability
Design Roadmap & Implement Change
#3
#5
Design the Structure
#4
#1
#2
Define CapabilityFuture State
Identify Capability Transformations
Define theWork to Support
Capability
Design Roadmap & Implement Change
#3
#5
Design the Structure
#4
&
Building a new capaiblity begins with the future state in order to force the organization to stretch its thinking beyond today
IS HERE
MAJOR PROGRESSTO DATE:
• Senior leadership energy & commitment
• Budgets & people allocated
• Human resourceson board
• Team & partner excitement
• Agility to tackle strategic priorities
&
Implementation & change management are the most difficult stage of a new capability
THINK CROSS-FUNCTIONALLY1
LANGUAGE MATTERS2
NOT TOO FAST, NOT TOO SLOW3
INVOLVE SUPPORT FUNCTIONS EARLY4
TASK FORCES TO JUMPSTART CHANGE5
LEADERSHIP ENABLES THE CHANGE6
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