Millward Brown Egypt - Meaningfully Different Brands
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We look at the challenges to conducting research in Egypt and how to overcome the barriers to capturing quality data by going mobile. Charles and Praveen discuss the findings of a local study on handsets and share brand equity findings that puts Millward Brown Egypt at the forefront of innovation in market research. Charles Foster, Managing Director, Millward Brown Africa & Middle East & Praveen Abraham, Country Manager Egypt, Millward Brown
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Millward Brown Egypt - Meaningfully Different Brands
- 1. MEANINGFULLY DIFFERENT BRANDS Charles Foster – Millward Brown MEA Praveen Abraham – Millward Brown Egypt
- 2. is the set of associations (ideas, memories and feelings) in the mind of a consumer. What is a brand? KNOWLEDGE Facts about the brand (an understanding of what it is, what it’s called, what it looks like) EMOTION Feelings, social values, desirability EXPERIENCE What the brand experience is/would be like (its benefits, how it is used or found)
- 3. Meaningfully different brands, properly amplified, create sustainable financial value growth. W E K N O W T H A T … .
- 4. Salient DifferentMeaningful The five key inputs… Meets Needs Affinity Unique Dynamic Awareness Intensity The MDS approach has inputs which short, quick, & easier to administer Please drag each brand onto the scale to indicate how different they seem to others in the market. You can place more than one brand in each box or leave a box empty. Please place all brands on the scale before continuing.This type of questioning improved the model fit by 16% Further development work through BrandZ: >40 countries, >50,00 brands, >800,000 consumers
- 5. MDS derives three key summary metrics of brand equity related specifically to core business objectives P O W E R is a prediction of the brand’s volume share based purely on perception, absent of activation factors. P R E M I U M is the ability of a brand to command a price premium relative to the category average, based purely on perceptions. P O T E N T I A L is the probability that the brand will grow value share based purely on current perceptions. THREE KEY SUMMARY METRICS OF BRAND EQUITY Are consumers predisposed to choose the brand over others? Are consumers predisposed to pay more for the brand? Are consumers predisposed to stick with the brand in future or try it?
- 6. Meaningfully different brands… 7 E A C H O F T H E S E M E T R I C S A R E C R E A T E D F R O M M E A S U R E S O F H O W M E A N I N G F U L , D I F F E R E N T A N D S A L I E N T B R A N D S A R E . … Have much greater POTENTIAL to gain value share in the future … Can command a price PREMIUM … Have the POWER to capture significantly MORE VOLUME POWER PREMIUM POTENTIAL
- 7. Apple: unique personality and tangible product innovation = differentiation worth paying for 137 248 131 137 158 272 Avr = 100 $147b MEANINGFUL DIFFERENT SALIENT Avr = 100 Coca-Cola: first to mind for billions of thirsty people = dominant volume share for impulse category $80b
- 9. 10 Great metrics, derived from simple, short questionnaires, need smart data capturing techniques
- 10. Mobile interviewing is the fastest growing methodology in the world, because… 11 Consumers busier Less accessible housing Poorer quality ‘traditional’ data Demand for faster feedback
- 11. Why consider mobile surveys? 12 ACTUALLY THE REAL QUESTION SHOULD BE WHY NOT? 1.91 BILLION 37% GROWTH 15% OFWEB smartphones users by the end of 2015 – overtaking laptops and PCs* in the number of global 3G subscribers in the past year** traffic comes via mobile – more than double last year; Mobile traffic share already over 50% in India and China*** *Source: e.Marketer Global report June 2014 **Source: Informa WCIS; ***Source: StatCounter Global Stats, 9/12
- 14. Egypt smartphone growth… 15SOURCE : e-marketer Dec 2014 18.2million usersin2015 Amongtop10ongrowth rate
- 15. 16 KEY INSIGHTS WE HAVE SEEN FROM MOBILE DATA
- 16. 17 ACCESS TO HIGHER INCOME HOUSEHOLDS MOBILE GIVES US BETTER ACCESS TO HIGHER INCOME HOUSEHOLDS (MORE VALUABLE CUSTOMERS) THAN TRADITIONAL DOOR-TO-DOOR INTERVIEWING CAN
- 17. 18 MOBILE DATA MATCHES UP TO MARKET SHARE OVER TIME, MOBILE DATA MATCHES UP TO MARKET REALITY EVEN MORE DUE TO THE ABILITY TO COVER WIDER GEOGRAPHIES NATIONALLY
- 18. 19 MORE HONEST FEEDBACKSELF-COMPLETION MODE MEANS THAT RESPONDENTS ARE MORE DISCRIMINATING TOWARDS BRANDS, GIVING US MORE HONEST AND USEFUL FEEDBACK
- 19. 20 NOT AN ISSUE CAPTURING OPEN ENDED RESPONSES
- 20. 21 SCREEN SIZE DOESN’T MATTER – RESPONSES ARE CONSISTENT
- 21. 22 MOBILE SURVEYS GIVE YOU GREAT SHORT TERM ADVANTAGES Consumers are connected to their mobile phones all the time and find it comfortable and engaging as a communication medium better interview context Studies have shown that without interviewers (over)prompting, mobile data is more discriminating between brands and reflect market reality better better data quality Speed of data access and deliverables increases significantly.
