Diese Präsentation wurde erfolgreich gemeldet.
Wir verwenden Ihre LinkedIn Profilangaben und Informationen zu Ihren Aktivitäten, um Anzeigen zu personalisieren und Ihnen relevantere Inhalte anzuzeigen. Sie können Ihre Anzeigeneinstellungen jederzeit ändern.

Dude where's my car. Product & Marketing Innovation Deep Dive

474 Aufrufe

Veröffentlicht am

The Spotify and Netflix generation is as comfortable sharing and subscribing to their driving options as they are to their entertainment. Smart players will place equal emphasis on monetising services as they will innovating their product range.

If the trends seen in this report become reality, a business based purely on production and volume sales will fail. Traditional OEMs must become service-based businesses to thrive.

Find out how to thrive if you are a product or marketing automotive professional.

Veröffentlicht in: Automobil
  • Semenax - Save up to 50% | Online Special Offer ●●● http://t.cn/AiQ0txm6
       Antworten 
    Sind Sie sicher, dass Sie …  Ja  Nein
    Ihre Nachricht erscheint hier
  • Is it possible to improve your memory? How can I improve my memory recall? more info... ■■■ https://tinyurl.com/brainpill101
       Antworten 
    Sind Sie sicher, dass Sie …  Ja  Nein
    Ihre Nachricht erscheint hier

Dude where's my car. Product & Marketing Innovation Deep Dive

  1. 1. Dude, where’s my car?Dude, where’s my car? The “complicated” relationship between the automotive industry and Millennials Product and Marketing Innovation Deep Dive
  2. 2. About this report This report is the first follow-up to Good Rebels’ Millennials and automotive research study ‘Dude, where’s my car?’. This report will not be about how to develop ads to engage Millennials. we hope your advertising agency has that covered. Instead it will explore how product planning, marketing and communications professionals can work together NOW to develop and monetise services as well as products that will appeal to the next generation of car buyers. We’ll explore the findings of our research in the context of the wider market trend of the collaborative economy. The overwhelming findings from our report show that Millennials WILL buy cars, but just not as we know it. Download the full research report at: goodrebels.com Good Rebels | Product and Marketing Innovation | 2
  3. 3. “If the trends seen in this report become reality, a business based purely on production and volume sales will fail. Traditional OEMs must become service-based businesses to thrive. The Spotify and Netflix generation is as comfortable sharing and subscribing to their driving options as they are to their entertainment. Smart players will place equal emphasis on monetising services as they will innovating their product range. In almost every sector the 21st Century has seen the manufacturing giants of the 20th overtaken by nimbler, more forward thinking competitors. Will Toyota and Ford go the same way as Kodak and Nokia? Or will they have the courage to balance an increasingly out-dated model with something fit for the next 100 years?” Kate Cooper, Chief Strategy Officer, Good Rebels Good Rebels | Product and Marketing Innovation | 3
  4. 4. Foreword Last week a member of the Good Rebels team put down a deposit on a vehicle that they had never driven, never touched, never seen with their own eyes – only in pictures online. It’s not in production yet. They’ve never talked to a representative from the company that plans to manufacture it and certainly haven’t visited a dealership. And they made the decision to put down a non-refundable deposit of $1000 via the OEM’s website. Why? Because they were so compelled by the product, the proposition and the way they marketed it that they, alongside 47,000 other people have put their money where their mouth is and taken the plunge. The company that inspired this crazy commitment was Elio, an OEM that is really shaking up both product and service development, and nailing how to market a vehicle that isn’t even in production yet. In this report we look at how interesting new companies like Elio and much more established OEMs like BMW are innovating in the automotive space. I hope it sparks some ideas and fires up a desire to change the face of the industry. Kate Cooper, Chief Strategy Officer, Good Rebels Good Rebels | Product and Marketing Innovation | 4
  5. 5. Contents Introduction Page 06 The collaborative economy Page 16 CoLab Innovation Framework Page 21 Elio case study Page 36 Good Rebels | Product and Marketing Innovation | 5
  6. 6. Section one Introduction Good Rebels Methodology Executive summary Good Rebels | Product and Marketing Innovation | 6
