2014 Year in Review
What Consumers
Buy

Our Buy segment provides manufacturers and retailers of fast-moving consumer goods with high quality measures of sales and market share — both granular local views and consistent global views — that only Nielsen can provide. These measures of sales performance also fuel a range of forward-looking analytics that help our clients increase the precision and efficiency of their advertising spending, maximize the impact of their promotion budgets, optimize their product assortment, and boost success rates for their new product introductions.

LEFT: Laura McCULLOUGH singapore Client Service
MIDDLE: LUIS ARJONA brazil Client Service
RIGHT: D Sangeeta ohio, U.S. Data Science
LEFT: laura McCULLOUGH singapore Client Service
MIDDLE: LUIS ARJONA brazil Client Service
RIGHT: d sangeeta ohio, U.S. Data Science
Case Studies:
Consumerization
How do we obtain deeper insight into our consumers?
  • Faced with a deep recession and intense competition from discount superstores, a leading specialty retailer came to Nielsen to obtain deeper insights into what was truly driving their customers' technology decisions and to understand more clearly where there was latent demand for its products. The goal was to get inside the customer's head so the company could build an even more compelling shopping environment going forward.

  • The Cambridge Group, a division of Nielsen, helped the company segment its buyers into unique demand profit pools. It focused on two of these: highly knowledgeable buyers, called enthusiasts, and early adopters who shop on the Internet, labeled online aficionados.

  • The Cambridge Group built a Demand Landscape to uncover any distinct customer segments, or demand profit pools, whose needs hadn't been fully met by the retailer or its competitors.

  • The company reached out to enthusiasts and online aficionados by bolstering its website experience through providing customer reviews, product comparisons, easy access to support personnel and the ability to order online for in-store pickup.

results
37%
37% jump in quarterly profits, more than 2x online sales
SALES EFFECTIVENESS ASSORTMENT
How do we gain back our space and defend it?
  • Threatened with delistment in one retailer and fighting to get back on the shelf in another, a mid-size manufacturer demonstrated the value of their brand to the retailer through an assortment study which included metrics on loyalty, lost trips and buyers, and incremental sales. Like any mid-size company, this manufacturer had limited budget resources, but they knew defending their space and gaining back space would mean significant financial gain.

  • The manufacturer put their dollars where the biggest opportunity for growth was by investing in two Nielsen Assortman studies (one for each retailer) to make the case for the shopper dollars their brand could drive if on the shelf. The study reported on share, historical shopper loss and trip loss, and incremental sales impact, which enabled the manufacturer to build a comprehensive story to their retail buyers.

  • By defending their space on the shelf at one retailer, they were able to protect over $5M in sales, showing a potential 80% category loss and 10% sales drop for the retailer. By getting back on the shelf at the second retailer, the manufacturer was able to show an increase in category growth by gaining $3M in sales. Additionally, the brand gained credibility at the retailers by helping them optimize the category. Getting back on the shelf at that key retailer was a huge win for the manufacturer and was highly publicized throughout the organization.

results
$3M+
Increase in category growth by +$3M in sales, protected +$5M in sales
INNOVATION
How do we innovate our product to appeal to healthier demands?
  • Innovation was the key to growth, but our client didn't know where to start. As a small manufacturer, it was important that their investment resulted in a winning concept and launch. They started consumer-focused research to uncover consumers' product consumption on an emotional level — when, how, and why do they consume the product; what does the product represent to the consumer.

  • The manufacturer found that while the product was an important part of the consumer's meal, they felt guilty indulging in it and that low-cal/fat options weren't seen as good substitutions. Consumers wanted the real thing, but not the guilt.

  • Nielsen helped the client by identifying the concept that resonated best with consumers, defining the right positioning, forecasting sales for a go/no-go decision, and creating winning sales stories to use with retail clients. Trial & Repeat analysis tracked the product adoption and source of volume studies showed that cannibalization against existing SKUs was minimal leading the manufacturer to build out more SKUs.

results
$100M+
$100M+ in total retail sales in two years