- 22. OUR QUALITY CONTROL MEASURES (all automated)
- 23. 24 Brand Equity Study completed via Mobile in Egypt Mobile Phone Brands…
- 24. 25 Data quality is impressive on Mobile Data quality is impressive on Mobile
- 26. SYNCING IS MORE THAN JUST GETTING GREATER FREQUENCY 27 Technology helps getting better coverage for the study & proof of data capture
- 27. It helps us zoom in into every location to have the spread of interviews Cairo Alex
- 28. Study details – Who & What? 29 Males and Females Between 15 – 40 Years Old Currently have an active SIM in Egypt Samples from Pan Egypt 1. Mobile handset brand equity 2. Mobile internet behavior
- 29. Quick Facts 30 88% answered thesurveys using SMARTPHONE 38%ArefromDualSIMphone 46%Answered using a SAMSUNGDevice 3 DAYS To conduct 514 interviews Minutes on average to complete the survey
- 30. No environment is 100% mobile-free anymore!! Relaxing 89% Travelling 61% With Friends 55% Watching TV 54% While in bed 50% While Eating 23% In a Store In toilet 13%13%
- 31. Handsets or Hand sticks?! 32 89% go online on their phone daily 87%I don’t leave their home without their smart phones I first look into my phone for mails, messages, updates, or calls once I wake up82% Says that they would rather sacrifice TV than Smartphone 86%
- 32. HOW CAN ADVERTISERS TAKE ADVANTAGE 35 The challenge for advertisers is to: INTRODUCING THE BRAND PROPELLER
- 33. 36 38.3 17 16.7 13.5 6.5 Meaningful 154 Different 127 Salient 149 135 106 168 108 73 88 133 69 87 113 105 80 Take a Guess : Which Brands have higher Power? Identify the propeller of brands.
- 34. 37 How does the brand stack up among “Youth”, “Cairo” Youth – 15-25yo Cairo 39% 17% 19% 12% 5% 37% 16% 16% 14% 9% Bought within last 1 year 38% 20% 15% 13% 6%
- 35. Being Meaningfully different matters to Egypt customers – a lot for Smart phones Meaningful Salient Different 32% 59% 9% Meaningful Salient Different 55% 30% 15% POWER PREMIUM In mobile handset category POWER or Volume is driven by ‘Meaningful’ However if brands want to charge a PREMIUM, they need to be ‘Different’.
