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A Knowledge Management System for Bringing Consumers into the Hearts and Minds of our People

CONSUMER WINDOWS. A Knowledge Management System for Bringing Consumers into the Hearts and Minds of our People. K.S.Srinivasa Murty- Head of Knowledge Management & B.V. Pradeep - Head of Market Research Hindustan Lever Limited , India. CONSUMER WINDOWS An Overview. What ?.

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A Knowledge Management System for Bringing Consumers into the Hearts and Minds of our People

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  1. CONSUMER WINDOWS A Knowledge Management System for Bringing Consumers into the Hearts and Minds of our People K.S.Srinivasa Murty- Head of Knowledge Management & B.V. Pradeep - Head of Market Research Hindustan Lever Limited , India

  2. CONSUMER WINDOWSAn Overview What ? • A program to bring consumers into the hearts & minds of our people • Changing consumers, so a need for a continuous & stronger connect with them • Increasing competition, hence the need for discovering & stimulating latent needs for enabling growth through innovations Why ? • Provide many windows to explore all dimensions of change and their implications • Develop insightful managers thru consumer immersion How ?

  3. Window 1 Window 2 Window 3 Window 4 CONSUMER WINDOWSThe Program Outline Getting to know & understand our consumers Getting a feel for our consumers Getting to work alongwith our consumers Getting sensitive to what makes consumers tick.

  4. GETTING TO KNOW & UNDERSTAND OUR CONSUMERS Window 1 • BuildingConsumer Insights • Strategic Category Consumer Understanding • Holistic Consumer Understanding • LeveragingConsumer Insight • CAMERA : Consumer Research KM system • Consumer Connections Workshops THRU'

  5. STRATEGIC MR STUDIES - HLL FRAMEWORK CATEGORY CONSUMER UNDERSTANDING OBSERVATION STUDIES HABITS & ATTITUDES CURRENT CONSUMER NEEDS SENSORY LINKAGES UNDERSTANDING THE CONSUMER UNDERSTANDING THE PRODUCT WHATS GOOD ___? BARRIERS & TRIGGERS SENSORY & CONSUMER PREFERENCE MAPPING NEEDS SEGMENTATION BRAND EQUITY / ARCHITECTURE STUDIES DELIGHTING THE CONSUMER "IDEAL" "NEW DIMENSION' CUSTOMER SATISFACTION STUDIES

  6. Proj 1: SHARE OF TIME Proj 2: SHOPPER STUDY Proj 3: URBAN YOUNG WOMAN Proj 4: URBAN WORKING WOMAN Proj 5: URBAN ELITE CONSUMER EMERGING KING Project : 8 LOW INCOME CONSUMER EMPOWER- MENT OF URBAN WOMAN RURAL EL DORADO MEGA TRENDS KIDS PESTER POWER TO DECISION MAKING YOUTH POWER Proect : 6 * U/S KIDS * KID SIGHT PANEL Project : 7 YOUTH TRENDS EMERGING CONSUMER NEEDS DISCOVERING UNSTATED NEEDS NAIVE OBSERVATION STUDIES PARALLEL / SURROGATE CATEGORY STUDIES CROSS - CATEGORY STUDIES STRATEGIC MR STUDIES - HLL FRAMEWORK HOLISTIC CONSUMER UNDERSTANDING

  7. KNOWLEDGE MANAGEMENT IN MR • It is Sharing Consumer information, learnings & best practices across relevant teams / networks. • By developing, implementing & maintaining infrastructure in the area of following aspects • Systems - Hardware & Software : Enabler • Organisational Structures : Who will do it ? • Processes : How will it be done ?

