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。 CONTENTS 03 Innovating for growth 04 Incremental innovation 06Headline measures08 Innovation drivers 10 Country comparison11 Case studies 14 Magnum case study 16 Carrefour interview 17 Measuring success 18 How to win 19 About us We have identifed all innovationsfrom the last two years in a sample ofsix markets spanning both developedand developing markets: Brazil, China,Mexico, Spain, Germany, the UnitedKingdom and Vietnam. In total, 107,968 new products havebeen in the market for at least oneyear. As we did in the frst Innovatingfor Growth publication, to ensure afair refection from across our markets,we have fltered our study to thoselaunches that achieve either 1% marketpenetration or reach at least 500,000households in a year. Overall, we will beanalysing a total of 1,825 'top launches'– looking at each individual Stock Keeping Unit (SKU) in detail – across 44 diferent categories. METHODOLOGY Number of launches in the market for 1 year thathave exceeded 1% penetration for 500k households Source: Kantar Worldpanel, GfK MEXICOGERMANYBRAZIL TOTAL 1,825SPAINUKCHINAMAINLANDVIETNAM37824263814811024663 METHODOLOGY 2 These are competitive times for FMCGcompanies searching for growth. Smallercompanies, being closer to individual sectorsand capable of more agility, are fnding successwhere many large brands are struggling. Low- calorie ice cream brand Halo Top, for instance,grew by 2,500% percent in 2016, leaving moreestablished competitors trailing.But there is no need for larger companiesto be disheartened. With challenge comesopportunity, and innovation remains a favouredtactic of brands seeking growth.The emphasis brand marketers place oninnovation has been growing since our2017 study. In that time, Nestl has createdNestl Research in Lausanne – stafed by an800-strong team – while Kraft Heinz is investing �90 million into its Global Centre of Excellence in Amsterdam.For all the investment that goes into newproduct development, it is still true that – ofthose eventually launched to market – onlya small proportion will go on to make a realimpact. In fact, only 1.7% of new productlaunches that have been in the market for atleast a year have exceeded 1% penetration or500,000 households. Source: Kantar Worldpanel, GfK INNOVATING FOR GROWTH Many of these innovations have helped drivegrowth. In our Brand Footprint report, weidentifed how some of the fastest-growingglobal brands were using innovation as a keytool. Dove is one of the few global brandsadding CRPs(consumer reach points) year- on-year, in large part thanks to its Baby Doveinnovation. The skin lotion was launched frst inBrazil, India and select South American marketsin 2016, and then successfully rolled out the UKand the USA in 2017. Meanwhile, Três Coraes became Brazil’sthird-fastest-growing brand, helped byinnovations in favoured milk, powderedchocolate and a new cappuccino rangeincluding single-serving sachets. Whensuccessful, innovation has the power to propelgrowth—but problems of efciency remain. This publication is designed to carry theconversation forward, and to demonstrate thatsales alone are not the sole measure of success.In fact, bigger launch sales do not necessarilymean a bigger category beneft—they can alsolead to higher category losses. To truly understand the value of innovation, youneed to understand its category impact—andthat means measuring incremental innovation. Category incremental salesPO SI TIV EIM PA CT NE GA TIV EIM PA CT NE GA TIV EIM PA CT 0 Innovation Impacton Category SalesLaunch salesINTRODUCTION 3 INCREMENTAL INNOVATION To calculate the success of aninnovation, you need to knowmore than how many units havebeen sold. You need to identifyprevious buying behaviour, to calculate whether the newpurchase adds value or simplyshifts spend.OUR METRIC FOR SUCCESS By measuring every individualtransaction in every launch, we candemonstrate whether a new productadds value, is incremental, or hasa negative impact on a categoryparing this with expectedpurchase behaviour if the launchwasn’t present, we can also calculatethe impact on value spend andvolumes purchased.We judge the success of a newproduct launch by measuring its impact on the category: GROWINGCATEGORY SPEND Launch causes existingshoppers to buy morevolume than usual fromthat category, or to spendmore during a trip Launch brings in newshoppers to the category SHIFTINGCATEGORY SPEND Launch cannibalises from themanufacturer’s own portfolio Launch encourages steal fromcompetitors REDUCINGCATEGORY SPEND Launch causes existingshoppers to buy lessvolume than usual fromthat category, or to spendless during a trip INCREMENTAL INNOVATION 4 。。。。。。
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