DEMAND DRIVEN INNOVATION

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1 DEMAND DRIVEN INNOVATION DLF MARCH 13, 2013 Johan Sjostrand

2 THE NIELSEN INNOVATION PRACTICE Opportunity / Need Ideas Concept Product Final mix Launch Learn and adjust 1,000+ innovation experts working in 40+ countries across the globe Experience from ~200,000 initiatives world wide Co-develops and embeds Innovation strategies, processes and frameworks with leading FMCG companies 2

3 ACHIEVING GROWTH INCREASINGLY DIFFICULT. Flat FMCG Volumes in Europe Index 100 = Value Volume Copyright 2012 The Nielsen Company. Confidential and proprietary Source: Nielsen Growth Reporter (*):Austria, Belgium, Czech Rep., Denmark, Finland, France, Germany, Greece, Hungary, Ireland, Italy, Netherlands, Norway, Poland, Portugal, Slovakia, Spain, Sweden, Switzerland, Turkey, UK. 3

4 BUT INNOVATION CAN BE A GROWTH DRIVER Example: Chobani Creates a $1 Billion Brand In Mature Yoghurt Category in the US 4

5 CHOBANI BASED ON DEMAND INSIGHTS First 90 seconds only 5

6 WHAT INNOVATIONS LEAD TO GROWTH? 6

7 MORE BREAKTHROUGH INNOVATIONS Selection of winners Knorr Bouillon Pur (Germany) Grainwaves (Australia) Snow Pear (China) Allegra (USA) Milo Liquid Water Enhancement (USA) FiberOne (USA) 7

8 BREAKTHROUGH GROWTH COMES FROM INCREMENTALITY Breakthrough Innovation Expands, Not Just Shifts, Consumption Brand switching 8

9 BREAKTHROUGH INNOVATION BENEFIT FROM VIRTUOUS LOOPS 9

10 ACHIEVING DISTINCTIVESS IS NO SMALL CHALLENGE Source: BASES global database 10

11 SO HOW DO THE BEST INNOVATORS DO IT?... ideas based emerging / latent consumer demand... measure the consumer adoption process... an explicit portfolio strategy... disciplined but flexible innovation funnel... pervasive leadership 11

TAPPING EMERGING AND LATENT CONSUMER DEMAND Current Demand Easily

driven by the confluence of events or trends; often manifested by a

. High protein and taste appeal Sweeter palate Latent Demand Poorly

12 TAPPING EMERGING AND LATENT CONSUMER DEMAND Current Demand Easily observable wants, needs, and behaviors Emerging Demand Emerging needs driven by the confluence of events or trends; often manifested by a small but growing segment of consumers Many innovations play here.. High protein and taste appeal Sweeter palate Latent Demand Poorly articulated needs and pentup demand that can be unleashed through innovative offerings 12

13 SEEK THE SIGNALS OF UNMET DEMAND RISKS NUISANCES NON-CONSUMERS CIRCUMSTANCES OF NON-CONSUMPTION TRADEOFFS INCONVENIENCE CONFUSION STRESS 13

14 THE CONSUMER ADOPTION PROCESS The key 12 tasks a marketer must accomplish An empirically-derived and validated model of consumer adoption All links must work or failure 14

INNOVATION PORTFOLIO STRATEGY Focus: Latent demand New usage/consumers to drive longerterm sustainable growth Category expansion Focus: Emerging

15 INNOVATION PORTFOLIO STRATEGY Focus: Latent demand New usage/consumers to drive longerterm sustainable growth Category expansion Focus: Emerging demand Expand consumption with existing consumers; steal from competitors Share shift Focus: Current demand Maintain relevance with existing consumers 15

16 DISCIPLINED BUT FLEXIBLE INNOVATION FUNNEL Opportunity Ideas Gate review outcomes Concept Product Final mix Launch GATED PROCESS WHERE DECISION CRITERIA REFLECT INITIATIVE RISK/REWARD PROFILE 16

17 LEADERSHIP TO NAVIGATE TRADE OFFS A New Product Launch Requires A Myriad Of Important Decisions At All Levels of The Organization... I have XX qualified launches from the category teams; which one holds most promise for my market?... translation of concept in to ad copy shows some weakness, should I still air?... consumer scores for entire range were high but I can cannot achieve full distribution, how does that impact volumes?... Manufacturing cannot deliver a product that delivers on all dimensions of the concept promise, what do I do? 17

18 THANK YOU

19 ÅRETS LANCERING GENNEM 12 ÅR DLF MARCH 13, 2013 Claus Werborg

20 INTET MOTIVERER SOM KONKURRENCE DLFs udfordring: Hvilket produkt i Danmark er den bedste lancering? 20

21 FINDES EN CHOBANI I DANMARK? 21

22 12 ÅR = 12 STÆRKE VINDERE 8 af 12 vindere kommer fra udlandet. 22

23 DE 3 KRITERIER RELEVANCE ENDURANCE DISTINCTIVENESS 6 produkter nåede +30 mill. efter et år 5 af disse fastholdt 90% af omsætningen det andet år og 3 produkter opfyldte klart nye behov og skabte langvarig vækst for kategorien 23

24 DE NOMINEREDE ER TRADEOFF USIKKERHED NYE BRUGSSITUATIONER IKKE-FORBRUGERE INCONVENIENCE 24

25 OG VINDEREN OPNÅEDE Nye forbrugere Nye situationer Vækst 5 år i træk efter lancering +100% Kategorivækst 25

26 HVEM ER CHOBANI? 26

27 THE WINNER...

30 HVAD GØR VINDEREN? Nye formater tiltrækker nye forbrugere og skaber nye brugssituationer Tilpasser produkt og kommunikation til den lokale forbrugers behov Copyright 2012 The Nielsen Company. Confidential and proprietary. 30

31 HVAD GØR VINDEREN? Nye formater tiltrækker nye forbrugere og skaber nye brugssituationer Tilpasser produkt og kommunikation til den lokale forbrugers behov Copyright 2012 The Nielsen Company. Confidential and proprietary. Uddanner forbrugeren og gør det nemt at vælge Vanish 31

32 HVAD GØR VINDEREN? Nye formater tiltrækker nye forbrugere og skaber nye brugssituationer Tilpasser produkt og kommunikation til den lokale forbrugers behov Copyright 2012 The Nielsen Company. Confidential and proprietary. Uddanner forbrugeren og gør det nemt at vælge Vanish Formaliseret proces for innovation og lancering med fokus på forbrugerens behov 32

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