  8. - Capturing electronically - all consumer information (MR Reports / Summaries ) - "How to do" guidelines - Structured database & network for quick access. STAGE 3 : DISTILLING LEARNINGS & RELATIONSHIPS - Codify & classify knowledge to draw insights What works & what does not - Case Studies based approach : ( E.g. Ad Case Studies, LUP etc ) Quantifying relationships : What drives what ? ( E.g. Product test database ) KNOWLEDGE MANAGEMENT IN MR STAGE 1 :SHARING INFORMATION STAGE 2 :CONSOLIDATION OF KEY FINDINGS -DOCKETS : Capture Summarized learning Type 1 : CATEGORY DOCKETS Type 2 : THEME DOCKETS (Health & hygiene, packaging etc.) Type 3 : CONSUMER SEGMENT DOCKETS( Youth, kids, rural etc.) Two approaches -

  9. CAMERAWhat is it ? • AMarket Research websitewhich allows users to accessevery single pieceof Consumer Research data available to Hindustan Lever Limited through asingle window. This access to the information is providedquicklyand in astructuredmanner.

  10. PRINCIPLES • Help build knowledge and expertise among those involved in market research , marketing and research • Build successful communication across conventional boundaries • Provide resource for learning about MR methodologies • Develop a richer corporate knowledge of consumer understanding Better understand and assimilate the company’s knowledge of the Consumer

  11. THE DEVELOPMENT PROCESS • All MR researches since 1998 (1760) have been summarised and structured in standard sections allowing for consistency in presentation across researches • All category knowledge synthesized into a structured DOCKET • Covers 12 categories across HPC & F&B • Key learning's from strategic category researches of the past years incorporated • Continuous updation to keep it up-to-date • Database of research instruments used in all MR projects collated and compiled in easy to read formats • Strategic and Holistic researches for all categories conducted according to the HLL FRAMEWORK Not simply an IT project , but a new way of working for MR

  12. STAGES OF OUTPUT RESPONSIBILITY KNOWLEDGE MGT MR ORGANISATION STRUCTURE FOR KM - Reports MR Mgr. + 3P Agency 1. Sharing Information - Summaries - Guidelines 2. Consolidation of Findings - DOCKETS * Category Category MR Manager * Theme Theme Champions * Segment Consumer Segment Mgrs. 3. Distilling Learnings * Analysis of Technique Custodians Case Studies Syntheses Learning - now a part of MR Mangers Work Plan

  13. GETTING A FEEL FOR OUR CONSUMERS Window 2 • One-to-One • Each manager specifies the type of consumer he is interested in and gets to meet them at the consumer homes • Soap-box • Managers can participate in regular theme-based consumer focus group discussions at the five “Consumer Centres” • Consumer Empathy • Listening and talking to consumers, as part of regular Market Research studies Direct Consumer Contact

  14. DIRECT CONSUMER CONTACT : PROJECT CONSUMER ACCESS • Objectives • Verify & refine understanding of consumer • Habits & practices • Product usage conditions • Use & abuse of products • Beliefs & attitudes • Barriers to change • Understand their lifestyle, aspirations & concerns • To pick-up consumer vocabulary • To understand reasons for using Competition Products

  15. SUPPORT SOAP BOX• Guidelines for the Process Consumer Centre with one way • Process Facilitator mirror ONE TO ONE• Guidelines for Consumer Audio, Video Dialogue recording Photography • A Consumer Interface Contact EMPATHY•Programme Schedule Project details

  16. THE INITIATION PROCESS • VISIT PROTOCOL A “Researcher” Identity Do’s & Don’ts - unspoken boundaries • SHARPEN OBSERVATION Habitual unconscious behaviour pattern The typically “A TYPICAL” • SKILL ENHANCEMENT Non-threatening presence Listening mode Inquisitive conversational style

