Today's session started with the results of the Dewdrops case which in turn led us to some very important criterion while judging the efficacy of a brand. Some of them are as follows:
1. Relative market share which is defined as Trial rate X Repeat purchase rate
2. Importance of brief
3. Importance of pricing
4. Importance of facts
5. Importance of correct selection of a proposal
Following were the key points for evaluation of a research proposal:
1. Understanding of the brief
2. Non biased opinion about the proposal
3. Understanding the research design
4. Understanding the consumer behavior
5. Judgment of prevailing current rates of similar sort of study and budgeted rates of study
6. Tools and techniques to be used are also important if you know which toll will help you in Data Interpretation and analysis
The following steps were discussed in how to conduct and monitor fieldwork:
1. FBN - Field Brief Note
It contains dos and donts of fieldwork.
It is given by client to agency which gives it to fieldwork staff.
2. Concall
It is done by agency.
It can be a personal meeting, email or a concall.
It should keep in loop the fieldwork staff, the client and the agency people.
3. Briefing
It is for 2 groups : Recruiters and Surveyors
It mainly relates to data collection instrument like questionnaires.
Clarity about objectives and questions to be asked is necessary.
Sir also discussed about Black box in context with marketing research. A black box records the following consumer attributes:
1. Attitude
2. Learning
3. Perception
4. Motivation
5. Personality
Since we would be starting Qualitative research so we have been asked to get our laptops with SPSS installed from the next class i.e. from 3rd Aug.
Shilpi
Monday, August 2, 2010
Sunday, August 1, 2010
Comparing urbanization in China and India
China and India are both urbanizing rapidly, but China has embraced and shaped the process, while India is still waking up to its urban realities and opportunities.
China and India are in the vanguard of a wave of urban expansion that is restoring the global prominence that Asia enjoyed before the European and North American industrial revolution. By 2025, nearly 2.5 billion Asians will live in cities, accounting for almost 54 percent of the world’s urban population. India and China alone will account for more than 62 percent of Asian urban population growth and 40 percent of global urban population growth from 2005 to 2025.
In 1950, India was a more urban nation than China (17 percent of the population lived in cities, compared with China’s 13 percent). But from 1950 to 2005, China urbanized far more rapidly than India, to an urbanization rate of 41 percent, compared with 29 percent in India. New research from the McKinsey Global Institute1 expects this pattern to continue, with China forecast to add 400 million to its urban population, which will account for 64 percent of the total population by 2025, and India to add 215 million to its cities, whose populations will account for 38 percent of the total in 2025.
Never before in history have two of the largest nations (in terms of population) urbanized at the same time, and at such a pace. This process will drive fundamental shifts—in both countries—which will have significant consequences for the world economy and offer exciting new opportunities for investors.
In India, urban per capita GDP is projected to grow at a rate of 6 percent a year from 2005 to 2025, while China will see growth of 7.3 percent. The number of urban households with true discretionary-spending power in India could increase sevenfold, to 89 million households, in 2025. In China, there are 55 million middle-class households today. That number could more than quadruple to nearly 280 million in 2025, to account for more than three-quarters of all China’s urban households. For businesses, the significant increase in per capita urban incomes and middle-income households offers the potential of vibrant new markets to serve.
So what markets are likely to benefit the most from these trends? In India, by 2025, the largest markets will be transportation and communications, food, and health care, followed by housing and utilities, recreation, and education. Even India’s slower-growing spending categories will represent significant opportunities for businesses because these markets will still be growing rapidly in comparison with their counterparts in other areas of the world. In China’s cities, the fastest-growing categories are likely to be transportation and communications, housing and utilities, personal products, health care, and recreation and education.
In addition, in both China and India, urban infrastructure markets will be massive. For example, from 2005 to 2025, India will need to add 700 million to 900 million square meters of floor space a year; in China, the required numbers could be 1,600 million to 1,900 million square meters. During the same period, India will need to add at least 350 to 400 kilometers of metropolitan railways and subways annually, while the corresponding number in China will be closer to 1,000 kilometers.
There is little doubt about the scale of the new markets in China and India unleashed by the pace and scale of their urbanization. But businesses still need to be able to serve these markets in practical terms. The way cities are run—and the productivity that results—is a major factor for companies. Here, China is in much better shape than India. While India has barely paid attention to its urban transformation, China has developed a set of internally consistent practices across every element of the urbanization operating model: funding, governance, planning, sectoral policies, and the shape, or pattern, of urbanization, both across the nation as a whole and within cities themselves.
