Creating What Consumers Want
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The document discusses a new approach for consumer packaged goods (CPG) companies to improve their product development and reduce failure rates, which have remained high despite significant investments in innovation. It highlights the need for dynamic modeling to better understand consumer preferences, streamline collaboration among marketing, sales, and R&D teams, and prioritize innovations based on organizational capabilities. By employing these strategies, CPG companies can make informed decisions about product features, pricing, and packaging that align with consumer desires.
Creating What Consumers Want
- 1. strategy+business FORTHCOMING IN ISSUE 78 SPRING 2015 Subject to small editorial and design changes. PREPRINT 00304 BY DAVID MEER, EDWARD LANDRY, AND SAMRAT SHARMA Creating What Consumers Want A new approach can help CPG companies introduce products with the right features, price, and packaging.
- 2. leadingideasleadingideas 6 strategy+businessissue78 combinations of features. When companies test a product concept to- day, they’re limited by the relative primitiveness of the tools available to them, such as consumer concept testing and market structure analy- sis. Testing a preset combination of options (for example, the cinnamon- flavored cookies, in six-ounce indi- vidual packages, at 79 cents per pack) produces a basic thumbs-up or thumbs-down assessment as to whether the product will be finan- cially viable. However, the results apply only to that combination. If you change one element, the test results become much less useful. Worse, the testing is expensive and time-consuming, with turnaround times that are measured in months, which makes testing every single combination impossible. Ideally, companies should be able to test various combinations more dynamically, adjusting the fla- vor profile, pack size, price, labeling, distribution channel, and any other aspect of the value proposition— even the brand name. Developing a simulation model that can evaluate a wide range of scenarios by altering the various elements and seeing how each factor affects the outcome Creating What Consumers Want A new approach can help CPG companies introduce products with the right features, price, and packaging. by David Meer, Edward Landry, and Samrat Sharma C onsumer packaged goods (CPG) companies have a big problem: They have almost no idea which of their new products will end up being popular with con- sumers. Despite big data, despite a decade of heavy investment in inno- vation, despite chief innovation offi- cers and efficient R&D, failure rates for new products have hovered at 60 percent for years. Two-thirds of new product concepts don’t even launch. One reason is that the retail en- vironment has become far more complex. E-commerce continues to upend long-established business models, and consumers are shop- ping less at supermarkets and hyper- markets and more in convenience stores, at discounters, and online. What’s more, although CPG companies are extremely good at the early stages of innovation—identi- fying promising areas of growth and creating new product ideas in those areas—and at the later stages of test- ing concepts and commercializing them, there’s a conspicuous hole in the middle of the process. They don’t have a clear grasp of which combinations of features, packag- ing, price, and even labeling will persuade consumers to make a pur- chase. They’re like triathletes who are world-class at swimming and running, but terrible at cycling. There’s a way to fill that hole, but it won’t be easy. Based on our experience, we think it will require progress in three key (and inter- twined) areas. None of the three will work without the other two, and all will compel CPG executives to rethink aspects of their tradition- al business model. First, companies need to adopt dynamic modeling to gauge various Leading Ideas
- 3. leadingideas IllustrationbyMitchBlunt 7 leadingideas while the product is still in the devel- opment stage is an effective way of doing so. How much more would con- sumers pay for low-calorie cinnamon cookies? Would they prefer eight- ounce packs? And should the cook- ies be sold at a convenience store, a big-box retailer, a warehouse store, or online (or all of the above)? The right model would break such prod- uct propositions into their compo- nent parts, reassemble them in novel ways, and estimate demand for the new combinations. This in turn would require detailed data on which features consumers value, how much they’re willing to pay for those features, and where they’re willing to make trade-offs. In addition, simulation models need to deliver more actionable re- sults. Rather than providing just a basic yes or no, the results must break down revenue, volume, and margin contribution. If a new prod- uct is going to take market share from another player, the model should let the company know where that share will be coming from, at what price, and through which channels. Importantly, the model should also indicate how much vol- ume is incremental and how much is simply cannibalizing the company’s other offerings in the same category. Although similar models are al- ready being used in industries such as financial services and technology, CPG companies have been slow to embrace the new analytics. In fact, the reverse has happened: In re- sponse to cost pressures, CPG com- panies have systematically disinvest- ed in analytics and insights teams. The limited resources CPG compa- nies seem to have are being spent in areas such as social media and mo- bile marketing. But firms that are serious about innovation have to start the process by investing in foundational tools. And they will likely