Nielsen BASES Solution

MAXIMIZING
YOUR INNOVATIONS
Copyright © 2017 The Nielsen Company. Confidential and proprietary.
July 2018
Copyright © 2017 The Nielsen Company. Confidential and proprietary. 1

MOST NEW PRODUCTS ARE LAUNCHED WITH THE
IDEA OF GROWING BRANDS
To grow the brand
79%
To meet retailer expectation for category news
4%
To give our sales teams something new

6%
To keep pace with competitors – not lose share
10%
None of the above
0%
• *Data from live polling of CPG executives at Consumer 360 North America, 2016. 2
HOWEVER, NOT ALL INNOVATIONS MEET
EXPECTATIONS
100%
2%
50 - 75%
14%
25 - 50%
18%
1 - 25%
39%
0%
27%
66%
“What percent of innovations met your expectation for growth last year?”; data from live polling of CPG executives at Consumer 360 North America, 2016. 3
WHY DOES INNOVATION SO OFTEN DISAPPOINT?
Lack of consistent performance across all three phases:
WEAK PROPOSITION WEAK PRODUCT WEAK ACTIVATION

5 out of 10 concepts that
Only 1 out of every 4 concepts succeed in testing fail when 1/3rd of launches don’t receive
tested address a real translated into products enough marketing support to
consumer need meaningfully impact sales
4
THE FORMULA FOR SUCCESS: 3D INNOVATION
DISCOVER DEVELOP
a compelling proposition a winning execution
… to DELIVER
incremental
growth and share
DEPLOY
with excellent in-market activation
5
SPECIFICS FOR WINNING IN ALL 3DS
DISCOVER DEVELOP DEPLOY

A compelling proposition A winning execution With excellent in-
market activation
Identify jobs to be done Develop the product Execute a launch plan

Target the best growth ideas Develop the pack Optimize the portfolio
Explore and build propositions Develop communication Track and optimize the launch
Measure and improve propositions
NIELSEN INNOVATION SOLUTIONS

6
12 FACTORS FOR SUCCESSTM
Represents the 12 elements that every launch must have to succeed on the market.
▪ BASES Factors for Success™ allows

you to predict your product’s
probability for consumer adoption
46%
and areas of strength and
weakness
PI & Volume Potential ▪ Based on the industry’s largest R&D

Action Standards
effort to study the contributors to new
product success
▪ Dramatically improves the

probability of success for each
>75% innovation you launch
Success rate with BASES

Factors for SuccessTM
7
Be Better Give enough reason to believe Limit the battles
Meet the consumer needs Give consumers sufficient reason to
The product is free of
or wants in a way other believe you will deliver on your
Be Relevant
promises. detractors, like side effects,
Be relevant to products do not.
that prevent consumers using
consumer needs it.
and/or wants.
Be in the right places
This entails finding you in
the right outlet(s), in the
right section of the store,
Communicate with and on shelf.
focus
Convey your key selling
proposition in a single-
minded way, without
clutter.
Win the value
Land your message equation
Convey your key selling Price and other “costs”
message in a simple & discovered at the shelf
translatable way for don’t outweigh interest

internalized understanding.
Get noticed!
Stand out in
executional ways, Deliver on product
using the full promises
marketing mix to break Product performance
through clutter. exceeds consumer’s in-
going expectations
Offer True Innovation

Stand out versus the
competition in a
substantial way,
Be strong in the long run
providing benefit- The product has the strength
driven differentiation. to defend against competition
over time. 8
WHAT DOES IT MEAN TO BE READY?
Provides a significant advantage over other successful products.

Outstanding
Not a specific probability.
Meets success criteria; just fine for overall initiative success.

Ready
Twice as likely to succeed: ℙ(success)>.67
Approaching acceptable levels, but not ready
A significant barrier to overall initiative success

Failure
Twice as likely to fail than succeed: ℙ(success)<.33
Rank versus Nielsen Database determines if the initiative is Ready, Risky, or a potential
Failure
9
Ability to pinpoint strengths & risks
Success is not about doing one thing really well, but doing everything you need to do sufficiently
10
EXTENDED AND GLOBAL EXPERIENCE
GREAT GLOBAL
EXPERIENCE CONSISTENCY
More than 216.000 Presence in more than

tested concepts 100 countries, with
(120.000 in the past 5 specialists in more than
years) and 20.000 40, working as a single
evaluated products team to keep global
globally. consistency.
11
NIELSEN INNOVATION MODELING PARADIGM
PROMOTION
FORECAST ▪ Trade Activities(e.g., End-of-Aisle