- 36. Equity Map of mobile brands 39 iPhone along with Samsung and HTC are the meaningfully different brands ; Microsoft and BB are considered different Samsung iPhone SonyNokia HTC Huawei Other Chinese Brands Blackberry LG G-Tide Microsoft 35 55 75 95 115 135 155 175 31 51 71 91 111 131 151 MEANINGFUL DIFFERENT SIZE OF POINT = SALIENT
- 37. What contributes to being Meaningful & Different in smart phone Brands? 40
- 38. Image Diagnosis - Marketing Levers We build models for each study which help us identify how image associations group together to drive the components of equity. Emotional Superior Relevance Service Modern Makes me feel empowered Makes me feel always connected Technologically advanced Innovative brand Offers a wide range of products Easy to use Best after sales services Stylish design Meaningful Salient Different 55% 30% 15% POWER
- 39. Which attributes should I focus on to drive equity? The emotional factors has the highest importance to be able to see the brand as MEANINGUL and while technical superiority helps the brands to be seen DIFFERENT 31% 22% 18% 12% 17% Meaningful Contribution to Meaningful 22% 30% 18% 15% 15% Different 11% 3% 57% 27% 2% Salient Contribution to SalientContribution to Different Emotional Superior Relevance Service Style
- 40. Tapping in to brand’s potential 45
- 41. Potential of brands to grow in future POWER POTENTIAL 38.3 17 16.7 13.5 6.5 90 82 56 34 77
- 42. Momentum of mobile brands 47 HTC shows high growth potential to its share of equity while Nokia in Cooling off stage… Samsung iPhone Sony Nokia HTC Huawei Other Chinese Brands Blackberry LG G-Tide Microsoft 0 10 20 30 40 50 60 70 80 90 100 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0% 40.0% 45.0% POTENTIAL POWER % (share) Isyourbrandsetto growinthefuture? Are consumers predisposed to choose you? HotHeating Up Cold Cooling Off HTC is a hot brand (with high power and potential) among high income and older audience and from Cairo MS Lumia is having a very high momentum among lower income and age audience
- 43. But the story doesn't ends here … 48 Predisposition doesn’t always translate to action. Distribution and pricing factors often intervene in the pragmatic forms of availability, visibility & affordability – these can be barriers or facilitators to purchase. Brand Predisposition Brand Selection
- 44. Hence, its necessary to understand the linkage between Predisposition and Volume… 49 Brand Selection % of market which is CONVERTED to you at the point of purchase (i.e. RISK) % of market which is DIVERTED away from you (i.e OPPURTUNITY) The language is aligned to how you, as marketers, intuitively think about your brand’s performance
- 45. Samsung and Nokia are the only brand that gained on its market share with more conversion at POS than others… 50 Power Fulfilled at point of sale Diverted at point of sale Totalshareofclaimedusage Converted at point of sale Power Score 38.3% 17.0% 16.7% 13.5% 6.5% 25.5% 5.3% 4.8% 8.6% 1.7% 20.7% 2.4% 2.9% 20.7% 1.2% 12.8% 11.6% 11.9% 4.9% 4.9% 1 2 3 Net gain/loss +7.9 -9.3 -9.0 +15.8 -4.2 Actual Volume 46.2% 7.7% 7.7% 29.3% 2.3%
- 46. 51 Power Fulfilled at point of sale Diverted at point of sale Totalshareofclaimedusage Converted at point of sale Power Score 38.3% 25.5% 5.3% 4.8% 8.6% 1.7% 20.7% 2.4% 2.9% 20.7% 1.2% 12.8% 11.6% 11.9% 4.9% 4.9% 1 2 3 Net gain/loss +7.9 Actual Volume 46.2% 9.13 iPhone Sony Nokia htc others 5.76 6.38 2.18 1. Whom I lost to / gained from? Samsung gained on volume from iPhone, Sony and htc while losing majorly to Nokia (Lumia)
- 47. 52 2. Why we gained / lost at POS – Waterfall chart 38.3 46.2 4.2 -2 -2 1.5 3.9 3.1 2.21 -2.6 Power Score Not available Attractive color / design Salesman reco Free applications Bundle offers Not displayed User friendly Price Claimed Volume share Non availability and non display of other pre-disposed brands (iPhone, htc ) made consumers buy Samsung … Attractive color/design (of Lumia) coupled with sales man recommendation on windows platform and price edge made consumers deviate from Samsung …
- 48. 53 To Sum up The MDS framework: Digital data-collection Helps you build meaningful brands & grow brand value Holistic in approach, yet can diagnose in detail the barriers & facilitators to brand growth Validated and linked to brands’ financial performance. Consumers are spending more time on digital devices Gives us better access to different consumer profiles Better quality data with realistically short questionnaires
- 50. For more information contact: Charles Foster – charles.foster@millwardbrown.com Praveen Abraham – praveen.abraham@millwardbrown.com
Notes de l'éditeur
- Honoured to be here. Excetement & passion for Egypt & among our staff for MB in Egypt Team was started with 8 people, grown to almost 30… Very proud of MB team & Egypt Going to be discussing An overview of our insight into Brand equity / predisposition to brands A viewpoint on using mobile as an interview platform Praveen showing you the results of a study done in Egypt on Mobile handsets using mobile phones as the interview methodology