India has underinvested in its cities; China has invested ahead of demand and given its cities the freedom to raise substantial investment resources by monetizing land assets and retaining a 25 percent share of value-added taxes. While India spends $17 per capita on capital investments in urban infrastructure annually, China spends $116. India has devolved little real power and accountability to its cities, but China’s major cities enjoy the same status as provinces and have powerful political appointees as mayors. While India’s urban-planning system has failed to address competing demands for space, China has a mature urban-planning regime (emphasizing the systematic development of run-down areas) consistent with long-range plans for land use, housing, and transportation.
The starkest contrast between the two countries is that China has embraced and shaped urbanization, while India is still waking up to its urban reality and the opportunities that its cities offer for economic and social transformation.
However, if India fixes its urban operating model, it has the potential to reap a demographic dividend from the increase—of around 250 million expected in the next decade—in the working-age population. This dividend is even larger than that in China, which is aging rapidly. By 2025, nearly 28 percent of its inhabitants will be aged 55 or older, compared with only 16 percent in India, whose demographic profile is much more youthful. If India optimizes the productivity of its cities and maximizes their GDP, the economy could add more than 170 million urban workers to its labor force from 2005 to 2025, compared with 50 million in China over the same period. The stakes are high.
Greeshma Sankaran
China and India are both urbanizing rapidly, but China has embraced and shaped the process, while India is still waking up to its urban realities and opportunities.
China and India are in the vanguard of a wave of urban expansion that is restoring the global prominence that Asia enjoyed before the European and North American industrial revolution. By 2025, nearly 2.5 billion Asians will live in cities, accounting for almost 54 percent of the world’s urban population. India and China alone will account for more than 62 percent of Asian urban population growth and 40 percent of global urban population growth from 2005 to 2025.
In 1950, India was a more urban nation than China (17 percent of the population lived in cities, compared with China’s 13 percent). But from 1950 to 2005, China urbanized far more rapidly than India, to an urbanization rate of 41 percent, compared with 29 percent in India. New research from the McKinsey Global Institute1 expects this pattern to continue, with China forecast to add 400 million to its urban population, which will account for 64 percent of the total population by 2025, and India to add 215 million to its cities, whose populations will account for 38 percent of the total in 2025.
Never before in history have two of the largest nations (in terms of population) urbanized at the same time, and at such a pace. This process will drive fundamental shifts—in both countries—which will have significant consequences for the world economy and offer exciting new opportunities for investors.
In India, urban per capita GDP is projected to grow at a rate of 6 percent a year from 2005 to 2025, while China will see growth of 7.3 percent. The number of urban households with true discretionary-spending power in India could increase sevenfold, to 89 million households, in 2025. In China, there are 55 million middle-class households today. That number could more than quadruple to nearly 280 million in 2025, to account for more than three-quarters of all China’s urban households. For businesses, the significant increase in per capita urban incomes and middle-income households offers the potential of vibrant new markets to serve.
So what markets are likely to benefit the most from these trends? In India, by 2025, the largest markets will be transportation and communications, food, and health care, followed by housing and utilities, recreation, and education. Even India’s slower-growing spending categories will represent significant opportunities for businesses because these markets will still be growing rapidly in comparison with their counterparts in other areas of the world. In China’s cities, the fastest-growing categories are likely to be transportation and communications, housing and utilities, personal products, health care, and recreation and education.
In addition, in both China and India, urban infrastructure markets will be massive. For example, from 2005 to 2025, India will need to add 700 million to 900 million square meters of floor space a year; in China, the required numbers could be 1,600 million to 1,900 million square meters. During the same period, India will need to add at least 350 to 400 kilometers of metropolitan railways and subways annually, while the corresponding number in China will be closer to 1,000 kilometers.
There is little doubt about the scale of the new markets in China and India unleashed by the pace and scale of their urbanization. But businesses still need to be able to serve these markets in practical terms. The way cities are run—and the productivity that results—is a major factor for companies. Here, China is in much better shape than India. While India has barely paid attention to its urban transformation, China has developed a set of internally consistent practices across every element of the urbanization operating model: funding, governance, planning, sectoral policies, and the shape, or pattern, of urbanization, both across the nation as a whole and within cities themselves.
India has underinvested in its cities; China has invested ahead of demand and given its cities the freedom to raise substantial investment resources by monetizing land assets and retaining a 25 percent share of value-added taxes. While India spends $17 per capita on capital investments in urban infrastructure annually, China spends $116. India has devolved little real power and accountability to its cities, but China’s major cities enjoy the same status as provinces and have powerful political appointees as mayors. While India’s urban-planning system has failed to address competing demands for space, China has a mature urban-planning regime (emphasizing the systematic development of run-down areas) consistent with long-range plans for land use, housing, and transportation.