Display, Brochures, Discounts,
Multi-Buy)
▪ Consumer Promotion (sampling,
SAMPLING consumer activation)
DISTRIBUTION
PROMOTION
▪ Contribution by Channels
MARKETING
DISTRIBUTION ▪ Distribution by Channel

PLAN
INFORMATION AWARENESS MEDIA PLAN
▪ TV GRPs
▪ Non-TV Advertising Spending
INTERESTED UNIVERSE
CONSUMER CLAIMS
OVERSTATEMENT ADJUSTMENT ▪ Purchase Intent
CONSUMER
▪ Purchase Unit
RESPONSE CONSUMER INTEREST ▪ Purchase Frequency
DATA ▪ Value Perception
▪ Product Performance (if available)
12
ASSESS SIZE OPPORTUNITY AND ROI ON
DIFFERENT ACTIVATION
FORECASTING MULTIPLE
MARKETING PLAN SCENARIOS
Decision making based on different

investment options
Understand different executional factors

specific to the launch
Facilitates executing with brilliance on

an initiative specific basis
Further ‘what if’ scenarios can illustrate

upside potential of improving specific
variables
13
KNOW BRAND`S INCREMENTALITY POTENTIAL
14
PIONEERING IN SALES FORECAST
EXTERNAL Our volumetric projection model is the 1st and only forecasting model in the industry to
RECOGNITION receive the endorsement of the Marketing Accountability Standards Board (MASB) audit.
WHY FORECASTING IS ACCURATE?
2,000
“
forecast
validations By completing the MASB audit, Nielsen has
”
demonstrated its leadership in transparency and helping
GLOBAL VALIDATION marketing and financial executives come together and
ACCURACY make confident investment decisions for their business.
500,000
forecasts Margaret (Meg) Blair, CEO of MASB
▪ Average forecast is within
delivered 9% of actual sales
▪ 9 out of 10 cases are within
20% of actual sales
Millions ▪ We can conduct forecasts
invested in 60 countries providing a
annually in consistent global way to
R&D evaluate all initiatives
15
PRODUCT LIFE CYCLE

NIELSEN CAN HELP YOU INNOVATE AT EACH STAGE
OPPORTUNITY DEVELOPMENT ACTIVATION
CREATIVE
IDEATION
Concept Product Market

Opportunity Ideas Development Development Ready Offer Activation
17
A NEW MINDSET TO THE INNOVATION PROCESS
DISCOVER DEVELOP DEPLOY
CLASSIFY IDEAS REFINEMENT &

SELECTION DEVELOPMENT LAUNCH & LEARN
INNOVATION FEASIBILITY
NIELSEN OPTIMIZER
Expand potential through
collaboration and create even BASES II
a stronger proposition Validate
product and
assess LINE & NEW LAUNCH
SNAPSHOT size of the PRICE
ASSESSOR DESIGN
Assess launch readiness for prize OPTIMIZER
the initiatives and how to Assess which FRAMEWORK DIAGNOST
BIG BETS refine DESIGN initiatives will Track launches ICS
IDEA NAVIGATOR help to bring confidently and
Win
SCREEN Valide pack incrementality diagnose
design consumers
to the core performance
PLAN BASES SNAPSHOT and define for clear with the
Assess if worth investing II portfolio and actionability right POS
Validate price
product and architecture
BASES I assess
Validate Concept size of the
Viability and assess size of prize
QUICK WIN prize
18
Nielsen BASES Services and Factors for SuccessTM
19
SOLUTIONS
NIELSEN INNOVATION SOLUTIONS
20
DISCOVER
21
QUICK SCREEN
Compare and rank ideas overnight
WHAT HOW WHAT

IS IT? DOES IT WORKS? QUESTION DO WE ANSWER?
Overnight screener for ideas or

concepts based on metrics that
matter
WHEN
SHOULD IT BE USED?
Consumers see several sets of ideas, 4 ▪ Which ideas should I prioritize?
To screen and evaluate new ideas to alternatives at a time, and evaluate them on ▪ Which idea is the most unique?
know which ones to prioritize in a 2 critical dimensions validated to be the ▪ Which one is the most relevant?
fast and efficient way. most predictive of in-market performance: ▪ How do the ideas rank relative to one
another?
Need /Desire and Uniqueness.
*No Factors For SuccessTM are provided for this solution 22

