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9 channel marketing
Research helps companies make better decisions but many brands continue to be viewed as commodities with non-existent premiums. So, many new products fail to succeed. What is research doing wrong?
Traditional research techniques don't take full account of the increasing complexity of consumers' buying processes. Today's markets are filled with "very good" products, but being "very good" is not good enough.
MMR has developed a framework for research that delivers a deep understanding of why consumers do what they do.
The framework is home to robust quantitative methods that optimise all parts of the branding, product and packaging for liking, emotionality, and functionality. When all parts of the branded offer are working well together, we know our clients stand a better chance of success.
This is our 9 channel marketing matrix. Please take a look around and see if you agree. Ask yourself how your brand scores in each area, and feel free to ask us if you'd like to know more about our processes.
What's the brand promising? A top brand needs to offer something more aspirational than a me-too brand.
Think Apple.
How do you feel about the brand? The best brands have character and evoke an emotion.
Think CocaCola.
Do you really have to like a brand?
Some brands use unusual tactics to gain marketing traction.
Think Eddie Stobart
How well does the packaging work? How well does it fit the product and brand?
Think Toilet Duck.
Does the packaging confirm the brand's emotionality?
Think iPod.
Do you like the packaging? The best is an extension of product and brand.
Think minimalist Bodyshop.
Does use of the product tell you it's working? The product's sensory attributes can reinforce its functionality.
Think Ralgex.
Does a specific smell help you recall childhood memories?
Products can work on an unexpected sensory level and smell can actually define a brand.
Think Savlon
Do you really like the taste of everything you buy?
Or is it more a case of liking the branding and the taste just fits?
Think Red Bull.
