For corporate researchers, led by corporate researchers. Come be inspired by real problems and solutions that can make a real difference to your firm and for your career.
Purchase accessTheme park events can take place almost any time of year, be separately ticketed or included for day guests, involve heavy repeat visitation or be a one-time experience, and may cannibalize day ticket sales. We designed a seasonal event schedule based on results from a modified volumetric conjoint, allowing for simulation of varying numbers of events per year and an estimate of regular day cannibalization. Learn what worked, what didn't, and what we know now.
Theme park events can take place almost any time of year, be separately ticketed or included for day guests, involve heavy repeat visitation or be a one-time experience, and may cannibalize day ticket sales. We designed a seasonal event schedule based on results from a modified volumetric conjoint, allowing for simulation of varying numbers of events per year and an estimate of regular day cannibalization. Learn what worked, what didn't, and what we know now.
Segmentations are hard to activate. We experienced it at WS Audiology when we engaged in consumer segmentation work, commissioned after two firms, with different brands and cultures, had merged. Our activation journey included forward and backward steps. Forward by envisioning the purposes of segmentation in the business model. Backward by utilizing creative activation approaches and making explicit leadership calls. At the heart is an active leadership position that we took as market research professionals.
Segmentations are hard to activate. We experienced it at WS Audiology when we engaged in consumer segmentation work, commissioned after two firms, with different brands and cultures, had merged. Our activation journey included forward and backward steps. Forward by envisioning the purposes of segmentation in the business model. Backward by utilizing creative activation approaches and making explicit leadership calls. At the heart is an active leadership position that we took as market research professionals.
At Bose, we love to create exciting new audio experiences for our customers. But just because we think a new idea is cool doesn't always mean consumers agree, or that it will motivate them to choose our products over the competition. In this marketing study, we use direct binary anchored MaxDiff to learn which new product features most excite premium audio consumers and identify the experiences that might inspire them to choose Bose.
At Bose, we love to create exciting new audio experiences for our customers. But just because we think a new idea is cool doesn't always mean consumers agree, or that it will motivate them to choose our products over the competition. In this marketing study, we use direct binary anchored MaxDiff to learn which new product features most excite premium audio consumers and identify the experiences that might inspire them to choose Bose.
Matteo Della Valle from GNV and Emilio Zunino from Maiora Solutions present the quantitative consumer research conducted for GNV, the third-largest ferry operator in the world. The goal was to optimize the pricing strategy for the 2022 season, to increase prices and operating margin, without losing market share. CBC was key for the definition of the new price list, ahead of the sales opening.
Matteo Della Valle from GNV and Emilio Zunino from Maiora Solutions present the quantitative consumer research conducted for GNV, the third-largest ferry operator in the world. The goal was to optimize the pricing strategy for the 2022 season, to increase prices and operating margin, without losing market share. CBC was key for the definition of the new price list, ahead of the sales opening.
Best-in-class stadia and entertainment facilities requires best-in-class research and analysis to assure internal clients that their projections are achievable as well as give lenders piece of mind that their money is secure. Legends’ Business Planning team use years of industry leading experience to deliver these projects and will outline their in-house process that indicates how each area of a stadium can be filled, how to redistribute excess demand for desirable locations and how pricing is optimised.
Best-in-class stadia and entertainment facilities requires best-in-class research and analysis to assure internal clients that their projections are achievable as well as give lenders piece of mind that their money is secure. Legends’ Business Planning team use years of industry leading experience to deliver these projects and will outline their in-house process that indicates how each area of a stadium can be filled, how to redistribute excess demand for desirable locations and how pricing is optimised.
Disaggregate HH panel data can be used in place of survey data from a CBC study by considering that each choice a consumer makes is done so within a set of competing options (other products on the shelf). CBC/HB was modified to generate part-worths and create a subsequent choice model which can be used to build scenarios for product assortment changes across retailers.
Disaggregate HH panel data can be used in place of survey data from a CBC study by considering that each choice a consumer makes is done so within a set of competing options (other products on the shelf). CBC/HB was modified to generate part-worths and create a subsequent choice model which can be used to build scenarios for product assortment changes across retailers.
Value is essential in business and leads to better products. To understand value, we need to ask about value post purchase once consumers have experienced it. In this presentation we evaluate a willingness-to-accept (WTA ) approach, i.e., the amount of money that consumers would accept to give up using a specific product or service, on 11 US Fortune 500 brands and we discuss how it was used by LinkedIn.
Value is essential in business and leads to better products. To understand value, we need to ask about value post purchase once consumers have experienced it. In this presentation we evaluate a willingness-to-accept (WTA ) approach, i.e., the amount of money that consumers would accept to give up using a specific product or service, on 11 US Fortune 500 brands and we discuss how it was used by LinkedIn.