QUICK SCREEN – DELIVERABLES EXAMPLE
Relative
Performance Chart
Plotted on dimensions of
Need/Desire and Uniqueness
Idea Ranking Table
How can I quickly know which ideas are worth prioritizing?
23
IDEA SCREEN
Prioritize ideas to move forward
WHAT HOW WHAT

An early screener designed to help

you prioritize a large number of
ideas.
WHEN
SHOULD IT BE USED?
Consumers are exposed to 5-6 ideas ▪ Which ideas should I prioritize?
To screen and evaluate new ideas to statements and are asked 4 Factors For ▪ Which idea is the most unique?
know which ones to prioritize and to SuccessTM* questions. Results are then ▪ Which one is the most relevant?
understand their market-readiness. compared to BASES database. ▪ What is the success potential of each
idea?
*Distinct Proposition, Attention Catching, Need/Desire, Advantage 24

IDEA SCREEN – DELIVERABLES EXAMPLES
Idea Performance Matrix Performance Summary

Which Ideas should I prioritize? What drives my ideas’ performance?
25
NIELSEN OPTIMIZER
Identify bigger, better propositions from a broad creative space.
WHAT HOW WHAT

A modern and collaborative solution

that enables teams to work together and
explore a thousands or millions of
concepts’ possibilities to create a
most successful concept.
WHEN
SHOULD IT BE USED?
Consumers are shown 2 concepts and they ▪ What’s the best positioning of the many
possible options we could consider?
To optimize communication aiming to select the one they most prefer. As they make
▪ What are the chances of success of the
create a most successful concept when choices, evolutionary algorithms learn what optimized winning concept?
you have a lot of possibilities. they like and dislike to determine 3 Top ▪ What are the areas of strenghts and
Concepts. Then they are evaluated on opportunity for our optimized
proposition?
BASES Key Measures and 6 Factors for
SuccessTM* to get its probability of success.
*Distinct Proposition, Attention Catching, Need/Desire, Advantage, Credibility, Acceptable Costs 26
LEVERAGE COLLABORATION TO INCREASE
CHANCES OF MAXIMIZING POTENTIAL
EXPLORATION with collaboration OPTIMIZATION through Evolutionary Algorythms
MEASUREMENT of the probability of success
• 1 Starting Point Concept x 6 Dynamic Elements x 42 Variants = 80,640 Unique Concepts

27
VALIDATED IN-MARKET RESULTS
Nielsen Optimizer is proven to dramatically improve in-market results
LAUNCH RATE SUCCESS RATE 2 YEAR REVENUE
1.5X 3.4X 4.4X

64% $34.6
51% MILLION
35%
OPTIMIZED LAUNCHES
OPTIMIZED LAUNCHES
OPTIMIZED LAUNCHES
INDUSTRY AVG
INDUSTRY AVG
INDUSTRY AVG
19%
$7.9
MILLION
Nielsen compared success rates and revenue from product optimization initiatives for its clients against all other initiatives across the CPG industry. (Each initiative was compared to others in the same category.)
Only products launched between 2003 – 2011 in the U.S. with at least 2 years of revenue data on record were included. For products with more than 2 years of revenue data on record, only the first 2 years were
used.
28
QUICK SCORECARD
An early screening tool to shortlist concepts quickly
WHAT HOW WHAT

A concept screening system designed

to quickly screen and prioritize a
number of new concepts.
WHEN
SHOULD IT BE USED?
Consumers are exposed to one concept ▪ What is the success potential of the
new initiative?
To test consumer adoption of new and are asked BASES Key Measures and ▪ Which communication route/option to
concepts propositions. 6 Factors For SuccessTM* questions. be taken ahead
Results are then compared to BASES
database.

QUICK SCORECARD – DELIVERABLES EXAMPLE
What is my product’s overall What is the financial potential?

performance?
30
QUICK PREDICT / SNAPSHOT
An early understanding of your initiative’s market-readiness
WHAT HOW WHAT

A concept screening system designed

to help you screen, optimize and
prioritize a number of new concepts.
WHEN
SHOULD IT BE USED?
Consumers are exposed to one or more ▪ What is the success potential of the
new initiative?
To test consumer adoption and concepts and are asked BASES Key
▪ What are the areas of strengths and
market-readiness of new concepts Measures, a short list of attributes and opportunities for the new
propositions. custom questions and 6 Factors For propositions?
SuccessTM* questions. Results are then ▪ What is the financial potential of the
new product?
compared to BASES database.