- So as we know brands aren’t very tangible…the product or the service we sell is, but not the brand and it is all made up in consumers minds…so how de we equate that to financial value. We have long asserted that a brand exists in the mind of the consumer. Understanding that a brand is made up of the associations that live in a consumers mind is the first step in understanding how these associations affect consumer decision making. Consumers have an impression of brands – ideas and emotions - which exerts an influence on their purchase behavior. This influence stems from the motivational power of the impressions associated with the brand in consumers’ minds. Strong brands predispose people to buy them..Our framework is based on key learning about how successful brands develop meaning, differentiate themselves and create salience. Our new model, the Meaningfully Different Framework, will serve as the backbone for all of our solutions and brand advisory services. To develop the Meaningfully Different Framework, Millward Brown used new research and analytic techniques to explore brand performance across three unique dimensions: Beliefs: Extensive multi-country, multi-category evaluation of the Millward Brown brand equity database covering survey-based attitudes on more than 50,000 brands, and a culmination of 40 years of brand equity research. Brains: New neuroscience research into how ideas and emotions shape consumer predisposition to brands. Behavior: Ground breaking validation of the new brand equity model linked directly to sales using behavioral data. Our findings revealed that meaningfully different brands are stronger. They capture five times more volume, command a 13% price premium and are four times more likely to grow value share during the next 12 months, compared to brands lacking meaningful difference. In fact, meaningfully different brands are expected to grow value share an average of 6.9% per year
- Unique advantage of being rooted in the BrandZ database. Our knowledge bank of brands built up over 20 years of measuring brands annually around the world. Brand Z base tells us that – years of measurement of equity tells us what brands grow & shrink & why…
- A brands value lies in whether people will buy the service above all others and whether they will be willing to pay more…and the associations that a brand builds needs to deliver on these two elements to ensure commercial benefits Understanding brand equity is key – it contributes to not just a consumers propensity to chose a brand, but also their willingness to pay more for it. These both contribute to a company’s revenue and profit.
- Our solution provides a headline measure for each of these. All three are built out the same core components (MDS), but mixed differently in each case. We have found that generally Power / volume choice is dominated by Meaningful and Salient which explains why our competitors tend to focus only on these two), b ut Different is much more important to Premium, where Salient has less of a role. Finally, Potential sits somewhere between the two, but crucially is generated by looking at how Meaningful Different & Salient compare to expectation based on brand size.
- Summary metrics that matter AND mean something! POWER is a prediction of the brand’s volume share based purely on perception, absent of activation factors. PREMIUM is the ability of a brand to command a price premium relative to the category average, based purely on perceptions, POTENTIAL is the probability that the brand will grow value share based purely on perceptions, absent of activation factors. ..and because we have developed these proven metrics, we have been able to streamline our tracking offer focusing in on just what matters, to provide these measures at the core of what we deliver to help you grow your brand sales now and in the future. VOLUME Source: Shopcom panel data merged with equity survey responses. Based on comparing Power scores to shopping habits of 1600 consumers. Analysis includes 65 brands in 4 categories. Based on comparing brands with High Power Scores (top 25%) to brands with low Power scores (bottom 25%). PREMIUM Source: Shopcom panel data merged with equity survey responses. Based on comparing Premium scores to actual prices paid by 1600 consumers. Analysis includes 65 brands in 4 categories. Based on comparing brands with high Premium Scores (top 25%) to brands with low Premium scores (bottom 25%). POTENTIAL Source: Millward Brown’s validation dataset, including 350 brands from diverse categories (CPGs and non CPGs). Based on comparing the odds of growth with high Premium Scores (top 25%) to brands with low Premium scores (bottom 25%). In fact, meaningfully different brands are expected to grow value share an average of 6.9% per year
- As an example…2 very strong brands…and how they perform on driving MDS…firstly you will notice that they over index on all 3 areas…which means strong brands need all 3, but the headline strength can be different…
- As an example…2 very strong brands…and how they perform on driving MDS…firstly you will notice that they over index on all 3 areas…which means strong brands need all 3, but the headline strength can be different…
- But… MDS can also be done on mobile
- So whether its globe or Egypt …
- Its simply not because mobile penetration crossed desktop, its more about the mobile traffic against desktop and also the level of engagement we / consumers have with this device. Let see some of the occasions where mobiles are used … Insert a globe picture somewhere …
- % key insights seen from the data…
- Numerous security measures to cut out various attempted scams…
- Thanks Charles. We are now going to look at a study we have completed via mobile in Egypt about equity of mobile handsets – to say more interviews done in smart phones about smart phones….