  7. 7. Good Rebels Good Rebels | Product and Marketing Innovation | 7 We are Good Rebels. Creating the future at the intersection of people, brands and technology. We are on a mission to radically change the relationship companies have with their customers, their employees and society. Helping our clients put people first and become more competitive. Powered by 130 Rebels working from 6 offices in the UK, Europe and Latin America; our work currently spans over 60 clients across 9 countries. goodrebels.com
  8. 8. Methodology DEFINITIONS For the purpose of this research we focus on Millennials aged 19-34 years-old in the UK. Some charts in this report include different age groupings, where the data is from external sources e.g. National Travel Survey and we have been unable to obtain data in different formats. All charts are clearly labelled and sourced. RESEARCH METHODOLOGY We used a combination of quantitative and qualitative research approaches to create this report with a total sample size of 33,521. 1.  Audience profiling through GlobalWebIndex survey data from a representative sample of UK internet users. 2.  Deep dive research panel of UK Millennials 3.  Reevoo Car Buyers Panel survey 4.  Analysis of publically available data on driving trends in the UK Good Rebels | Product and Marketing Innovation | 8 URBAN / RURAL PARTICIPANTS Within the Millennial segment, we included viewpoints from both urban, suburban and rural participants. Each research approach used a representative sample of Millennials across these three categories, with emphasis placed on urban and suburban over rural to reflect dwelling trends amongst UK Millennials in real life. As expected there were differences in current transport habits, with more rural and suburban Millennials owning cars and relying less heavily on public transport or services like Uber and City Car Club. However attitudes towards the future of mobility and technology innovations were less defined between urban and rural. The low availability of certain services in rural areas now does not mean there isn’t demand for the future. Further detail on methodology is provided in the full report.
  9. 9. Executive summary INNOVATION IS KING So first to answer the BIG question. As the next generation of car buyers, will Millennials actually buy cars? In short YES, but not as we know it.  The Spotify and Netflix generation is as comfortable sharing and subscribing to their driving options as they are to their entertainment. Smart players will place equal emphasis on monetising services as they will innovating their product range. And it’s this that is important for both traditional OEMs and new entrants to understand. It’s these nascent trends we’re seeing in the Millennial generation that tell us where the automotive and mobility sector is headed. One thing is clear: innovation is king. If the trends seen in this report become reality, a business based purely on production and volume sales will fail. Traditional OEMs must become service-based businesses to thrive. Our goal in openly publishing both this and upcoming research projects is to accelerate innovation and change in the automotive industry. Good Rebels | Product and Marketing Innovation | 9
  10. 10. Executive summary CAN’T DRIVE, WON’T DRIVE Many of the Millennials in our study that do hold a full driving licence choose not to own a car and rarely drive. There are a number of reasons for this but primarily it is because they simply don’t need to. Millennials in the city are less dependent on driving because there are more alternatives. They ask people to give them lifts, they have taxi apps on their phones and Google Maps in their pockets to help get around on foot or public transport. Learning to drive and owning a car is less of a rite of passage for many Millennials. There are other things fighting for their money and time, and other priorities in their lives. Committing to car ownership is a burden for many Millennials, who favour financial freedom over driving freedom. They aren’t comfortable putting themselves in debt in order to own a car. Of those that do own cars, many wouldn't change their lifestyles to own a more expensive or newer model. Good Rebels | Product and Marketing Innovation | 10
  11. 11. “Whilst having at car as a young person can be seen as cool and even 'grown up' most young people get by without and with the abundance of new luxury goods available for them to wish for cars are taking a back seat as unaffordable luxuries compared to the latest computers, phones and tablets.” Emily, 19 Good Rebels | Product and Marketing Innovation | 11
