Tag Archives: Clorox

Capabilities New + Old: Complimentary Practices for Today’s Consumer Reality

Capabilities New +
Old: Complimentary Practices for Today’s Consumer Reality
Sandra Kang, Director, Brand Insights, Digital Insights
& Consumer Affairs, Clorox
Not so long ago, we could take out a TV add, take out a
newspaper add’and win with consumers. Now, it’s all different for the CPG
industry. The, retailers led.
We have moved into the Consumer Led Era. This is the era in
which we compete.
Clorox responds to consumers with a social media team. We
also increasing support our products on many e-tail channels.
We are on a journey to change the way we work. We call it
Sense & Respond marketing.  We have a
cross-functional team that includes a data scientist, an analyst, and insights
person as well as technologists, and others. We are a prototype.
When we came up with the frame work of Sense & Respond,
we saw that we moved from an aggregated, rear-mirror view of consumers, into a
dynamic, predictive, custom view of each consumer.
Change is hard. Innovation can be even harder. The practical
application of this framework means that ‘innovation is hard, you have to be
bold, take risks, and challenge the things we think we know,’ a quote from Carl
Bass, CEO of Autodesk, Inc. 
Lesson one: Back
to basics: Revisit the scope of insights; redefine what it means.
Call-to-action: Redefine what an insight is. Do store
visits. Look at competitors. Play beyond the strategic cloud. Immerse yourself
in what the consumer sees. Next, make allies within the organization. Find
their pain points. Build a rapport.
Lesson two: Research
innovation is not dead. Marketing technology can be a significant enablers of
research innovation.
Call-to-action: Be bold. Be curious. Harness the power of
these new sources of truth, this new world of data.  Turn attitudinal segments on its head. With
big data, they were able to help the Britta brand test four distinct campaigns
to test, then analyze the results. The exercise had the team re-imagine
targeting, segmentation, and attitudinal work.
Lesson three:
Insights, always on.
Call-to-action: Insights is no longer a job for one.
Leverage your business partners. Give them voice. Establish a collaborative
partnership. One-and-done insight creation is a thing of the past. Start with a
hypothesis, and then turn it into a playbook for generating on-going insights. Gather
a team.
Lesson four:
Insight curation, not just creation
.
Call-to-action: Because three key drivers of change, aim for
customer-centricity. Data is profuse and prolific. The explosion of Martech
means that data is accessible to everyone.
Therefore, we are moving to a three-stage model:
1.    
Insight cultivation
2.    
Insight curation
3.    
Decisioning
Here are the lessons learned:
??     
Let’s be messy
??     
Maintain reasonable expectations
??     
Keep an open mind
??     
Data quality is still a top priority
??     
Make friends internally
??     
Get support of senior leaders
This journey is two to three years old. We are both
unlearning and learning new ways. The goal is to make this the default practice
by 2020.
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.

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??
1.    
Gather Participants
2.    
Evaluate
3.    
Choose subgroup
4.    
Explore
5.    
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.

How to Communicate Superior Value through your Product Claims

Jee Ahn (Senior Consumer Insights Manager at The Clorox Company) and Paul Janssen (VP North America at SKIM) started the afternoon session off with a bang by talking about how Clorox has been able to communicate their superiority in categories with not much differentiation.

A common approach to this problem is to create hard-hitting comparative claims to help differentiate the brands. With all else equal, consumers choose the one with the highest perceived value (benefit).
 
Brand comparisons can successfully contribute toward reaching certain goals. By leveraging positive associations consumers have with a more established brand, a brand can:

— Establish credibility for new entrants
— Help overcome specific barriers to purchase, such as quality concerns

There are, however, also serious risks involved with using brand comparisons.

— Is often judged negatively (bashing)
— Can remove focus from the key benefit
— Can undermine a brand’s credibility

How does Clorox communicate superior value without these side effects? By understanding that consumer perception equals realty. As an example they listed two claims side-by-side. One claim said, ’10x more moisturizers), while the other claim said, ’1/4 moisturizing cream.’ Consumers preferred the claim of ’10x more’.’ because there is no context or understanding about how valuable ’1/4 moisturizing cream’ actually is.

3 Principles of Creating Superior Value Perception

#1 Always focus on the key benefits

— Position yourself on the basis of what matters to consumers

#2 Make your promise tangible

— Be specific in how much value (benefit) you have to offer

#3 Creatively define your benchmark

— It is not about comparing per se but about establishing a sense of superiority

So, what do you do when the primary benefit is experiential (subjectivity is the norm) and most of these principles don’t apply? For instance, taste is not something you can claim, but rather something you can show.