- Before I share you the findings of Equity study through the meaningfully different framework, I would like to highlight couple of points which we learnt from the mobile studies across the region… 1. We are really impressed on the data quality through mobile … Lets see that through a sample survey video
- Thanks to touch screen technology in smart phones – which allows us to create a drag and drop mechanism for scaling questions with multiple brands. Which increases the engagement level of respondents and thereby reducing the length of interviewing - and in turn helps again on having better quality… And the responses are genuine
- The second key benefit is geo-location tracking. This chart is the geo-location mapping of the mobile study conducted. It helps us to understand the spread of interviews. Technology has increased to the extent of controlling the number of interviews done within a set range of distance – I mean we can even set a rule that the gps location of each interview has to be in certain distance or we can set as within certain radius, only certain number of interviews can be done.
- We can zoom further to any micro level to within a city and even area or streets…
- Lets come to the study details and findings … Its conducted among dash dash dash …. In that 15 minute of time we had with respondents, we could not only administer the brand equity study but also some mobile and nternet behaviours.
- Some quick facts …
- Lets talk about some key consumer mobile behavior … Even Relaxing time is not alone – yes she is alone but with her smart phone… Even while chatting with friends, half of them still interact also with smart phones …Even while watching the same … And to the extent one in eight of us having a habit of using smart phones in toilets …
- The way we interact with smart phones, we, almost everyone became addicted and attached to the hand sets … Earlier it replaced wrist watch, camera, FM, Audio player and now its started occupying TV time – prime advertising medium… and even started replacing social gatherings and playgrounds … we are connected more than before in a virtual world …
- What do all strong brands have in common in terms of their assocations…they are meaningful in consumers minds both on an emotional and rational level, the are unique in some way setting them apart from the competition and they come readily to mind when consumers consider the category There are three types of consumer predisposition to brands. We have a measure for each one: Consumers are predisposed to choose the brand over others. This will drive brand volume, so Power predicts volume share based entirely on perceptions, absent of activation factors. We report Power as a percentage share because we want to reflect the relationship it has with Volume Share. Consumers are predisposed to pay more for the brand. This will allow the brand to charge more, so Premium predicts the price index your brand can command, based purely on perceptions, absent of activation factors. We report the Premium score as an index because we want to reflect the relationship it has with in-market Price Index Consumers are predisposed to stick with the brand in the future, or try it. This will prime the brand for future value share growth and is predicted by Potential, similar to what Voltage2.0 did, but improved. We express Potential as a % representing probability of growth. All three predisposition metrics are based on the same foundations (Meaningful, Different and Salient) combined differently. All three (Power, Premium and Potential) are validated to in-market results. Predisposition and in-market barriers and facilitators allow us to determine what drives your financial performance and the best way for you to leverage volume share and/or to justify your price point now and in the future.
- Successful brands are meaningful, different and salient. The ideal balance for a specific brand is a function of both the category and the primary mode of financial return—sales volume or premium pricing. There are three types of consumer predisposition to brands. We have a measure for each one: Consumers are predisposed to choose the brand over others. This will drive brand volume, so Power predicts volume share based entirely on perceptions, absent of activation factors. We report Power as a percentage share because we want to reflect the relationship it has with Volume Share. Consumers are predisposed to pay more for the brand. This will allow the brand to charge more, so Premium predicts the price index your brand can command, based purely on perceptions, absent of activation factors. We report the Premium score as an index because we want to reflect the relationship it has with in-market Price Index Consumers are predisposed to stick with the brand in the future, or try it. This will prime the brand for future value share growth and is predicted by Potential, similar to what Voltage2.0 did, but improved. We express Potential as a % representing probability of growth. All three predisposition metrics are based on the same foundations (Meaningful, Different and Salient) combined differently. All three (Power, Premium and Potential) are validated to in-market results. Predisposition and in-market barriers and facilitators allow us to determine what drives your financial performance and the best way for you to leverage volume share and/or to justify your price point now and in the future.
