That’s why it’s important to incorporate market research into the innovation process as early as possible. Concept tests explore general concept acceptance and quantify willingness to use, while potential analyses enable reliable sales forecasts. This ensures that your investments really pay off.
Development cycles for new launches and relaunches are becoming shorter, and the pressure to innovate is increasing. Only those products and services that really appeal to the target group will have a chance of success. Our qualitative and quantitative concept tests will tell you which ideas are worth investing in.
Qualitative acceptance tests
The earlier market research accompanies the innovation process, the more qualitative methods can unfold their potential. Whether creative workshops, co-creation, rapid prototyping in focus groups, or individual explorations, our methods provide a solid basis for your decision. You will gain a clear sense of the potential of your idea and the optimal direction for your communication.
Quantitative tests of willingness to use
In order to validly assess the risks and opportunities associated with the introduction of new products and services, the qualitatively optimized concept should be quantitatively tested for willingness to use against alternative ideas. Using a semi-standardized instrument, we ask about key dimensions such as willingness to buy, uniqueness, novelty, and credibility, and explore these with open-ended questions. The test design can be expanded in a modular fashion, e.g., to analyze price thresholds or review alternative packaging concepts.
Regardless of whether qualitative or quantitative, a concept test is merely a tool in the creative process and should not interrupt it, but rather promote and stimulate it. This results in real benefits for you and a clear mandate for us: less coordination effort through standardization, short lead times through process efficiency, and fast delivery of results through automation.
Potential analyses are based on quantitative data and examine how your product or service innovation is actually received.
First, a differentiated screening process is used to identify the necessary conditions for use. These conditions of use (such as product demand, brand affinity, product acceptance) are systematically operationalized and offset against the willingness to use at different price points, taking into account previous usage patterns (such as openness to innovation, innovation users) to arrive at a validated potential. The individual potential levels are then transferred to a logical hierarchy that can be represented in a funnel diagram. Validation is the real challenge here. It requires tact and a sound knowledge of the market in order not to overestimate the potential for use.
This results in reliable sales forecasts on a representative basis. At the same time, it is possible to profile the target groups for the concept in detail, which is important input for later marketing activities during the rollout.
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