  12. 12. Executive summary ACCESS OVER OWNERSHIP With the rise of car sharing options available to Millennials living in the city, ownership is not the only way to drive. For both financial, practical and environmental reasons (in that order), Millennials are choosing to experiment with shared ownership or short-term rental clubs. Car ownership is becoming less of an aspiration and less of a norm for Millennials, who are much more acclimatised to subscription services and access over ownership. The Spotify and Netflix generation is as comfortable sharing and subscribing to their driving options as they are to their entertainment. Owning the coolest car on the block is an aspiration for some Millennials, but this aspiration is becoming diluted by newer goals in life. Owning the newest iPhone, starting a business, going travelling and moving to the city are examples of goals that take priority over car ownership for today’s Millennials. The idea of car ownership is not lost - many Millennials talk about owning a car in the future - but there are many other options for mobility today, which means car ownership can be put off for now. Good Rebels | Product and Marketing Innovation | 12
  13. 13. “I think younger generations value experience rather than ownership. Look at Snapchat - they value the moment that day, rather than having a history (such as history/posts/photos on their Facebook wall). In my opinion they like to experience and share the moments rather than to own things.” Ayako, 25 Good Rebels | Product and Marketing Innovation | 13
  14. 14. Executive summary READY FOR DISRUPTION Throughout the research, we found that Millennials recognised the need for change and disruption in the auto industry. They hold a belief that traditional and long standing brands will have to innovate and disrupt themselves in order to survive in a market that is changing rapidly. When we asked Millennials which brands they thought would be leading the automotive industry in 10 years’ time, brands that stood out were: Uber, Tesla, Google, BMW, Apple and Toyota. In the same task we asked Millennials to select the companies they considered to be the most innovative. The results were almost exactly the same. It is clear that a perception of innovation for Millennials equals long-term success. Automotives: are you up to the challenge? Good Rebels | Product and Marketing Innovation | 14
  15. 15. “Travel will be more collaborative, more shared. I think the focus will be less on full ownership…younger generations are less bothered about owning stuff” Nicole, 34. Good Rebels | Product and Marketing Innovation | 15
  16. 16. Section two The collaborative economy A transformative shift Consumption and exchange Good Rebels | Product and Marketing Innovation | 16
  17. 17. The collaborative economy A TRANSFORMATIVE SHIFT It’s important to understand that the trends we saw in our report were not unexpected and have happened as part of a much wider trend called the collaborative economy. More than half of the western world has woken up to a new way of getting the products and services they need. The collaborative economy, also known as the sharing economy is the biggest shift in the business landscape since the advent of the Internet itself. And just like the Internet, it’s changing the rules for how we market, sell and innovate. To compete in this growing economy, established corporations must develop new strategies. In this new economic reality, the world’s largest hospitality brand owns not a single room or hotel. The world’s largest car service owns not a single vehicle. And one of the world’s largest retailer is driven by people buying and selling preowned goods. These companies — Airbnb, Uber and eBay — are just three players in a much larger shift that is transforming our lives, our economy and the way we do business. Good Rebels | Product and Marketing Innovation | 17
  18. 18. The collaborative economy CONSUMPTION AND EXCHANGE The collaborative economy is an economic movement where common technologies enable people to get the goods and services they need from each other, peer to peer, instead of buying from established corporations. This new form of consumption and exchange is not only here to stay: it’s raising customers’ expectations for all businesses. This process of disruption isn’t new. A decade ago, we saw how physical CDs gave way to illegal MP3 sharing websites, which eventually became the dominant marketplace known as iTunes. In recent years, we see that ownership of digital media is giving way to streaming services and on- demand media via membership and subscription business models. Good Rebels | Product and Marketing Innovation | 18 Efficiency I need Trust You have
  19. 19. Good Rebels | Product and Marketing Innovation | 20 So does that mean that the big fish are going to end up eaten by the might of the heavily funded and nimble minnows? Perhaps. And almost certainly for those unable to adapt. But at Good Rebels, we really believe smart traditional OEMs can find your own opportunities to offer on- demand products and services, create peer-to-peer marketplaces and enable platforms that bring your customers closer to your brand. That you can also find ways to make your existing products and services more appealing to customers who would otherwise shift to sharing, and identify opportunities to partner with sharing services to offer greater value to your customers.