QUICK PREDICT – DELIVERABLES EXAMPLE
What is my product’s overall What is the financial potential? Are consumers recognizing my
performance? product’s attributes?
Results in 10 days* in a modern

deliverable format (on Studio)
*From Lockdown date
Which initiatives am I competiting with?
32
SNAPSHOT – DELIVERABLES EXAMPLE
What is my product’s overall What is the financial potential? Are consumers recognizing my
performance? product’s attributes?
What are my strenghts and watchouts? Which initiatives am I competiting with?
33
BASES I
Assess and Optimize your mix before Product Development with robust diagnostics
WHAT HOW WHAT

A complete concept evaluation

designed to help you qualify, improve
& size your refined concept in order to
understand consumer adoption and
volumetric potential.
WHEN
SHOULD IT BE USED?
Consumers are exposed to one concept and ▪ What is the success potential of the
new initiative?
To test consumer adoption and are asked BASES Key Measures, a list of
▪ How do consumers perceive the new
market-readiness of the new concepts attributes and custom questions with deep product? How do they will use it?
propositions. diagnostic to support the decisions and 10 ▪ What is the size of the opportunity of
Factors For SuccessTM* questions. Results the new product?
are then compared to BASES database. ▪ What is the volume opportunity in its
first & second year in market?
*Distinct Proposition, Attention Catching, Need/Desire, Advantage, Credibility, Acceptable Costs, Acceptable Downsides, Findability, Message Connection, Clear Concise Message 34
BASES I – DELIVERABLES EXAMPLE
Consumer Adoption Message Connection Strategic Intent

Category Drivers Volume Potential Financial Potential
35
DEVELOP
36
DESIGN NAVIGATOR
Evaluate designs for prioritization and generate insights for refinement
WHAT HOW WHAT

A design test designed to help you

optimize and prioritize a number of
different design options, combining a
creative exploration and market-
driven priorization for reliably better in-

market outcomes.
WHEN Consumers evaluate design concepts ▪ Which of my design concepts are most
SHOULD IT BE USED? preferred?
amongst competition on stand out,
▪ Do they pop against competitors and are
preference and brand fit. They also provide they easy to find?
To evaluate and/or optimize designs
feedback for refinement. ▪ Do they reinforce my brand and key
for priorization based on consumer
messages?
feedback and quantitative research.
▪ Which aspects of my design concepts do
consumers most / or least like? Why?
LEVERAGE COLLABORATION TO INCREASE
CHANCES OF MAXIMIZING POTENTIAL
EXPLORATION a lot of design possibilities OPTIMIZATION through Evolutionary Algorythms
MEASUREMENT the perfomance of each design
38
DESIGN NAVIGATOR – DELIVERABLES EXAMPLE
Standout Preference Refine

Strategic Messaging Personality Profile Open Word Association
39
SNAPSHOT II
A lighter read on concept & product performance
WHAT HOW WHAT

A light concept and product evaluation
designed to help you qualify and improve
your refined concept & product,
understanding consumer adoption and

financial potential.
WHEN
SHOULD IT BE USED? Consumers are contacted door-to-door and exposed ▪ What is the success potential of the new
initiative?
to one concept and are asked BASES Key Measures,
▪ How do consumers consumed this new
To test concept adoption, product a short list of attributes and custom questions and 8 product? What is its acceptance?
performance and market-readiness of the Factors For SuccessTM* questions. They receive the ▪ Does your initiative has a concept-product
fit?
new product. product to test and are contacted a few days later to
▪ What is the financial potential of the new
get their product perceptions. Results are then product?
compared to BASES database.
*Distinct Proposition, Attention Catching, Need/Desire, Advantage, Credibility, Acceptable Costs, Product Delivery, Product Loyalty 40
SNAPSHOT II – DELIVERABLES EXAMPLE
Overview Detailed Results Viability
Product Loyalty Product Delivery Product Drivers
41
BASES II
A deep read on concept & product performance
WHAT HOW WHAT

