CASE STUDY
Insight Safari
Large, international companies are process heavy and keep head count under strict review. Hence unsurprisingly, the day-to-day operation of the business can make it difficult to find time and have resources expand and innovate successfully. Especially the generation of customer insights (hyperlink to Insight Discovery on SERVICES page) powering future expansion and innovation can be a tough nut to crack. They need significant preparation and require to leave the day-to-day business for 1-2 full days. Generation of insights cannot be achieved in fragmented time slots spread out over different days.
InnoMotion discussions with a newly appointed European Marketing Director highlighted the need to refresh strategy, planning of R&D product pipeline and Marketing activation alike. However, market insights had not been revisited for a number of years, i.e. a solid foundation for a revised strategy was lacking.
Problem:
Time developing insights to invigorate future growth
Solution:
Insight generation stimulated by safaris resulting in Growth Opportunities
Action
Market Safaris: InnoMotion organised cross functional (R&D, Marketing and Sales) market safaris across four different countries, clustered around three business themes. A blend of visiting leading business, existing customers in liaison with the client sales team and expert interview was devised. Every morning, before setting off, a short session how to document impressions and observation was held, including use of phones for recording and instant sharing across the teams via safe social media.
Workshops: Each business theme was concluded in a workshop after the respective last safari, collating the input from the safaris and combining with other material, e.g. competitor and trend briefings.
Result
The workshops generated qualitative growth hypotheses for the business which were further refined afterwards by InnoMotion and then reviewed with senior client team.
The tangible output was clearly defined growth opportunities for updating the strategy and integration into the business plan. Smaller opportunities were removed from the business plan based on quant estimates, thus freeing up capacity of marketing and R&D.