  17. CONSUMER ACCESS Feel The Pulse CONSUMER CLINICS

  18. DIRECT CONSUMER CONTACT“Enriching Consumer Understanding” A. Observing “First time” Reactions to Products • Soap usage for a non-soap user • Observe Relaunch ‘Brand’ trial by target respondents • Understanding ‘Beauty’ using on the spot experience cues B. Understanding through Observation • Tea making : vessel, ingredients, tea leaves addition vis-à-vis water, liquid condition, manner of serving • On the spot oral care early morning routine observation • Hygiene/cleanliness factor : extent of ‘hands’ cleaning pre-meals C. Understanding Context & Actual Products Used • Washing + personal care product storage condition checks • “Bathing” area, in-home / community centres, water handling & usage • Pick up of prepared ‘tea’ for analysis D. Firsthand Experiencing of Demo Impact • Glow-germ demo evaluation

  19. GETTING TO WORK ALONG WITH OUR CONSUMERS Window 3 • Marketing, R&D and MR Manager, talk and work with consumersto build and evaluate concepts, advertising and product ideas • Useful forfine-tuning and refiningexisting products • Keytechniques • Consumer clinics • Sequential recycling.

  20. GETTING SENSITIVE TO WHAT MAKES CONSUMERS TICK Window 4 Consumer Sensitivity through Experts - SENSEX • Program forfacilitating interactionof our managerswith practitionerswho are in touch with consumers and have successfully applied it in businesses to drive growth • Will enable our managers to look at new ways ofdeveloping & leveragingConsumer Insight

  21. How do we get Competitive Advantage from Consumer Insight ?

  22. Competitive Advantage comes only by Delighting / surprising the consumer

  23. WHAT IS “CONSUMER CONNECTIONS” ? * An approach to build bridges between : Consumer Insights & Business ambitions * PROCESS : - Typically, a 5 stage process - 30 Multifunctional & cross-categories participants (Marketing, Market Research, advertising Agencies, R&D & Supply Chain Stage 1 : Defining the Task - The Business / Marketing head identifies 3 specific task / goods to be achieved in next 2/3 years Stage 2 : Access Consumer Knowledge - Sharing of coherent dockets (& or presentations ) on distilled “Consumer Understanding”

  24. WHAT IS “CONSUMER CONNECTIONS” ? Stage 3 : Obtaining “Consumer feel” “Consumer home visits” are organized for all participants Stage 4 : Catching up on Technology trends - Presentations on : State of the play” in technology and supply side variables Stage 5 : Building the bridges - Groups ideate, to : link consumer & technical insights” to the “Business Problems OUTPUT : A short list of CONSUMER RELEVANT IDEAS

  25. KM IN CONSUMER UNDERSTANDINGCompetitive Advantage from Consumer Insight CAMERAACCESSIN-TOUCHSENSEX Strategic Direct Consumer Working with Sensitivity Researches Contact Consumer Experts Insightful Observations Consumer connections Workshops Innovation Communication Activation Ideas Ideas Ideas

  26. CONSUMER INSIGHTS - SKIN CARE AREA 1 : Price - Value Delivery Consumer Insights Business Response 1. 51% of Consumers use a bathing soap for hairwash, as well (Habit is both in Urban & Rural areas) A "Hair & body" soap which would deliver superior hair wash benefits, as well. 2. Low Income Consumer are infrequent users of soap due to high unit price A low unit price soap pellet (1 Re for 8 gms) -"One pellet for one bath" concept Aimed at enhancing no. of bathing occasions facilitated by affordability 3. Consumers of popular / Discount brand aspire for better aesthetics but large apparent size is still a key preference driver Better appearance (Colour & Texture) with bigger apparent size( at nearly the same price)

  27. CONSUMER INSIGHTS - SKIN CARE AREA 1 : Delivering Price - Value Consumer Insights Business Response 1. "Neem" - a natural ingredient seen as strong on "germ-kill & health" benefits (especially strong in lower SEC) A low cost emollient cream with Neem, positioned on health benefit for family protection 2. Incidence of sweat problems very high. However current deodorant solutions not within reach Low cost Deo mix for converting non-users developed 5 gm stick launched.