#1 Use compelling taste descriptors to bring the product experience to life. 

— It will help consumers paint a mental picture of the delicious taste they are looking for (e.g. ‘Fresh butter taste’).

#2 Emphasize the quality or origin of the ingredients, not the process. 

— Consumers know that good quality ingredients result in a better, tastier product, so leverage this association. Origin instills trust and triggers associations of quality that ladder up to better taste perceptions.

#3 Support your message with attractive visuals. 

— Appealing pictures are more powerful than words and help build mental models of what the text is all about.

***
Isaiah Adams is the Manager of Social Media Development at Optimization Group, a marketing research and analytics firm that uses cutting edge technology to help clients make fact-based decisions. Follow Optimization Group on Twitter @optimizationgrp

Industry Leaders on What’s Top of Mind for Omnichannel Shopping in 2015

So much has been happening in the retail world lately, it’s hard to keep up! Every
day, our social media newsfeeds are full of articles and announcements about
new technology that is significantly changing the shopper landscape.
So, we asked the top leaders in the industry to share what’s
top of mind for them regarding omnichannel
shopping
this year.  
Here is what they said:
Dan Pink, Author: That
in our efforts to sell, sell, sell in a mobile world that we’ll start doing
creepy, invasive things that make customers distrust us and ultimately defeat
our own interests.
Christine Trodella,
Facebook:
Measurement is top of mind as omnichannel shopping becomes the
norm. According to Forrester, the Web will influence 51 percent of offline
sales by the end of 2015. The speed of this shift is creating a measurement gap
for Retailers. Many existing measurement solutions don’t offer a complete
picture of how different marketing channels perform and it’s hard to know which
channels are actually driving additional business. Lift measurement can help
marketers understand how digital channels like Facebook drive incremental
in-store sales. With Facebook, these Lift measurement studies are grounded in
real people ‘ not cookies ‘ allowing Retail marketers to measure the true
impact of Facebook ads across channels and devices.
Joe Davis, The
Coca-Cola Company:
I feel like we are really starting to visualize what
omnichannel shopping means, but I’m not sure we understand how to project our
brand identities and equities in this environment in a consistent way.  It
still seems very fragmented ‘ both the communication of the product/service
offering as well as the understanding of the shopper’s behaviors.  It
feels like when we think of online/digital, we turn on one side of our brain ‘
and then switch to the other side when we think of in-store.  My goal is
to help my organization think about it like the shopper ‘ a desire for a
seamless offering that fits my shopping occasion and adds value to my overall
experience with the brand.
Dan Mudd, The Clorox
Company:
Reach & Relevancy – ensuring that our brands are offered
everywhere the category is sold and also making sure our communication at every
stop in the shopper’s journey toward purchase is single minded, value-added
& differentiated vs. competition.
Mike Klein, Post
Foods:
Manufacturers need to change behavior to adapt to the changing
ominchannel marketplace. This adaption is top of mind, specifically how to
‘stay one step ahead’ of the rapidly changing path to purchase. Within this is
understanding how to best capture Millennials, as their purchase behaviors are
different from the generations prior. They are more influenced by digital, less
likely to be influenced by traditional marketing/sales tactics.
Jonathan MacDonald,
Thought Expansion Network:
I view onmichannel shopping with an added dimension.
It isn’t just about multiple channels of access, it’s about multi-way
relationships between people and companies. Because a digital connected public
are as capable as organizations there is less of a hierarchy today. Companies
that will win are those that value and respect the involvement of people. Those
that hold on tight to the hierarchies of old will find a public who are
increasingly disenfranchised with the value exchange.
Jim Cusson, Theory
House:
I see 2015 as a ‘flushing out’ period where consumers will ignore
and discard a great number of apps and online shopping sites as they zero in on
a handful of shopping destinations that are working for them. At our retail
marketing agency we’ve watched sites like Fab.com fail and up and comers like
Zulily start with a bang and find themselves reinventing their models. Shopper
acceptance is going to require more than just price, variety or convenience.
The retailers who find the perfect balance between these 3 attributes will find
success. 
Kristian Aloma,
Brandtrust:
As a student of psychology, it is perhaps too obvious to say
I’m thinking most about the psychology of it all. Consumers are not only
sharing stories as mentioned above, but they’re looking for stories to consume
as well. More than a decade ago when I first took some courses in Integrated
Marketing Communications, we focused so much on making sure that every
experience with the organization was consistent. At that time, it was all about
making sure the in-store experience was delivered by the customer service
employees and that was consistent with the catalog and mailers sent out via
post.
Today, the management of these channels is much more
complex. From the Web to mobile to in-store and more, there is a great need to
make sure that the narrative being created by each channel is consistent and
complimentary. This isn’t only good marketing, it’s healthy behavior. Consumers
want that consistent narrative because it helps create resolution in the mind
about what that brand stands for. Consider our relationships with people. If
your significant other looked and sounded different every morning you woke up,
you’d become so distressed by your inability to predict his or her moods,
behaviors and personality that you’d ultimately have to leave them. The same
holds true for brands. If every interactions feels like it’s managed by a different
department, is telling a different narrative, and leaves the consumer with a
different feeling, the only story they may tell about your brand is how
schizophrenic it truly is.
James Sorensen,
Kantar Retail:
It is fascinating to watch how pure play retailers are
offering solutions to address their weaknesses.  Ecommerce sites have some
clear advantages by being able to provide auto replenishment, interactive
information and reviews and personalization.  But brick retailers are able
to offer immediacy, customer service/advice and a more hands on, tactile
experience.  Each channel is then beginning to offer solutions that
address their weaknesses versus the other.  Ecommerce sites are
experimenting with expedited delivery (i.e. Amazon locker), offering more
consultative services (i.e. Stitch Fix) and even experimenting with open bricks
stores.  And bricks retailers are reducing store size and getting closer
to their customers, providing interactive kiosks and personalized services
through beacons and other in-store technology.  In short, as this
convergence progresses, the retailer who offers the seamless solution across
all touch points will win.
Like what you’ve
read? Hear all of the above industry leaders speak at The OmniShopper 2015 Conference in
Chicago July 20-22 and revolutionize your shopper strategy to get ahead in the
emerging retail landscape. OmniShopper, formerly Shopper Insights in
Action, is the event of choice for the retail industry, and has been for
over a decade. Experts from leading Retailers and Brands break down the
dramatic shifts in shopper behavior and then teach you how to redefine your
shopper strategy to win at retail.
Use discount code
OMNI15BLOG for $100 off the current rate. Register today!  http://bit.ly/1Lj7TZh
Cheers!
The #OmniShopper15 Team