The starkest contrast between the two countries is that China has embraced and shaped urbanization, while India is still waking up to its urban reality and the opportunities that its cities offer for economic and social transformation.
However, if India fixes its urban operating model, it has the potential to reap a demographic dividend from the increase—of around 250 million expected in the next decade—in the working-age population. This dividend is even larger than that in China, which is aging rapidly. By 2025, nearly 28 percent of its inhabitants will be aged 55 or older, compared with only 16 percent in India, whose demographic profile is much more youthful. If India optimizes the productivity of its cities and maximizes their GDP, the economy could add more than 170 million urban workers to its labor force from 2005 to 2025, compared with 50 million in China over the same period. The stakes are high.
Greeshma Sankaran
Saturday, July 31, 2010
Thursday, July 29, 2010
29th July- Dewdrops Case Study
The participants discussed the Dewdrops case study in the session
The case was divided into five sections for the purpose:
1. Background
2. Project brief by the client
3. Research proposal by Agency A
4. Research proposal by Agency B
5. Research proposal by Agency C
The participants noted and illustrated the salient points of ever component mentioned above. The case studfy emphasised the following points:
1. The need for a market research must be justified.'
2. One must consider the project brief as the cornerstone of the proposal as the objective and the requirements must be understood thoroughly.
3. The proposals must contain elaborate research design description and be able to compete with multiple good quality proposals.
4. The research method plays a vital role in selection of the proposal.
The photograph of the discussion shall be uploaded soon.
Abhishek Banerjee
Tuesday, July 27, 2010
Class on 27 July - Data Collection
The class was on the topic Data Collection Techniques. It dealt with 4 important points:
• How to collect data
• Pros and cons of questionnaire
• Dos and Don’ts of questionnaire
• Observational technique
How to collect data :
Questionnaire is the most common method of data collection. While designing a questionnaire, care should be taken in case of the grammar, scale, etc used and the translation done. the length of the questionnaire should be such that it can be administered properly.
Nowadays, questionnaire is not the only tool for collecting data. People have also started using social networking sites. But, while using technology for data collection one should be careful that every point of data collected is saved properly for future analysis.
In this context, the problem with data collection in the dark chocolate case was also discussed.
Another technique for data collection is Focused Group Interview. In this , the member size is between 8-12 .
Pros and Cons of questionnaire:
Pros :
o If monitored properly, the work becomes easy.
o It can become a one-stop solution .
Cons :
If not administered properly, the above 2 points will turn negative.
Dos and Don’ts of questionnaire:
Designing of a questionnaire is both an art as well as science. Care should eb taken that questionnaire doesn’t turn into a boring one for the respondent.
Observational Techniques :
In this technique, generally the behavior of respondents is studied by observation.The example of Zara market research was discussed for this.
Greeshma
• How to collect data
• Pros and cons of questionnaire
• Dos and Don’ts of questionnaire
• Observational technique
How to collect data :
Questionnaire is the most common method of data collection. While designing a questionnaire, care should be taken in case of the grammar, scale, etc used and the translation done. the length of the questionnaire should be such that it can be administered properly.
Nowadays, questionnaire is not the only tool for collecting data. People have also started using social networking sites. But, while using technology for data collection one should be careful that every point of data collected is saved properly for future analysis.
In this context, the problem with data collection in the dark chocolate case was also discussed.
Another technique for data collection is Focused Group Interview. In this , the member size is between 8-12 .
Pros and Cons of questionnaire:
Pros :
o If monitored properly, the work becomes easy.
o It can become a one-stop solution .
Cons :
If not administered properly, the above 2 points will turn negative.
Dos and Don’ts of questionnaire:
Designing of a questionnaire is both an art as well as science. Care should eb taken that questionnaire doesn’t turn into a boring one for the respondent.
Observational Techniques :
In this technique, generally the behavior of respondents is studied by observation.The example of Zara market research was discussed for this.
Greeshma
Monday, July 26, 2010
Class recap-26th July'10
In today's session we did a group activity in which we analysed the questionnaire for case study "Customer attitude towards mobile phone providers".
We needed to find out the flaws in the questionnaire and also categorise the questions into various types of scales.
This info is now to be written on a sheet of paper by the respective grp reps and submitted to sir in tomr's class.
Also, sir announced the deadline for interim submission of project work, which is 6th Aug.
Friends, pls take initiative n keep blogging n try to inform sir thru mail before taking a leave.
We needed to find out the flaws in the questionnaire and also categorise the questions into various types of scales.
This info is now to be written on a sheet of paper by the respective grp reps and submitted to sir in tomr's class.
Also, sir announced the deadline for interim submission of project work, which is 6th Aug.
Friends, pls take initiative n keep blogging n try to inform sir thru mail before taking a leave.
