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With an extensive portfolio of products, it can be difficult to garner a product-level understanding of individual product appeal. However, we designed a quantitative survey that would provide our client with the level of granularity they desired via a consumer-friendly realistic shopping exercise.

Problem

Our client, a food company who has a catalog-based sales approach, knows that they need to ensure they are meeting the needs of their future customers. Unsure how different their needs are from current customers, they reached out to C+R to design a study that would provide them with product-level information.

Previous work among prospects allowed our client to identify their future customer target, as well as gain an understanding of their needs and motivators. However, with over 300 items in their catalog, no work had previously been done to gain a deep understanding of how the current product portfolio would perform among the future target.
 

Result

C+R was able to design a study that provided product level findings that our client had longed for. By talking to both current and future customers within the context of our quantitative survey, we were able to help our client identify…

  • Areas for innovation/expansion and/or renovation: product categories that currently have a more limited reach but show promise among future customers
  • Opportunities for marketing and types of products to focus more (or less) on to attract future customers: which types of products future customers gravitate more/less toward
  • Products that should be prioritized and/or featured: which products are most appealing, most critical to their respective product categories, and which are most profitable
  • Products that may be complementary: which products are likely to be purchased together
  • The impact of its sub-brands: how these sub-brands were shopped and the impact of branding on interest

On top of these specific findings, we also provided our client with a tool that allows them to see the impact of including/excluding various products (including new items) – on reach, revenue, and profit – among both current and future customers (and various sub-groups of interest within each).

Solution

With over 300 items in the catalog, it would be nearly impossible to ask respondents to rate their interest in each one. But, since we knew we needed to have a comprehensive understanding of how each product performs, we designed a simulated shopping exercise within our survey.

The exercise was designed to have a similar look/feel to our client’s website, and respondents were able to click through various categories of products to do their “shopping.” On each of their seven “trips,” they were able to select which items they would purchase (and how many) – similar to how they would shop on the website.

In the end, this exercise not only provided us with the ability to understand how each product performed, but it was also a more realistic (and feasible) way to assess the catalog than asking respondents to rate one product at a time.