Client description: A globally integrated producer of polymers and fibers
Practice area: Market Research and Analysis; Strategic Positioning and Planning
Geographic scope: US
Industries involved: Building materials and products
Services applied: Voice of customer, Brand Perception & Awareness, Brand Equities and Identity
Business challenge: A leading polymer manufacturer needed to assess its brand health and examine the path to purchase for its branded fiber used in commercial carpets.
Methodologies: Hidden identity qualitative in-depth interviews with thought leaders, dealers, designers, end-users, decision-makers and influencers; online quantitative survey of over 300 designers and end-users; data analytics of stated vs. derived customer preferences and brand battlegrounds. Analysis included detailed analytics to measure brand performances against competitors; compare customers’ “stated” preferences versus their behavior “derived” preferences; unmet needs; and decision drivers.
The result: Client received a detailed report that assessed perception of brands, client “derived” preferences, decision-maker and influencer identities, and path to purchase. In addition to the report, we provided strategic recommendations on channel marketing strategies and introduction of alternative fibers, to strengthen brand equity and increase market share.
Business issue: A leading polymer manufacturer needed to assess its brand health and examine the path to purchase for its branded fiber used in commercial carpets.
Methodology: Our team conducted extensive secondary research, over 50 qualitative in-depth interviews with decision-makers and influencers, and complete a quantitative survey of over 300 facilities managers and interior designers.
Analysis: We determined that the brand awareness had eroded significantly among facilities managers and the value proposition of the brand was not resonating as strongly with both groups as it had in the past due to changing life cycle expectations and increased competition. We also determined that consolidation in the industry was limiting the client’s ability to reach a significant customer base. In addition, we provided very detailed insights and analysis regarding decision-drivers, path to purchase, and unmet needs.
Next steps: Based on the results of this study, we were tasked with segmenting customers and developing personas so that a multi-channel targeted campaign could be directed at the best customers. We conducted ethnographic research at the offices of facilities managers and interior designers along with extensive quantitative analysis resulting in five key persona groups that included the most likely to purchase and influence others to purchase as the core group. A multi-channel campaign was then developed to target the most valuable persona groups.