A complete concept and product
evaluation designed to help you qualify,
improve & size your refined concept in
order to understand consumer adoption

and volumetric potential.
WHEN Consumers are contacted door-to-door and exposed ▪ What is the success potential of the new
SHOULD IT BE USED? initiative?
to one concept and are asked BASES Key Measures,
a list of attributes and custom questions with deep product? What is its acceptance?
To test concept adoption, product
diagnostic and 12 Factors For SuccessTM* questions. ▪ What is its strengths and weakness?
performance and market-readiness of the
They receive the product to test and are contacted a ▪ Does your initiative has a concept-product fit?
new product. Is there any opportunity for improvements?
few days later to get their product perceptions. Results
▪ What is the financial and volumetric potential
are then compared to BASES database. of the new product?
*Distinct Proposition, Attention Catching, Need/Desire, Advantage, Credibility, Acceptable Costs, Acceptable Downsides, Findability, Message Connection, Clear Concise Message,
Product Delivery, Product Loyalty 42
BASES II - DELIVERABLES EXAMPLE
Consumer Adoption Communication Optimization Strategic Intent Category Drivers

Pre-to-Post Analysis Product Improvement Analysis Financial Potential Incrementality Potential
43
PRODUCT ADVISOR
To assess product performance when concept is ready or to re-test product after initial failure
WHAT HOW WHAT

Evaluation of the product (often run after a
Snapshot or a follow on from a reworked
product formulation)
WHEN
SHOULD IT BE USED? ▪ Does the product is now ready to be
Consumers are contacted door-to-door and
launched?
exposed to one concept and are asked BASES Key
To test product performance and adoption product? What is its acceptance?
Measures and a list of attributes. They receive the
when already done a Snapshot or BASES I ▪ Is there any opportunity for improvements?
product to test and are contacted a few days later
study before. ▪ Does product meet expectations?
to get their product perceptions, they are asked 2
Factors For SuccessTM* questions. Results are
then compared to BASES database.
*Product Delivery, Product Loyalty 44

PRODUCT ADVISOR – DELIVERABLES EXAMPLE
Product Delivery Product Loyalty Strengths and Concerns

Product Improvement Analysis Pre-to-Post Analysis
45
DEPLOY
46
PRICE ADVISOR
Understand the price elasticity of your initiative
WHAT HOW WHAT

A pricing tool that based on consumer’s

feedback on average/poor/great prices
can help you to build your
understanding of the relationship
between volume & revenue potential

and price
WHEN ▪ What are the consumers expectations

SHOULD IT BE USED? Consumers are exposed to a concept board
about price?
without price and asked to say an
▪ How can my initiative be priced in order
To understand how much consumers average/good/great price. For each price, to maximize profit?
are willing to pay for the new product purchase intent, units and frequency are ▪ What is the impact in sales with a
to get its optimal price and to get price asked which enables to build a price 100% price increase?
elasticity curve. elasticity curve.

PRICE ADVISOR - DELIVERABLES EXAMPLE
ELASTICITY CURVE BUBBLE CHART

Relationship between price and Espontaneous price mentions from
volume respondents
48
LINE & PRICE OPTMIZER
Helps to maximize line, price and pack size strategies
WHAT HOW WHAT

Study to maximizes incremental sales and
profits by identifying the best varieties,
prices and pack sizes for your new and
existing product line ups.

WHEN
SHOULD IT BE USED? ▪ What is the most incremental innovations
Online, consumers choose between your new
(flavors, sizes and packs) to the current
offerings, current offerings and competitors’. porfolio?
To understand how to maximize your ▪ How does the new products cannibalizes each
Choice estimation techniques measure consumer
portfolio, identifying the best combination other and the current portfolio?
appeal, switching behavior and price / size
▪ What is the best price to maximize the volume,
of varieties, prices and pack sizes and the
elasticity. Simululation tool allows exploration of revenue and margin of the new initiatives and
incrementality of your launches. the whole line?
a wide range of line, price or pack mix scenarios.
▪ How should I adjust the price of my new
product if a new competitor enters in the
market in the future?
Simulated Shopping Experience
Using Nielsen’s interactive online interface, consumers choose between product concepts as if they were at a
store. Shelf sets are optimally designed to recreate expected in-market interactions and consumer trade off
decisions, leading to more accurate predictions.
Using graphic versus text-based

concepts creates a more

realistic experience for
consumers and simulates
realistic trade-off decisions
50
LINE & PRICE OPTIMIZER – DELIVERABLES EXAMPLE
Assortment Pricing Consumer switching behavior

