Tag Archives: Burke Inc.

Accelerate Growth Through the Strategic Integration of Research During the Innovation Process

Accelerate Growth
Through the Strategic Integration of Research During the Innovation Process
Stephanie Cunningham, Associate Director, Global Insights
Business Lead’Specialty Division, The Clorox Company
Jody McInerney, Senior Vice President, Burke, Inc.
Stephanie began with crisis, a story about the kitty litter
business. Competitive pressures were high. Market share was being lost. They
needed a new product, in a hurry. From concept to packaging, they needed it all:
RTB, packaging design, product name, name and product fit with top benefits,
and fully baked complete concepts to test against legacy products and
competitive products.
Clorox had five weeks to cram in eight months of work before
the end of the fiscal year and their plan to retailers.
They had limited time and were forced to explore
non-traditional methods.
They called Burke, Inc. for help, and began the Accelerated
Learning Labs??, a methodology designed to shorten the learning curse and allow
teams to get more done in less time.
Accelerated Learning Labs?? focus efforts into a single-day
or real-time learning.
Steps of framing an Accelerated Learning Lab??
Gather Participants
Choose subgroup
Refine Ideas as a Team
This methodology provided a way for the Fresh Start team to
get the results they needed in their timeframe.
The Fresh Step team pushed back at first at this method.
There was fear of the unknown, no proof that it would work, and questions about
the output. This process requires a high-performing team to execute, so it was
critical to get all of the internal stakeholders to suspend disbelief and
deeply participate in the process.
For each of these client fears, there was a solution. There
was the trust of working with a supplier with whom they’ve had a decade-long
relationship. They set expectations about the level of involvement. They also
engaged creative teams and agency partners from the outset.
In the end, the whole Fresh Step group (Innovation manager,
brand manager, designers, consultant team, and marketing manager) all dove in
as a unified cross-functional team.
Once aligned, the team moved forward with
Three-in-person sessions in one market
Total of 102 participants (34 per session)
1.5 hours of quantitative evaluations
1.5 hours of qualitative probing with small
groups of six-eight.
Understanding the most compelling message’the RTB’was the
prime mover in this scenario. The, we moved into package design that needed to
stand out at shelf. We tested a total of 18 names. Then, took the names and
packaging and tested fit with the benefit (RTB).
Consumers provided ways to improve the benefit, the
look-and-feel, the imagery, and the name. They were invaluable in driving
iteration after iteration that made the product more desirable in the market.
They planned the five-week sprint in weekly segments with
things that had to be completed each week.
So, was it a success? Yes. They met the impossible timeline.
Since launch, Clorox has done more rigorous testing and the product that was
launched has tested very well each time. Plus, the market accepted and embraced
the product.
The ability to learn in the moment, given the tight
timelines, was instrumental to hitting the condensed timeline.
Michael Graber is the
managing partner of the Southern Growth Studio, an innovation and strategic
growth firm based in Memphis, TN. Visit
www.southerngrowthstudio.com to learn more.

Best Practice Frameworks for Customer Experience Practitioners

Bill Barnes presents “Best Practice Frameworks for Customer Experience Practitioners” at Total CX Leaders Conference, June 3, 2015.

Many Customer Experience (CX) experts are facing the same pain points with their programs:
- Results are not improving
- Results are not actionable
- Culture is not customer-centric
- Leadership is not engaged
- Don’t know what to work on
- Customer responses are not representative
- No business relevance for results
- Can’t disseminate the customer data to key internal individuals in the format needed

During the Total CX Leaders Conference, Bill Barnes, Senior Vice President, Burke, Inc., provided valuable insights to help CX practitioners remove their pain points through best practices at these three levels:

- Strategic Framework: Business performance is at the center with supporting layers that include customer engagement, brand image/product and service experience, employee engagement, customer-centric culture, leadership, and the external environment.

- Business Relevance Framework: A blueprint to link the business performance chain, which includes employees, the work, customer experiences, customer behavior, and business results.

- Program Design/Execution Framework: Includes journey mapping and a customer experience/engagement measurement system.

Through this interactive session, CX professionals learned about these key takeaways to help them improve their CX programs:
- Establish frameworks for your CX program that go from strategic to tactical
- Investigate if emotions should be part of your index
- Ensure your program has good market research practices for sampling and statistical precision
- Ensure verbatim analysis is aligned with statistical precision/key driver analysis of CX touch points
- Invest in digital dissemination tools that have the customization needed for your organization
- A key result measure for your organization should be data access
- You have to wear many hats
- Need to balance leading internal process measures with external CX measures

Let’s keep the Total CX Leaders Conference conversations going! Stay connected with TCXL15 at:
- twitter.com/#TCXL15
- linkedin.com/Total Customer Experience Leaders
- facebook.com/Total Customer Experience Leaders

Peggy L. Bieniek, ABC is an Accredited Business Communicator specializing in corporate communication best practices. Connect with Peggy on LinkedIn, Twitter, Google+, and on her website at www.starrybluebrilliance.com.