  20. 20. Section three Co-Lab Innovation Framework Access over ownership Exchange, share and trade Secure, easy and fast Good Rebels | Product and Marketing Innovation | 21
  21. 21. Co-Lab Innovation Framework INNOVATION PROGRAMME •  Consumer •  Market •  Product •  Prototype •  Pilot •  Evolve •  Brand •  Launch •  Marketing •  Business model •  Education •  Inspiration GARNER DEEP INSIGHTS BUILD INNOVATION CAPABILITIES DEVELOP PRODUCT OR SERVICE CRAFT CONSUMER EXPERIENCE INNOVATION STRATEGY Good Rebels | Product and Marketing Innovation | 22
  22. 22. Co-Lab Innovation Framework AREAS RIPE FOR DISRUPTION So first of all, we know that there are clear areas that are ripe for disruption. And this is your first port of call when thinking about innovation within your business: COMPLEX EXPERIENCES Where do consumers have very complex experiences? On your website, when visiting a dealer? When trying to configure a new car? When actually trying to purchase? BROKEN TRUST Where has trust been broken? The recent VW scandal provides a ripe feeding ground for disruption and innovation. How can you play on your trust credentials? REDUNDANT INTERMEDIARIES Where are there redundant intermediaries that complicate the consumer experience and make prospects and customers jump over unnecessary hurdles. The dealership experience is ripe for radical disruption or obliteration. LIMITED ACCESS Where is there limited access? For example how can a premium brand create a product or service that’s accessible for all? Good Rebels | Product and Marketing Innovation | 23
  23. 23. Co-Lab Innovation Framework THREE PROVOCATIVE QUESTIONS 1. How can you create models that facilitate access over ownership? 2. How can you enable people to exchange, share and trade as directly as possible? 3. How can you remove friction from the system to make it secure, easy & fast? Good Rebels | Product and Marketing Innovation | 24
  24. 24. Co-Lab Innovation Framework ACCESS OVER OWNERSHIP The findings of our Millennials research shows clearly that Millennials, as the next generation of car buyers value access much more highly than ownership. We’ve seen that car ownership is becoming less of an aspiration and less of a norm for Millennials, who are much more acclimatised to subscription services. Owning the coolest car on the block is an aspiration for some Millennials, but this aspiration is becoming diluted by newer goals in life. Owning the newest iPhone, starting a business, going travelling, moving to the city are all examples of goals that are taking priority over car ownership for today’s Millennials. So the question you should be asking yourself is how can you create models that facilitate access over ownership? This is about shared access. You need to reimagine the ways customers can access the benefits of your product or service without having to own it outright. And how do you profitably monetise that? Good Rebels | Product and Marketing Innovation | 25
  25. 25. Co-Lab Innovation Framework MOVER Good Rebels | Product and Marketing Innovation | 26 Mover is Ireland's new peer-to-peer car hire service. They launch nationwide in early 2016 and are currently offering free enrolment to car owners in both Limerick and Dublin to help drive early scale. Their pitch is “enrol your car with us now and find out how you can earn money by hiring it out to other Mover pre- vetted renters.”
  26. 26. Co-Lab Innovation Framework BMW DRIVENOW Good Rebels | Product and Marketing Innovation | 27 DriveNow is a joint venture between BMW and Sixt that provides carsharing services in several cities in Europe and North America. Instead of dealing with insurance, parking and maintenance, customers can rent a 1-series electric vehicle at a designated lot in urban areas, and drive the car to another location, then promptly leave the vehicle for another person to access. First-party apps for mobile devices allow users to locate and reserve vehicles. When reserving a car online, the customers are able to see the car's fuel gauge (gasoline-powered cars) or the battery's state of charge (electric-powered cars), so if the customer wants to go for an extended drive, they can find the right car for that trip. As of November 2014, DriveNow operates over 3,780 vehicles, which six countries worldwide and over 330,000 customers.
  27. 27. Co-Lab Innovation Framework EXCHANGE, SHARE AND TRADE So on to our next question, and one that is a lot more challenging for the traditional OEMs to imagine. How can you enable people to exchange, share and trade as directly as possible? The obvious first thing that comes to mind is the role of dealerships in the customer experience. We’re going to be covering that at length in our final report of the series when we look at car buying, retail and aftersales innovation. So setting dealerships aside until 14 December the question is how can you reinvent ways to enable people to connect directly with who or what they need? Good Rebels | Product and Marketing Innovation | 28
  28. 28. Co-Lab Innovation Framework BLA BLA CAR BlaBlaCar is a trusted community marketplace that connects drivers with empty seats to passengers looking for a ride. Over 10 million people use BlaBlaCar every quarter creating an entirely new, people powered, transport network. With a dedicated customer service, a state of the art web and mobile platform, and a fast- growing community of users, BlaBlaCar is making travel social, money-saving and more efficient for millions of members. The numbers are astonishing: •  20 million members •  19 countries •  10 million travellers per quarter •  Over 2 million trips available in the future at any given time •  Over 3 billion miles shared  •  An estimated £216 million saved by our drivers every year •  An estimated 1,000,000 tons of CO2 saved •  Average car occupancy 2.8 people (vs 1.6 average) What learnings can you take from BlaBlaCar for your business? Good Rebels | Product and Marketing Innovation | 29
  29. 29. Co-Lab Innovation Framework JUSTPARK Good Rebels | Product and Marketing Innovation | 30 JustPark is an online platform that enables private individuals and companies hire out vacant parking spaces by the hour or day, setting the rental fees themselves. JustPark levies a service charge of between 6% and 40% of the total rent, depending on location and size. In return, it handles all dealings with the "tenant" and offers a money-back guarantee if the reserved parking space turns out to be occupied. 250,000 customers already use the online search function, which covers around 60,000 parking spaces at the present time. Plans exist for further rapid internationalisation in collaboration with German auto maker BMW, which signed up as one of the company's investors in 2011. End-to-end mobility management will be available in the future, with BMW offering customers of its DriveNow car-sharing operation vehicles by the minute or hour and a parking space near their destination. How can your business partner with a start-up to develop profitable services like BMW have?