@OmniShopper

The Modern Day Shopper Podcast: Dan Mudd

Where is omnichannel going in the future? How has it
changed? How has social media affected retail? These are all questions I picked
Dan Mudd’s brain with recently in an exclusive interview for the upcoming OmniShopper 2015 Conference.
OmniShopper ‘ formerly Shopper
Insights in Action
‘ is the event of choice for the retail industry and has
been for over a decade. Experts from leading retailers and brands break down
the dramatic shifts in shopper behavior and then teach you how to re-define
your shopper strategy to win at retail.
Mudd, international director at Clorox International, who
will be speaking at the upcoming event, shared his thoughts on state of
omnichannel shopping, the biggest changes in retail, the impact of social media
and millennials on retail, and much more.  
So, what’s top of mind for Mudd regarding omnichannel shopping
this year?
‘For me, it really boils down to two things,’ he said. ‘It’s
really about reach and it’s about relevancy. What I mean by reach is that it is
really about ensuring that our brands are offered everywhere the category is
sold and also making sure our communication is at every stop in that shopper’s
journey, which we know is pretty frequent at this point.’
In the last 10 years, the biggest change in retail that he has
seen is crowdsourcing and the idea of ratings and reviews and everyone has a
view on it and the importance of that category and how that is on brand choice.
According to Mudd, the clear benefit and delivery of it at every possible
touchpoint in the shopper’s journey.
‘It has really never been more important and that’s really
the biggest change I’ve seen. Where it used to only be one point, really at
that point of decide in the store, now it’s certainly multiple points with
which a consumer interacts with your brand. That’s the biggest change that I’ve
seen,’ he explained.
Social media has also had a huge impact on retail. Product
rating, reviews and customer experience are way more public with social media. Social
media has really affected how that constant of how we talk about our brand and
how they are marketed.
Where is omnichannel shopping going in the next five years?
According to Mudd, that’s a hard one.  ‘I
could make a lot of money if I could be predictive on it. First is
customization, right? How Omni Channel sources and how they get to — who is
really good at offering the customized products and solutions? They will win in
the long term.’