Source of volume Business scenarios Simulator
51
NEW LAUNCH ASSESSOR FRAMEWORK (NLAF)
Track launches confidently and diagnose performance for clear actionability
WHAT HOW WHAT

IS IT? DOES IT WORK? QUESTIONS DO WE ANSWER?
Provides a holistic view of new

Consumers are contacted door to door
launch performance with relevant
and asked standard questions to track the
benchmarks, and deep diagnostics
launch and up to 4 custom diagnostics
to understand performance and aid
actionability
*Depending on category penetration and
age of brand, booster interviews may be
WHEN required ▪ How is my new launch faring in –market,

SHOULD IT BE USED? for accessing trialists or detailed with respect to consumer KPIs’ and
diagnostics among those aware distribution norms?
To track new launches anywhere
between 3 months to 18 months ▪ What is my new launch’s consumer pull,
compared to other new launches?
▪ What are my new launch’s strengths and
weaknesses, both from a mix as well as
execution perspective?
▪ Are there any areas for improvement for
my new launch?
52
*No Factors For SuccessTM are provided for this solution
NLAF – DELIVERABLES EXAMPLE
Copyright ©2016 The Nielsen Company. Confidential and proprietary.

Copyright ©2016 The Nielsen Company. Confidential and proprietary.
Brand A displays strong saliency, in-market presence however trials are limited. Brand B Moreover, brand perceptions remain strong for both new launches, but Brand B is able to
struggles to gain traction land its core benefit more clearly, and drives stronger differentiation via its TV Ad.
*Quartiles based on Consumer Norms Panel

database of ~40 FMCG new launches.
(Columns UPPERCASE letters - (PROPORTIONS) tested at the 95% confidence level - A/B.) 18
15
Consumer and Distribution Norms Brand Attraction Ranking

Brand Imagery
Diagnostics on Ad liking
53
PLAN BASES
Provides an initial understanding of likely sales potential, without extensive consumer testing.
WHAT HOW WHAT

PlanBASES provides an understanding  Initiative Potential - We know what a

of likely sales potential WITHOUT Strong Concept & Product looks like in
EXTENSIVE testing with consumers or your Category -Nielsen can leverage its
starting extensive initiative Innovation database as a proxy for a
development. tested product
WHEN  Any other consumer testing (qual/quant)

SHOULD IT BE USED? also helps us in making informed decisions
about the initiative’s likely performance,
 Useful when entering new geographies and feed into the assumptions ▪ What is my likely sales potential without
or categories, i.e. to get an early having to test extensively with
assessment of the likely sales in order  Marketing Support - Inputs can be consumers?
to judge whether they will merit provided by client or alternatively Nielsen
further initiative development or not. can provide an Independent Plan. Recent
 comparisons show that when Nielsen
 It can also be used for smaller provided an Independent plan it was on
initiatives, where limited consumer average closer to the executed reality than
testing is planned, but a ballpark sales client’s best estimate.
forecast is required for the business
case and supply chain planning. 54
DESIGN DIAGNOSTICS
Evaluate and prioritize design options for static media (POS/OOH/shelf)
WHAT HOW WHAT

Maximize impact at the last mile

with this holistic solution which
evaluates design options for static
media.
WHEN
SHOULD IT BE USED? ▪ Is your static media (POS/shelves/OOH)
Respondents are recruited online/offline standing out and attracting shoppers?
Used to effectively and based on target criteria/study
systematically explore and evaluate requirements ▪ Does it communicate your brand effectively
a wide range of designs and POS and drive sales?
communication directly with Consumers evaluate visual design
consumers concepts on preference and brand fit. ▪ Which design option should be prioritized for
They then provide feedback for the right strategic messaging?
refinement.
*No Factors For SuccessTM are provided for this solution
▪ How should you further refine your designs?
55
DESIGN DIAGNOSTICS – DELIVERABLES EXAMPLE
Preference/Appeal of tested designs Strategic Fit Refinement
56
RESTAGE
Understand if the Relaunch will be able to increase the appeal for the Current Proposition
WHAT HOW WHAT

If there is a consumer perceived

change in one or more components of
an established brand, it important to
understand if this change give the right
amount of incremental growth to the

Current Proposition Here we test both the Current and the Relaunch
concepts. Consumers are contacted door-to-door and