  28. CONSUMER INSIGHTS - SKIN CARE AREA 2 : Enhancing Quality of Life Consumer Insights Business Response 1. The top three areas of High Concern & High incidence that emerged from the Skin Care H & A study - Fairness - Dry Skin - Oily skin * A Toilet soap which provides the higher order benefits of - Sun Screen - Moisturising benefits.

  29. CONSUMER INSIGHTS - SKIN CARE AREA 3 : Anticipating Consumer Needs Consumer Insights Business Response 1. Dark wrinkles under the eyes - High incidence (22%) & High concern(50%) - No real solutions available Launched "under-eye cream" 2. Facial treatment a key activity (31% of beauty parlour visitors) 3. Oily facial skin, high incidence (25%) & concern (40%) 4. Pimples : - High incidence (25%) - High concern (45%) Self healing mask for a weekly facial at home Oil control : Cleaning Pads Acne pads

  30. INDICATORS OF SUCCESS * Consumer Understanding & Assimilation (a)CAMERA Usage - No. of Managers accessing CAMERA each month - No. of visits to a site per Manager - Time spent on CAMERA - No. of Mgrs / visits to cross-category information on site (b)Learning & Synthesis - No. of DOCKETS created.

  31. INDICATORS OF SUCCESS * Leveraging Consumer Understanding - No. of Categories / Brands for which “Consumer Connections” workshops have been held * Enhancing “Consumer feel” - Direct Consumer Contact Program * No. of Managers participating in DCC * No. of Consumer Home Visits * No. of Managers repeating visits * No. of Managers who are “First timers” * No. & quality of feedback from DCC * Sensex program - (Expert talks) - Sessions Feedback - No. of Managers attending.

  32. STATUS AS OF DEC 2001 Window 1 Window 2 • 21 CC workshops • 141 category/theme DOCKETS created Getting to know & understand our consumers Getting a feel for our consumers • 1668 managers have visited 7746 homes • 556 Soap Boxes with 445 managers involved Window 3 Window 4 Getting to work alongwith our consumers Getting sensitive to what makes consumers tick • 7 Sessions conducted. (“Youth” through the eyes of MTV, RURAL Consumer - Experiential Learning etc.) • 26 Consumer Clinics • 54 Sequential Recycling Sessions

  33. Process focus 3. Creating CONSUMER CONNECTION WORKSHOPS 2. Sharing CAMERA 1. Locating and Capturing Content focus Focus on existing knowledge Focus on new knowledge KNOWLEDGE PROCESSES IN OUR CONSUMER WINDOWS PROGRAM

  34. KNOWLEDGE PROCESSES IN OUR CONSUMER WINDOWS PROGRAM Process Externalization Combination Socialization Internalization Examples New insights about the market are generated by combining the result of different market studies An experienced marketer increases the group knowledge by giving a speech to young members about his wealth of experience A team of marketers works closely together with a group of consumer to gain knowledge about their buying behaviour A young marketer learns the Unilever marketing procedures and starts to improve his way of working Marketing

  35. KNOWLEDGE MANAGEMENTOUR LEARNINGSPeople issues need addressing • Need to communicate KM benefits to all involved & specify their role • Create clear organisational structure to address each element of the KM cycle (creation, distillation, & sharing) • Clearly identify champions for each section • KM doesn't come free, demand resources & time : Plan for it up front • Formal recognition & reward system required (E.g. Docket on MR Manager’s MBOs, ”Best Docket” award etc) • People hate leaving behind dockets which reveal all the sins they committed - Unless encouraged to do so • KM - not seen as “Value adding” - as it adds value to somebody else

  36. KNOWLEDGE MANAGEMENTOUR LEARNINGSSystems & Processes • Build KM Systems around business processes & day to day activities (E.g. “Impact Model” used in CAMERA) • Don’t wait for all elements to be perfect & ready - Improve as you go along • Obtain regular feedback from users to ensure system improvements are in line with expectations • Useful to Brand KM initiatives • IT is a powerful enabler - leverage IT ! • KM - at times may be seen as bureaucratic - watch out

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