Mudd’s upcoming session at OmniShopper, ‘How Clorox is
Leveraging Shopper Insights to Drive Global Retail Leadership ‘ A Study from Latin
America and the Middle East’ will take attendees on a journey that begins with
a simple idea right out to a series of step-by-step processes of how to do it. It
culminates with the partnership that is founded in both from a headquarter
standpoint to a country standpoint and then with a supplier standpoint.
Mudd added, ‘What we think about it at our core and core
values is working together to win. It’s about how we bring that value to life
and that resonates through the output.’

Listen to the full podcast
interview below:



powered by podcast garden

Dan will be presenting a session, ‘How Clorox is Leveraging
Shopper Insights to Drive Global Retail Leadership: A study from Latin America
and the Middle East’ at OmniShopper 2015 on
Tuesday, July 21st at 4:00 pm. For more information about Dan’s presentation
and the rest of the OmniShopper program, visit our website: http://bit.ly/1HKKLlc

About the Author:
Amanda Ciccatelli, Social Media Strategist at IIR USA, has a background in digital and
print journalism, covering a variety of topics in business strategy, marketing,
and technology. Amanda is the Editor at Large for several of IIR’s blogs
including Next Big DesignSTEAM Accelerator , Front End of Innovation and The Market Research Event.
She previously worked at Technology Marketing Corporation as a Web Editor where
she covered breaking news and feature stories in the technology industry. She
can be reached at aciccatelli@iirusa.com. Follow her at @AmandaCicc.

The Biggest Changes in Shopper Behavior in the Past 5 Years

Shopper behavior is changing at an uncontrollable pace, and retailers must keep up. In the past five
years, there have been a lot of changes in shopper
behavior
that marketers and researchers in retail should pay close
attention to. That’s why we asked the top leaders in the industry to share the
changes that they think are most important.
Here is what they said:
Dan Pink, Author:
The once-breathtaking, but now commonplace, idea that most people carry in
their pockets a powerful computer that can connect to the entire world.
Joseph Davis,
Coca-Cola:
For me, it has been the surprising pace with which shoppers are
moving to fresh or prepared foods ‘ driving traffic out of the center store and
into the perimeter. And it’s a behavior without boundaries ‘ large store,
small store, online ‘ it’s a real shift in demand toward on-demand, easy meal
solutions.  This kind of thing you’d expect to be more glacial in pace and
moving with generations, but the behaviors are changing faster than I think
many of us expected.
Christine Trodella,
Facebook:
Mobile is the biggest shift in shopper behavior over the past
five years. Mobile usage continues to grow at an astounding pace and people are
now shopping, browsing and researching across devices. As Retailers optimize
their mobile experience and people become more comfortable buying on mobile,
conversions will continue to grow. Today, mobile is a powerful tool
for discovery and an increasingly influential part of the shopper’s journey. 41
percent of people who research on a smartphone convert on another device and 38
percent convert in store (eMarketer report Cross Device Search Marketing, April
2015). As mobile bridges the online and offline world, retailers need to invest
more in their mobile presence and understand and assign the proper value to
each customer touch point along the path to purchase.
Jonathan McDonald,
Thought Expansion Network
: I think the biggest shift in behavior is less to
do with how people behave while shopping but instead how people are far more
empowered to be ANY part of the value chain. Over the last five years we’ve
seen an exponential increase in the capability and affordability of technology,
driving the ability for anyone to be an investor, manufacturer, retailer,
marketer and consumer of products and services. Platforms like Etsy.com and
Kickstarter have enabled this shift and I believe it is just the beginning of
what I would term ‘value chain democratization.’
Neil Howe, Author:
More consumers using smartphones. Whether they’re making purchases from their
devices or using them to compare prices in-store, shoppers have more
information at their fingertips than ever before and are using it to make
better-informed purchasing decisions.
Sheila McKay, HP:
The use of cellphones on the shopper journey – the smart phone is giving
shoppers access to endless amounts of information – figuring out how to get the
information you believe your shopper would like to see has not been easy – we
are still trying to figure out the best way to help shoppers access the
information we have created based on their desires – would love to know what is
working best for you!
Michael Klein, Post
Foods:
The changing path to purchase away from traditional shopping to
online and digital is the biggest shift in shopping behavior over the last five
years. As technology has advanced, and Millennials are becoming more dominant
in the marketplace, the path to purchase has evolved.  
Dan Mudd, Clorox
International:
Crowdsourcing: Ratings & Reviews increasing importance
on category and brand choice within it. Clear benefit communication and
delivery of it at every possible touch point in the shopper’s journey has never
been more important.
Jon Fehrman, Big Lots:
Over the past few years the shift from cellular to mobile and the ability for
shopping on demand. I can recall discussing this with peers approx. five to six
years ago about whether to include a graphic depiction of a mobile phone versus
cellular on pack, and at that time it was too soon. Not now!
Kristian Aloma, Brandtrust: There are two things here I find most
intriguing in the market place. First, is the ability for consumers to
immediate craft and distribute stories to their personal audiences. Whether in
brick and mortar or online, consumers are increasingly posting, tweeting,
Yelp-ing, blogging, almost instantaneously about the service, product or
experience they’ve just had. This fact requires a shift in the way marketers
and brand managers think about their communications strategy and the tools,
props and artifacts they give consumers at the point of purchase. With a consumer
group that is so ready to tell stories, the brands that help them do so, and do
so in a way that is favorable to the brand, are those that will win in this
space. In some cases, we see brands, especially online, immediately encouraging
this. Airlines, Amazon.com and many others
immediately provide consumers the opportunity to post about their purchase
right from the site. 
James Sorensen,
Kantar Retail:
Shoppers go to fewer stores, smaller stores, seek more
personalization and make more purchases through ecommerce channels.  But
these changes are not a result of a change in shopper behavior, but are rather
simply a result of the change in the retail landscape. Shopper’s want what shoppers
have always wanted.  Most of the time they want to get the goods they
need, as quickly, easily and at the lowest cost possibly. Retailers and
brands that deliver the most frictionless experiences at the best price will
win a greater share of the shoppers’ loyalty.
Jim Cusson, Theory
House:
Five years ago my front porch was likely to be a resting place for
potted flowers or a place to sip a cup of iced tea. Today it has become a
depository for UPS to drop off Amazon.com Prime boxes. I suspect my home life
serves as a microcosm for today’s shopper. My household is increasingly buying
online while at the same time splitting grocery shopping between two
supermarkets, Target and Club stores. We’re taking advantage of choice,
convenience and also specialization. 
Like what you’ve read? Attend The
OmniShopper 2015 Conference
in Chicago July 20-22 and revolutionize your
shopper strategy to get ahead in the emerging retail landscape. OmniShopper, formerly
Shopper Insights in Action, is the event of choice for the retail
industry, and has been for over a decade. Experts from leading Retailers and
Brands break down the dramatic shifts in shopper behavior and then teach you
how to redefine your shopper strategy to win at retail.
Use discount code
OMNI15BLOG for $100 off the current rate. Register today! http://bit.ly/1eJbgwK
Cheers!
The #OmniShopper15 Team

