Testing times

 Carol Raithatha argues the case for better product testing.
In the world of marketing insight, product testing has a lot to give the FMCG sector. But how often is it used only to give the thumbs up for the marketing director's preferred prototype before a launch?

Insight programmes that include an element of product testing have the solid base to develop successful marketing strategies. A carefully designed knowledge-generation programme, including targeted but frequent current and competitor product testing, can lead to the kind of insight that benefits the whole of an organisation, not just the marketing team.

Product insight techniques, such as objective, tangible, product descriptions by trained assessors (sensory evaluation), and focused product testing using quantitative acceptance and typicality scores (consumer sensory testing), can form the product knowledge foundation of long-term, multifunctional consumer insight programmes. Product testing skills can also enhance more traditional market research techniques, such as in-depth interviews and focus groups. When carefully chosen and implemented, product insight techniques will develop internal competences around core products and build bridges between marketing and technical functions.

These techniques are becoming well understood in the food, home and personal care industries, but could also be useful in a range of other retail applications including clothing and small appliances.

Take the example of a sock manufacturer. Trained sensory panel evaluation of a current product line and its competitors will give a consumer-relevant, analytical and reliable picture, of what makes up the sensory experience of the sock and how much that can vary. This picture might include descriptions and quantitative scoring of the appearance, texture and functionality of the sock.

Simple, unbranded, product testing with consumers on the same range of product will reveal which socks are preferred by which usage groups. The beauty of statistically combining analytical and consumer product testing data is that the combination will define which are the key physical drivers behind liking and use of a product without having to rely on consumer explanations. The resulting knowledge can then be used to design quality-assurance programmes and marketing communications that are driven by consumer needs. For example, ifwe know that soft toes in our socks are important to customers who wear trainers, we can monitor the softness level of every batch. The softness of our socks becomes a USP.

The combination of such product insight with more traditional usage and attitudinal consumer insight, can lead to real brand knowledge. It can reveal what really defines our product and brand in the market place for our target consumers.

Unfortunately there are few agencies/consultants in the UK that have the functional experience to manage these projects. It is to be hoped, however, that more will appear as the synergy between operational detail and consumer insight and marketing strategy becomes apparent.


Carol Raithatha

info@carolraithatha.co.uk

May | 2004