- Coming to the equity study … Again before we start looking into findings, I want to explain our new way of visualizing the equity though a video
- Hoping all of you would have easily understood the indexing of meaningful different and salient – lets go for a small guess / quiz … You are seeing propellers of 5 mobile brands … identify those with the order …
- Sony Xperia’s equity among youth are relatively higher while iPhone equity is higher among ppl bought very recently….
- When we tried to understand what drives power and premium of smart phones category, being meaningful plays a significant role in having power while being different helps on charging a premium Salience least impacts power and premium in the category in general …
- Being different is not just enough, a brand should be meaningfully different to propel growth and claim a premium … So which brands are considered to be meaningfully different in Egypt… Lumia and BB are considered to be different but only iPhone and Samsung are the meaningfully different brands … Htc also joins the race with their stylish and techologically advanced models.
- Next you will be asking me definitely, what drives this meaningful and different or how do I drive my brand to be more meaningful or / and different …
- Our image diagnosis helps managers understand the marketing levers …. We build models for each study which help us identify how image associations group together to drive the components of equity.
- And regress it to each meaningful, different and salient to guide you on what to focus to drive to me more meaningful and different … In this case, Feeling empowered and connected plays a significant role for a brand to be seen MEANINGUL and while technical superiority helps the brands to be seen DIFFERENT and relevant suitable model and service support drives salience …
- Then when we can further understand what differentiates each brand and what to focus on communication… Technical superiority with stylish design and the emotional empowerment makes iPhone to be a meaningfully dufferent brand – HTC and Sony has a similar structure to iPhone but differs on design and service accordingly ….
- This chart to be plotted with all attributes not factors …
- Having understood what drives brand power , its more important to understand what is the result volume and the future growth potential.
- We provide the future potential of brands … Samsung, iPhone and htc are having high potential for future growth than others … By plotting power and potential, it will help us to understand which brands are hot in the market and which are heating up or cooling off … In Egypt, smartphone consumer says htc is heating up while Nokia is cooling off … and to an extent Microsoft Lumia is heating up.
- We provide the future potential of brands … Samsung, iPhone and htc are having high potential for future growth than others … By plotting power and potential, it will help us to understand which brands are hot in the market and which are heating up or cooling off … In Egypt, smartphone consumer says htc is heating up while Nokia is cooling off … and to an extent Microsoft Lumia is heating up.
- But on reality, the story doesn’t ends here by me saying what is your power, premium and potential in the market … Predisposition doesn’t always translate to action. Distribution and pricing factors often intervene in the pragmatic forms of availability, visibility & affordability – these can be barriers or facilitators to purchase which results in the actual tangible measure we all relate as our success – the volume …
- Lets have a look at our data…. We know the power of the brand – ie the pre-disposed consumer base for each brand …. Talk about chart – fullfilled + converted result Volume … then diverted to net loss/gain … Samsung and Lumia has high conversion at point of sale and results in net gain while others lose… Now I know there will be three more questions … 1) on converted and diverted, whom I got it and lost to 2) why my brand lost/ gained – what is that barrier and facilitator and 3) how should I minimize the diversion … i.e. how do I make use of the oppurtunity – who are pre-disposed to my brand but not resulted in volume
- I’ll show now with samsung example who gained and lost to ….
- And the key facilitator and barriers …. Non availability and non display of other pre-disposed brands (iPhone, htc ) made consumers buy Samsung … Attractive color/design (of Lumia) coupled with sales man reco on windows platform made consumers deviate from Samsung … For the third question on what should I do then …. Lets meet in your or our office ….
- We look forward to create meaningful impact …
- Honoured to be here. Excetement & passion for Egypt & among our staff for MB in Egypt Team was started with 8 people, grown to almost 30… Very proud of MB team & Egypt Going to be discussing An overview of our insight into Brand equity / predisposition to brands A viewpoint on using mobile as an interview platform Praveen showing you the results of a study done in Egypt on Mobile handsets using mobile phones as the interview methodology