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Case Studies
by Kimberly Smith Case study published on 5/20/2008 at MarketingProfs.com
When it chose to enter the saturated inkjet market 20 years late, Eastman Kodak had a few surprises up its sleeve: half-priced ink cartridges and prints that retain their bright colors more than 600 times longer than competitor brands. Still, in a world where more-tantalizing gadgets such as ultra-thin laptops and digital cameras often take center stage, the company found it also needed a little ingenuity on the marketing side if it was to merit the attention it needed to gain market share.
Proven advertising techniques were set in motion and a special promotion with NBC's Celebrity Apprentice was launched; nevertheless, questions remained about how effective those were in luring the target market. So company Research Analyst Aprille Byam quickly set out to get a better feel for market perceptions and behavior, hoping she might also generate excitement around the new technology.
Aspiring to bridge the gap between quantitative and qualitative research, she worked with online panel management provider Vision Critical in 2007 to create Print Rave, a fusion of Web-based panel and online community, that allowed the company to both directly communicate with users and moderate member-to-member interactions.
Posted on May 23, 2008
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by Kimberly Smith Case study published on 1/8/2008 at MarketingProfs.com
Each year, when Major League Baseball's postseason culminates with the World Series in October, all eyes are on the MLB—or are they? With most teams out of the running, do those teams' fans actually continue to watch? Are the time and resources invested in marketing such high-profile events worthwhile, or even in tune with fans' true passion for the game?
Such insight used to be financially infeasible for the MLB's Senior Director of Research Dan Derian. But the introduction of an online advisory panel in late 2006—dubbed the "MLB Fans at Bat" and made up of avid supporters from all over the country—has allowed the organization to successfully double its research efforts.
Moreover, it helped make the 2007 postseason far less ambiguous, answering not only which fans tuned in but also whether (1) Dane Cook was a good spokesperson; (2) the message was communicated clearly; (3) and the overall creative material was on target.
Posted on May 9, 2008
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In 2006 a major American telecommunications company developed a custom online panel to stay connected with the rapidly changing market and consumer environments. Their panel, called the “Digital Town Hall” allows the company to speak with thousands of customers on an ongoing basis about new technology, viewing habits, new services, advertising/ promotions, or any timely topic relevant to its consumers.
Posted on April 3, 2008
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In January 2006, Banana Republic launched a custom online panel of loyal customers called the Insiders. The profiling questionnaire incorporated segmentation to build a panel that was representative of the target market with a heavier focus on those that are more fashion engaged. Within two months the company had thousands of panelists ready to discuss the latest fashion and trends.
Posted on February 21, 2008
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When a new CEO started at Meriter Health, there was a push to rename the hospital as a medical centre which caused a lot of debate. The Meriter Health custom panel put an end to the debate and showed that changing the name would confuse a lot of people. The CEO was able to confidently keep the name ‘hospital’ and save thousands of dollars in the process.
Posted on February 19, 2008
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