@OmniShopper

Live from #TMRE14: How Will You Use Communications to Inform & Influence Consumers in 2020?

Steven Tramposch, VP of Consumer Market Intelligence at Heineken USA, Will Lehman, Central Nervous System Market Research, Teva Pharmaceutical Industries, Jee Ahn, Senior Manager, Consumer and Shopper Insights, the Clorox Company discussed how communications is changing in a panel moderated by Sourabh Sharma, Senior Manager, Strategy Consultant and Social Media Expert, at SKIM.

5×5 Reality:

Key Criteria:
Promise Value
Be specific
Put the benefit first
Set yourself apart

Avoid Pitfalls:

Be Positive
Be respectful
Avoid jargon

While CPG tries to showcase a more emotional pull, Heineken sees itself promoting more functional aspects and Pharma falls in between.

In the future, Pharma sees itself empowering the consumer to make their own choices rather than being completely dependent on Physicians’ message.

For Heineken, they see information democratizing consumers so they need to be clearer, crisper, and better at communicating emotionally so that they stand out among all the choices in the category, especially with craft beer accelerating.

For Clorox, the future holds the ability to micro-target based on consumer needs and relevant messaging. There will more information to leverage.

As researchers, it will be incredibly important to figure out the drivers, habits, influencing aspects of each market.

Social media is a huge repository of work waiting to happen for researchers, especially regulated industries like finance and pharma. The role of pushing products is going away whereas seeking out and finding the person who NEEDS your product to better their lives is what will be key for success in the future.

There is no perfect strategy for social channels, each platform is different, you can reach people on different occasions on different mediums. You just need to figure out how to be on the right one at the right time with the right message.

Stay true to the core truths of your brand’s principle.
And watch how you communicate your product’s benefits
We don’t leverage visual aspects enough to showcase benefits

As you move forward, consider complexity, and more tools for research, more content across platforms, be faster, work in stack sized chunks, be willing to take risks and fail fast. Don’t let data stand between you and your customer.