find that these investments pay for themselves over time. Second, companies have to de- velop priorities based on their capa- bilities. Companies don’t start prod- uct development with a blank sheet of paper. They have critical advan- tages in areas where they focus their investments and attention; other areas can be either outsourced or set aside. Once a company has clear in- sights about which features consum- ers value, and how much they value those features, the next step is to fig- ure out which of those insights it can actually implement, based on its ca- pabilities and resources. For example, some companies are good at developing new flavor profiles, and can easily launch spin- off products (adding toffee to the cinnamon cookies, for instance). Others are good at packaging inno- vations or cost reductions that lower prices. Still others have strong dis- tribution capabilities, and can get products into new store formats quickly. Whatever its strengths, a company should prioritize its inno- vation ideas accordingly. Concurrently, this step provides companies with valuable insight into which areas they should con- centrate on developing next. Com- ing up with ideas that are hard to implement because of a lack of rele- vant capabilities should influence a firm’s future investment priorities, enabling it to build new capabilities that would ensure competitive ad- vantage in the future. Finally, companies need to make organizational shifts to put these insights into action. CPG companies need to reorient their org charts so that the innovation func- tion collaborates more directly with marketing, sales, and the supply chain during product development. Many companies think that these four functions collaborate already. But the truth is that they work from different perspectives, with varying definitions of success and incentives, and at different stages in a product’s development. Innovation wants to get new products from the drawing board to market, while marketing is busy trying to get consumers to open their wallets. Sales focuses on persuading retailers to give new products shelf space, which in turn can help stimulate consumer de- mand. And the goal of the supply chain is to maximize efficiency and minimize process proliferation. The objectives overlap, but they’re not identical. As a result, products in de- velopment can travel far down the tracks before problems surface. CPG companies would do bet- ter to use the insights they generate in the first step (through dynamic modeling) and the priorities they es- tablish in the second (understanding their capabilities) to create a com- mon set of facts and objectives that all four functions can agree on. In some cases, this will mean restruc- turing lines of authority, incentives, and other aspects of the organiza- tion. A dramatic step? Yes. But it is
- 4. leadingideasleadingideas 8 strategy+businessissue78 the R&D team members and their counterparts in sales and marketing revealed that R&D had been receiv- ing so many new product ideas that it used “two years” as the default timing for all of them. The com- pany was able to identify other in- novations with clear potential—in- cluding a superpremium line and new packaging—that could be brought to market quickly. In the aggregate, these innovations enabled the company to grow sales at a faster rate than the competition and to improve profitability in the category for the first time in three years. If this example shows anything, it’s that CPG companies can’t afford to throw ideas at the wall and hope one of them will stick, even if they are trying to imitate a competitor. Chances are, your rivals don’t have any more insight into what consum- ers want than you do. This new ap- proach should go a long way toward fixing that. + Reprint No. 00304 David Meer david.meer@strategyand.pwc.com is a partner with Strategy&’s consumer and retail practice based in New York. Edward Landry edward.landry@strategyand.pwc.com is a partner with Strategy&’s consumer and retail practice based in New York. Samrat Sharma samrat.sharma@strategyand.pwc.com is a partner with Strategy&’s consumer and retail practice based in Cleveland. necessary if companies are to make sure that these critical functions are working together. Some leading CPG companies have started to implement this new approach to innovation. For exam- ple, one packaged-food company had spent 18 months working on a preservative-free version of a prod- uct. One of its competitors had already introduced a similar prod- uct, and the company feared market share losses. But with the official launch date only months away, the company learned that two major grocery chains had decided they would not carry its new product, in part because the competitor’s pre- servative-free version didn’t appeal to their customers. Firm leaders scrapped the product, treating their investments as a sunk cost. To avoid repeating that mis- take, the company shifted away from trying to innovate by follow- ing the competition, and toward an approach based on a richer under- standing of consumers’ desires. It started by running a dynamic analysis of several product options. It found that although “preserva- tive-free” wasn’t a sufficiently attrac- tive incentive for consumers to open their wallets, “natural” (meaning no artificial ingredients) would be. R&D had originally said the natu- ral product would take two years to develop, but a deeper look at the company’s capabilities and priorities revealed that the team could actu- ally complete the product’s develop- ment in just six months. In fact, a discussion between R&D had been receiving so many new product ideas that it used “two years” as the default timing for all of them.
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