Consumers who do not buy a brand at all in one year are an important source of sales the next year. They can be expected to account for approximately 35-45% of this year’s revenue. This highlights that marketers must design all aspects of communication for the brand - from advertising to pack design - for very, very occasional buyers.
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One might think that the behaviour patterns of physicians prescribing drugs to patients would be completely different to the grocery buying patterns of households. Yet the analysis in this report shows that physicians’ patterns of prescribing drugs follow the same laws of marketing seen many, many times before.
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To grow, brands have to attract new buyers, yet consumers keep returning to brands already in their repertoires (loyalty). This exploratory report investigates how often new brand buying occurs and what disrupts habitual repeat brand buying behaviour.
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In this report we examine what to expect from consumers during the looming recession. We show new analysis of what happened in the last recession as well as the work of others on economic cycles. We also briefly examine shopper behaviour during the pandemic/panic buying period in early 2020.
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This report shows the Law of Double Jeopardy for brand loyalty holds for different service categories, such as banking, insurance and hotels, for different loyalty metrics and across different countries.
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Customer choice behaviour modelling over the last five decades provides a deep foundation of knowledge about how markets operate, particularly in a fast moving consumer goods (FMCG) context. Such modelling led to generalisable patterns of consumer behaviour that have been shown to hold across many periods, countries and FMCG categories. These are now widely known as three empirical laws: Double Jeopardy, Pareto Share and Duplication of Purchase. However, whether these laws apply to an industrial market context is less well documented. We now extend our analysis to an industrial, capital goods context. We analyse the buying patterns of 51 of the world’s largest commercial airlines from June 2005 to June 2015. The data includes over 9,000 purchase records representing about 80% of all large commercial aircraft sold during that time.
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‘Nudging’ is a behaviour change strategy underpinned by decades of research in psychology. Nudging very quickly became famous in many disciplines, including marketing, with the birth of ‘Nudge Marketing’ and ‘Nudge Advertising’. However, as is often the case there was a degree of overexcitement. In this report, the Ehrenberg-Bass Institute presents a synthesis of past empirical studies and original research. We investigate whether nudging can influence consumer choices across various retail environments; in this case, of food and beverage choices.
We present advertisers, retailers and marketing researchers with findings based on the highest quality research methods, including a systematic review of past studies and an original randomised controlled trial.
We conclude that nudging is not a reliable marketing tool. Therefore, we can’t yet recommend emphasising nudging in your marketing mix. Let us explain why.
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If you believe the most sensational press stories, micro-targeting won Trump the US election. Privacy advocates are aghast, and the general public appear to range from being blissfully nonchalant to conspiratorially paranoid, while consultants who were pitching mass customisation to advertisers now aren’t sure what to say. But few seem to be questioning that it must work better than more mass appeal advertising. But does it? In this short report we examine the available evidence. We specifically look at the work published in the academic literature that inspired the scandalous Cambridge Analytica use of Facebook data.
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In this report, we examine this belief by investigating the brand buying behaviour older buyers (>55 years old) compared to younger buyers (<55 years old) across a range of consumer packaged goods brands.
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Marketers are routinely admonished for taking a short-term view of the world; managing brands by quarters, when it takes many years to build a brand (Lodish & Mela, 2007). In this report we analyse five and six year continuous-reporter data sets, to reveal the hidden sales importance of ultra-light buyers.
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