Winning the brand share battle
While brand share may look stable, the reality of today’s marketing environment is far more dynamic. Overall brand share dangerously disguises the movement of people from brand to brand and the patterns of spending (share of wallet) across repertoires. The key to share protection and share growth lies in managing this promiscuity.
To help brands thrive, ConversionModel thoroughly evaluates the two critical factors affecting brand choice: Power in the mind (how people feel about a brand) and power in the market (the situational factors such as price and availability which also influence decisions).
ConversionModel uses TNS’ understanding of individual consumers to provide detailed insights into category dynamics and spending patterns, pinpointing opportunities to attract new consumers, re-win existing ones and to optimise their spending. It uses a precise understanding of today’s market to predict tomorrow.
Related case studies
- Find the best entry strategy for a new market
Our client, a major network operator in Europe, had plans to expand into new markets. To prioritise investments and optimise success, research was required to evaluate which markets would be most receptive to a new entrant.
ConversionModel was used to measure and understand consumer commitment to brands across a range of countries and provide a detailed analysis of consumer needs and the positioning of incumbent brands. It explored levels of satisfaction with existing suppliers and openness and willingness to try new suppliers. The results identified markets with the largest number of people open to changing their current provider, which was essential to identify the optimal growth and entry strategies.
Precise plans for growth
The client successfully launched a new operator brand in the two most promising markets achieving over ten percent penetration within the first 18 months.
- Double market share in a competitive market
Our client had been the most successful new entrant in a highly competitive telecoms market with many successful, established brands. However, it was struggling to increase market share beyond 2-3% and was suffering from low retention rates. Clear direction was needed to understand how to increase retention rates and attract new customers.
Using the ConversionModel we explored the comparative strengths and weaknesses of the brand at a regional level, including retention, trial and conversion rates, as well as image perceptions. We found that the low retention rates were due to weak signals and late delivery of SMS’s. These issues were also a barrier to acquiring new customers. Those who stayed with the brand were predominantly very young and willing to trade off low prices and financial incentives against quality issues. The client was not addressing the important drivers in the market which included value for money and network efficiency.
Precise plans for growth
The client’s market share doubled. Although still lower than competitors, retention rates improved by 50%.
- Reverses sales loss
Our client, a well established retail chain was starting to lose sales. At the same time a major competitor was experiencing record growth and new chains threatened further encroachment.
The ConversionModel was used to measure commitment, identify the underlying reasons for poor relationships, pinpoint problem areas and identify appropriate solutions.
Weak commitment to the client’s chain was clearly identified as the cause of the decline in sales. Customers were attracted to the competitor, whom they saw as superior in two key areas: customer service and store ambiance. These insights informed a new programme of customer service training and directed investment in upgrading store appearance.
Plans for growth
Competition remained strong, but the chain held its own. Commitment improved in the following year and annual sales grew by 8%.