▪ Is the Relaunch able to increase the
WHEN exposed to one concept and are asked BASES Key appeal vs the current significantly?
SHOULD IT BE USED?
Measures, a list of attributes and custom questions with ▪ What is its strengths and weakness?
To understand if the incremental

deep diagnostic. We understand the change in Appeal ▪ Does your relaunch has a concept-
(indec vs the current) for the Relaunch. This is then product fit? Is there any opportunity for
appeal that the relaunch is giving is improvements?
compared to BASES Restage Database
good enough to go ahead with the ▪ How will the change in appeal impact
same. Is the relaunch helping in driving in overall volumes
the business objective *No database comparison on Factors For SuccessTM are provided for this solution. Only the Index in PI is compared to the database 57

THANK YOU!
As next steps, let’s continue the discussion to ensure Nielsen’s approach meets your needs. Please
do not hesitate to contact us with any comments or questions.
Himanshu Kadaskar
Innovation Business Partner
+91 09860369708
Himanshu.Kadaskar@nielsen.com
59

Nielsen BASES Solution

Încărcat de

Informații document

Drepturi de autor

Formate disponibile

Partajați acest document

Partajați sau inserați document

Opțiuni de partajare

Vi se pare util acest document?

Este necorespunzător acest conținut?

Drepturi de autor:

Formate disponibile

Nielsen BASES Solution

Încărcat de

Drepturi de autor:

Formate disponibile

MAXIMIZING

Copyright © 2017 The Nielsen Company. Confidential and proprietary. 1

To give our sales teams something new

WEAK PROPOSITION WEAK PRODUCT WEAK ACTIVATION

DISCOVER DEVELOP DEPLOY

Identify jobs to be done Develop the product Execute a launch plan

NIELSEN INNOVATION SOLUTIONS

▪ BASES Factors for Success™ allows

PI & Volume Potential ▪ Based on the industry’s largest R&D

▪ Dramatically improves the

Success rate with BASES

translatable way for don’t outweigh interest

Offer True Innovation

Provides a significant advantage over other successful products.

Meets success criteria; just fine for overall initiative success.

Approaching acceptable levels, but not ready

A significant barrier to overall initiative success

More than 216.000 Presence in more than

FORECAST ▪ Trade Activities(e.g., End-of-Aisle

DISTRIBUTION ▪ Distribution by Channel

Decision making based on different

Understand different executional factors

Facilitates executing with brilliance on

Further ‘what if’ scenarios can illustrate

KNOW BRAND`S INCREMENTALITY POTENTIAL

WHY FORECASTING IS ACCURATE?

validations By completing the MASB audit, Nielsen has

Copyright © 2017 The Nielsen Company. Confidential and proprietary. 16

OPPORTUNITY DEVELOPMENT ACTIVATION

Concept Product Market

DISCOVER DEVELOP DEPLOY

CLASSIFY IDEAS REFINEMENT &

Nielsen BASES Services and Factors for SuccessTM

WHAT HOW WHAT

Overnight screener for ideas or

*No Factors For SuccessTM are provided for this solution 22

Idea Ranking Table

How can I quickly know which ideas are worth prioritizing?

WHAT HOW WHAT

An early screener designed to help

*Distinct Proposition, Attention Catching, Need/Desire, Advantage 24

Idea Performance Matrix Performance Summary

WHAT HOW WHAT

A modern and collaborative solution

most successful concept.

MEASUREMENT of the probability of success

• 1 Starting Point Concept x 6 Dynamic Elements x 42 Variants = 80,640 Unique Concepts

LAUNCH RATE SUCCESS RATE 2 YEAR REVENUE

1.5X 3.4X 4.4X

WHAT HOW WHAT

A concept screening system designed

*Distinct Proposition, Attention Catching, Need/Desire, Advantage, Credibility, Acceptable Costs 29

What is my product’s overall What is the financial potential?

WHAT HOW WHAT

A concept screening system designed

*Distinct Proposition, Attention Catching, Need/Desire, Advantage, Credibility, Acceptable Costs 31

Results in 10 days* in a modern

*From Lockdown date

Which initiatives am I competiting with?

What are my strenghts and watchouts? Which initiatives am I competiting with?

WHAT HOW WHAT

A complete concept evaluation

Consumer Adoption Message Connection Strategic Intent

Category Drivers Volume Potential Financial Potential