Don’t underestimate the importance of understanding fundamentally your consumer. You won’t have to test as much if you gets this right rather than go through 10 different tactics to see what sticks.

ABOUT THE AUTHOR

Valerie RussoFormerly a senior copy editor at Thomson Reuters, a research editor at AOL,  and a senior web publicist at Hachette Book GroupValerie M. Russo is editor at large of The Front End of Innovation BlogThe Market Research Event BlogThe World Future Trends Tumblr, the Digital Impact Blog, and also blogs at Literanista.net. She is the innovation lead and senior social media strategist for the Marketing and Business Strategy Division of the Institute for International Research, an Informa LLC., and her poetry was published in Regrets Only on sale at the MOMA Gift Shop. Her background is in Anthropology and English Literature. You can reach her at vrusso@iirusa.com or @Literanista.

Clorox Cleans Up with Listening Capabilities

New Function Fuses Consumer Affairs and Digital Insights


By Marc Dresner, IIR
The ability to synthesize new data streams has been a
headache that market researchers at all manner of corporations have struggled
with for years now.
So as I was preparing for the Future of Consumer
Intelligence (FoCI) conference, I was intrigued to hear a story that,
ironically, involves an old school feedback tool.  
When grappling with the ‘Big Data’ dilemma, one critical
information source often gets overlooked: Consumer Affairs, Customer Support’call
it what you will.
It’s considered rather quaint in some circles, and easily
overshadowed by the profusion of seductive listening and engagement sources available
online.
Suzanne Henricksen considers
this a major missed opportunity for researchers, and she’s determined to ‘bring Consumer Affairs into the 21st century.’   

Suzanne Henricksen
According to Clorox’s
Global Insights Lead for Consumer Affairs, Listening & Digital Insights’a new
department that reports into the company’s broader Global Insights function’all
of the excitement around social networks, etc., has provided a perfect
opportunity to at last pull Consumer Affairs into the insights fold.
‘The explosion of social media
has made everyone at companies really hot for hearing what consumers are saying
about their brands and products,’ Henricksen told the Research Insighter.
‘The funny thing is that we’ve
had access to this type of information for years through the phone calls, emails
and letters that consumers have been sending into Consumer Affairs departments.
Most companies have been sitting on a treasure trove of information and
insights they aren’t leveraging,’ she said.
Of course, this adds a new
layer of complexity to the pursuit of the elusive holistic truth.
‘One phone call does not equal
one tweet, does not equal one email, etc. There are different issues, different
reach and risk implications and different costs associated with each contact
method,’ said Henricksen.
‘So, it is critical to find a
way to bring them all together because if you look at them separately, more
often than not I think you might reach the wrong conclusion,’ she added.
In this exclusive podcast
interview for FoCI’s Research Insighter
series, Henricksen discusses:
‘ Synthesizing disparate data
sources, modalities and methodologies
‘ Keeping up with the
accelerating pace of digital innovation
‘ Adapting to the absence of
norms and developing new ROI metrics
‘ Building a digital warehouse,
lessons learned and much more’
Editor’s note: Suzanne Henricksen will be participating in a power
panel discussion on ‘Social Media Insights: Making Them Real and Measurable’ at the Future of Consumer Intelligence conference May 14-16 in San Francisco.

To review our world class program, download the brochure here.

Register by Friday May 3 and SAVE $300! 

And for additional information, please visit www.futureofconsumerintel.com.


ABOUT THE AUTHOR/INTERVIEWER
Marc Dresner is IIR USA’s senior editor and special communication projects lead. He is the former executive editor of Research Business Report, a confidential newsletter for marketing and media research, consumer insights and intelligence professionals. He may be reached at mdresner@iirusa.com. Follow him @mdrezz.

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‘ New & Improved Networking Platform! A year-round virtual community, FOCI Connect allows you too connect with fellow attendees before, during and after the event.

‘ No Commercialism from the Platform. We’ve recruited a Core Planning Team staffed by industry experts to ensure you hear content-driven presentations, not sales pitches.

Download the brochure for the complete conference program. Register today to secure your spot and save 15% the standard rate.

Registration Information:

Please mention your LinkedIn priority code to save 15% off: FOCI13BLOG.
http://bit.ly/WsvHnp
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* From Forrester’s What Needs to Happen in Market Research in 2013 paper.

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   Institute
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