  30. 30. Co-Lab Innovation Framework SECURE, EASY AND FAST And finally our last provocation: How can you remove friction from the system to make it secure, easy and fast? Traditional automotive remains complex, cumbersome and a painful buying experience. Our upcoming research project explores the extent to which a disenfranchised group is alienated by the current system. This is a group of decision makers with massive buying power that is currently underserved by the current system. Who is this untapped potential? Women! In this upcoming open research project, we get under the skin of the passion and pain points of four different groups of female consumer: Mums, Millennials, Empty nesters, Professionals. Insight gathered from this extensive research project will be used by the automotive sector to remove friction and make the service they receive secure, easy and fast. But back to the question at hand - simplicity is key: How can you refine products and services to their simplest and most transparent form? Good Rebels | Product and Marketing Innovation | 31
  31. 31. “Owning a car used to be a symbol of freedom. Whilst it still is, it has definitely also become a heavyweight financial burden.” Melissa, 27 Good Rebels | Product and Marketing Innovation | 32
  32. 32. Co-Lab Innovation Framework FORD CREDIT Ford has developed an interesting approach to finance that helps to overcome the friction caused by the cost of ownership. The car giant offers a creative financing program to encourage new buyers to rent their new Ford car to peers on Getaround, a P2P online marketplace. This significantly reduces the cost of ownership. Let’s find out more…PLAY VIDEO Another example of an OEM partnering to benefit from the opportunity of start-up innovation. Good Rebels | Product and Marketing Innovation | 33
  33. 33. Product innovation: saving money, saving lives and disrupting an entire industry INSURE THE BOX Insure The Box was created by insurance stalwart Michael Brockman to solve a problem being faced by the insurance industry. At a time when insurance premiums regularly hit the £4,000 mark for newly qualified young drivers, Michael and his team set out to reduce these cost prohibitive premiums whilst making the roads safer for young people and saving lives. Telematics represented that solution, a black box installed into your car that is connected via the mobile network to an online portal tracking your driving behaviour. The portal suggests ways to drive more safely and actively rewards safer driving with lower premiums. The behavioural change benefits of the online portal are proven to deliver an average 35% reduction in risk in the first 11 months of driving with a black box. In addition, Insure The Box has an auto alert system in place that has been finely tuned over the last five years so that the black box can detect the severity of a collision and where appropriate, activate emergency services. Insure The Box deploys the emergency services around 20 times a month to crash sites. Insure The Box represents everything the automotive and mobility market needs to get right to engage Millennials. Solving a real problem using technology, establishing a highly personalised relationship with the customer, underpinned by an authentic and meaningful mission to save money and save lives. Good Rebels | Product and Marketing Innovation | 34
  34. 34. "The new frontier of marketing will be service, not sales. Or, in the parlance of CRM, retention rather than acquisition. Additionally, as business becomes more subscription-based, service becomes dramatically linked to continuing revenue. This is a huge greenfield that will grow as more, and better, intelligence starts to flow back and forth between customers and companies.” Doc Searls, Harvard Business Review, November 2015 Good Rebels | Product and Marketing Innovation | 35
  35. 35. Section four Elio case study The product The proposition The pricing model The finance package Good Rebels | Product and Marketing Innovation | 36
  36. 36. Elio case study THE PRODUCT SO WHAT HAS ELIO GOT SO RIGHT? 1.  It’s American made 2.  Achieves an incredible 84 MPG 3.  It’s engineered to deliver the highest safety standards 4.  All for an unheard of base price of $6,800 5.  AND they’re using blue chip suppliers which means servicing is very inexpensive Good Rebels | Product and Marketing Innovation | 37
  37. 37. Millennials in the future: driverless vehicles THE PROPOSITION “In a nutshell, Elio is a stand alone solution for today’s generation of drivers. Petrol prices are constantly spiking. Cars themselves cost more than houses did a few short years ago. And in case you haven’t noticed, the world and personal space along with it is shrinking. We simply need to evolve to more efficient and practical forms of transportation. We need a new way to get around.” Elio proposition A proposition based on an authentic vision for the future of mobility. One which doesn’t have it’s head in the sand but sought to identify and solve real people’s mobility challenges and needs. But more than this, Elio claims that the positive impact of the brand ripples well beyond personal owner benefits. It will generate thousands of jobs while setting a whole new standard for environmental friendliness. Elio is starting a mobility movement, not just selling a car. #AlterTheCourse Good Rebels | Product and Marketing Innovation | 38
  38. 38. Elio case study THE PRICING MODEL Good Rebels | Product and Marketing Innovation | 39 The pricing model is ingenious – bare in mind that the car isn’t even in production yet. There are two levels of deposit: 1.  I Want In 2.  I’m All In The ‘I Want In’ option is refundable and the ‘I’m All In’ option is non-refundable. You can put a deposit of anywhere from $100 up to $1000. What’s really interesting is that your commitment level dictates your place in the queue. People who are ‘All In’ and put down a non-refundable deposit of $1000 are at the front of the queue and get the first models off the production line. The non-refundable lower deposit amounts are next in the queue and then come those who opted for a refundable deposit. Last in the queue are those who put down a refundable deposit of $100.