Richest Segment in Urban India
This week we take up A4—the richest houseghousehold segment in urban India. A4 is a small segment with large families, households whose chief wage earners are graduates or postgraduates working as professionals, managers or businessmen. More importantly, they live with their children who are themselves married.
Household sizes are therefore large—more than half have more than five members. And with many earning members, just 17% of the households depend on just the chief wage earner’s income. Median household income is close to Rs6.5 lakh a year and more than one-quarter of these households earn more than Rs15 lakh a year—the highest proportion in this income bracket among all in the series.
The 600,000 households in this segment account for a little more than 1% of the urban population, but the high education and income profile makes this an important consumer segment for marketeers.
Two-thirds of the households have senior citizens while three-quarters have children, so the spectrum of goods and services consumed by this segment spans all ages. A4 households spend the highest share among all segments on services, the highest in fact on conveyance. Children are given vehicles as soon as they are eligible to drive, most graduating to four-wheelers at the earliest. Entertainment, especially at hotels, multiplexes and malls, is high on the agenda for weekends, while holidays are spent abroad or at top-end destinations within the country—this is after all an affluent segment. A4 households spend a very small proportion of their budget on rent, as 86% of them own the homes they live in.
Yet, there are some households that earn less than Rs3 lakh per year; they comprise less than one-fifth of the total. After all, not all the A4 chief wage earners have college degrees. Their family backgrounds can be quite diverse and more importantly, the sectors of employment are extremely varied—construction and real estate, manufacturing, education, health and social work all make up for around 20% of the sectoral employment each. There is also a nearly even split in this segment between those who are self-employed and those who have regular salaries.
Further, income also depends upon the opportunities to earn in the cities—a doctor or lawyer in Mumbai for instance would earn much more than one with similar qualifications in a smaller town, say Jabalpur or Jorhat. Even within large metros, there would be variations in income—a doctor in south Mumbai would have a very different practice compared with one in Jogeshwari, for instance. The point being made here is that there is still considerable variation within this segment, even though it is a much more affluent segment than the others in urban India. Consumption patterns would remain largely similar across all the households in this segment, even though the levels would differ.
A4 households are joint families, an anomaly in urban India, especially among the higher income groups. The advantages of living in the same house could be economic (saving on rent, children still to earn enough to live in separate homes) or social (the neighbourhood is a good one, close to schools or clubs, etc.). Or again, family ties just may be stronger than the individualistic need to break away.
Prasad & Ankur Singh
Household sizes are therefore large—more than half have more than five members. And with many earning members, just 17% of the households depend on just the chief wage earner’s income. Median household income is close to Rs6.5 lakh a year and more than one-quarter of these households earn more than Rs15 lakh a year—the highest proportion in this income bracket among all in the series.
The 600,000 households in this segment account for a little more than 1% of the urban population, but the high education and income profile makes this an important consumer segment for marketeers.
Two-thirds of the households have senior citizens while three-quarters have children, so the spectrum of goods and services consumed by this segment spans all ages. A4 households spend the highest share among all segments on services, the highest in fact on conveyance. Children are given vehicles as soon as they are eligible to drive, most graduating to four-wheelers at the earliest. Entertainment, especially at hotels, multiplexes and malls, is high on the agenda for weekends, while holidays are spent abroad or at top-end destinations within the country—this is after all an affluent segment. A4 households spend a very small proportion of their budget on rent, as 86% of them own the homes they live in.
Yet, there are some households that earn less than Rs3 lakh per year; they comprise less than one-fifth of the total. After all, not all the A4 chief wage earners have college degrees. Their family backgrounds can be quite diverse and more importantly, the sectors of employment are extremely varied—construction and real estate, manufacturing, education, health and social work all make up for around 20% of the sectoral employment each. There is also a nearly even split in this segment between those who are self-employed and those who have regular salaries.
Further, income also depends upon the opportunities to earn in the cities—a doctor or lawyer in Mumbai for instance would earn much more than one with similar qualifications in a smaller town, say Jabalpur or Jorhat. Even within large metros, there would be variations in income—a doctor in south Mumbai would have a very different practice compared with one in Jogeshwari, for instance. The point being made here is that there is still considerable variation within this segment, even though it is a much more affluent segment than the others in urban India. Consumption patterns would remain largely similar across all the households in this segment, even though the levels would differ.
A4 households are joint families, an anomaly in urban India, especially among the higher income groups. The advantages of living in the same house could be economic (saving on rent, children still to earn enough to live in separate homes) or social (the neighbourhood is a good one, close to schools or clubs, etc.). Or again, family ties just may be stronger than the individualistic need to break away.
Prasad & Ankur Singh
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