  39. 39. Elio case study THE PRICING MODEL Good Rebels | Product and Marketing Innovation | 40 And last but not least, Elio have developed a really interesting way of financing the purchase which again is a further expression of the vision of the brand. How can a finance product be an expressing of a vision? Here’s how: My current car gives me 25 miles to the gallon and let’s say for easy maths the Elio gets 75 miles to the gallon (target is 84). So theoretically just my fuels costs are going to be three times less compared to my current vehicle. They are launching an Elio credit card and the deal is you buy all your petrol with it. And what will happen is let’s say you spend $50 on petrol what it will do is charge you $150 on your credit card i.e. what you would have paid to travel the same distance in your previous car. But that 2/3 will go towards paying off your Elio. Your fuel savings pay for the vehicle.
  40. 40. Elio case study WHAT DOES IT TAKE? Good Rebels | Product and Marketing Innovation | 41 How can you make the product, brand and overall car buying and ownership experience so compelling that you can deliver $290 million in pre-orders without one vehicle on the road? Elio are providing services that align with the brand promise, they are providing experiences that are all encompassing and they are selling cars that haven’t yet been built because of it. It’s this kind of innovation that the car buyers of the future are looking for. A complete reimagining of the mobility experience: •  Access over ownership •  Being part of a community, a movement •  An experience so compelling that ownership suddenly becomes an option again.
  41. 41. Automotive fails women There is a gap between the automotive industry’s comprehension of women and the reality. Women don't show their true experiences in traditional focus groups and via commonplace research methods. As a result, marketers and product developers are failing to deliver products,  communications and experiences that truly resonate with women.  And this is effecting the bottom line. In this ground-breaking research project, we get under the skin of the passion and pain points of four different groups of female consumer: 1.          Mums 2.          Millennials 3.          Empty nesters 4.          Professionals Insight gathered from this extensive research project will be used by the automotive sector to truly engage with woman in a meaningful way and develop innovative products and solutions that solve their problems and meet their needs. Read the full report: https://www.goodrebels.com/meet-mad-maxine/ Good Rebels | Product and Marketing Innovation | 42
  42. 42. PRODUCT DEVELOPMENT •  Market entry and demand studies •  Product innovation •  Product testing •  Crowdsourcing product ideas •  Trend analysis CONSUMER INTELLIGENCE •  Target market analysis •  Audience profiling •  Conversation analysis (social media) COMPETITOR INTELLIGENCE •  Industry analysis •  Competitor benchmarking •  Gap analysis MARKETING INTELLIGENCE •  Campaign development •  Creative testing •  Campaign performance & measurement •  Attribution modelling Do you really understand your audience? Good Rebels provides in depth and human research using Hark, our global insights community. Made up of over 5,000 active participants who can be segmented demographically or psychographically. Good Rebels | Product and Marketing Innovation | 43
  43. 43. Dude, where’s my car? Product & Marketing Innovation Deep Dive Good Rebels 2015 goodrebels.com This work is licensed under the Creative Commons Attribution 4.0 International License. To view a copy of this license, visit http://creativecommons.org/licenses/by/4.0/

×