Tales from the Road: Petaluma Reuseable Cup Project

Jan 28, 2025

Tales from the Road: Petaluma Reuseable Cup Project

The team at Catapult Insights has been hard at work understanding how people think about sustainability. Most recently, we went to Petaluma, California to explore an exciting program many of the town’s cafés and QSRs were participating in: a reusable cup program which aims to reduce waste and promote a more eco-friendly existence.

The basic premise is that various establishments around town collectively joined forces to use special, new cups that were designed to be returned, washed, and reused in place of single-use, disposable cups. Collection bins were placed in various high-traffic locations in addition to in and around the stores that opted into the program.

Not only is the program itself a refreshing attempt at waste-reduction, but it’s also a fascinating opportunity to examine the human elements that would determine program success. The Catapult Insights team spent time on the ground observing patrons and engaging directly in discussions about the program. We focused on perceptions, understanding, and behavioral elements that each played a role in if, when, and how individuals would participate.

Understanding people works best by listening and watching, because what they say doesn’t always match what they do! Like so many instances, having a research team present allowed us to parse through noise to understand the signal, which gave us the insights needed to explain the program’s participation rates and develop strategies to engrain within consumers’ routines.

In the end, our time in Petaluma was filled with insight and fun, and while the pilot program has concluded we anticipate we haven’t seen the last of this concept.

JUSTIN SUTTON

CO-FOUNDER
CATAPULT INSIGHTS

The Importance of Flexibility in Research

Jan 21, 2025

The Importance of Flexibility in Research

The research industry is filled with people who combine discipline with curiosity. Discipline drives us to practice responsibly and maintain high standards and rigors, while curiosity pushes us to constantly learn, adapt, and evolve. It’s an interesting tension between rigidity and flexibility, and I find fellow researchers have no shortage of stories about striking a balance between the two.

My background in both research and innovation has me leaning into the curious, flexible side, but long before my career as a researcher began, I thought I would be an engineer. Sitting down with an academic advisor, a 4-year plan was laid out for me to earn an engineering degree, but I was surprised how few options I had. “I was expecting a little more room to individualize and be creative,” I told the advisor. The response was something along the lines of “This is the one path,” so on to business school I went. Afterall, I’m wired to be as structured as I am innovative.

Fast forward 25 years and I’ve amassed a number of researcher stories of my own throughout my consulting career. And I think the reason I’m successful, and further, actually enjoy the unexpected, is because of how I am wired.

I recently worked on a qual-quant study which aimed to explore how people think and talk about a new technology embedded in a home product. This particular product is one that almost everyone in the U.S. uses daily, but some clever engineers found a way to deliver a highly scientific, yet elegant, set of new benefits. It became evident during the qualitative interviews that people were a long way from comprehending the tech integration of the product and the messaging we were testing. In other words, the messaging was not ready to move to quant testing as we had originally planned.

The pivot came midway through the qualitative interviews, as we adjusted the messages and the discussion guide to follow the emerging insights. The further we explored, the more consumer confusion we unearthed that pointed to a need to expand the marketing communications. It was like we kept shining light in new directions and continually found more critical needs to be addressed.

A second pivot in the project came as Catapult Insights and our client jointly decided a second round of qual would be more valuable than the quant we initially planned. The amazing part is that we pivoted to a new plan without losing any momentum in the project, all before the end of the initial qual phase. I won’t pull back the curtain entirely, but I will say there are many researchers I’ve worked with in the past that would have struggled (and grumbled) behind the scenes to make this adjustment. Instead, it was a smooth and easy transition for us because we worked so closely with our clients along the way.

Another project that comes to mind was a pricing study for a personal care product. The first tricky part of this work was the novelty of the product itself, which introduced an anchoring bias in our initial Gabor-Granger results. The second tricky part about this work was that our client was entering a new-to-them space with the product, so the pricing work needed to be precise to be successful.

Luckily, we have the very best statistician who was able to identify the anchoring bias, and we consulted our client on next steps. That’s when we devised a plan to triangulate pricing through a second pricing study using a monadic testing design. The results not only were precise and impactful, but they also gave our client the confidence they needed to move forward.

And one of the first projects Jill and I did as Catapult Insights was an innovation project with an automotive client. As is the case with many projects involving ideation, we started by defining the areas of opportunity as a group, using research data to help guide our decisions. This is an all-too-often overlooked phase of ideation that sets the guiderails for solution development. Would you be shocked to hear that 7 out of 10 times the opportunities we define are NOT the same as we thought they would be? It’s true, and this project (like many others) featured a highly valuable adjustment to the problem statements we spent time ideating against.

Unexpected twists and turns are part of the research journey, and as Tyson says, “everyone has a plan until they get punched in the face.” My advice is to surround yourself with a team who can embrace reality and roll with the punches. Those who are truly great in this field are the ones who can master the art of flexibility with the science of research.

JUSTIN SUTTON

CO-FOUNDER
CATAPULT INSIGHTS

Pricing Research Q&A with Catapult Insights’ Statistical Expert, Tom Rosholt

Sep 10, 2024

Pricing Research Q&A with Catapult Insights’ Statistical Expert, Tom Rosholt

Pricing research has always been a valuable tool in the market research toolkit, but it has become even more relevant and useful in the last couple of years with the changes to the US economy, inflation, and many brands bringing new, innovative products to market. While there are a set of tried and true techniques for pricing research and analysis, it can be challenging to figure out which one to use, how to use it, and when you need to think outside the box a bit. This is why Catapult Insights brings our stellar statistician, Tom Rosholt, into the early stages of all pricing research to expertly guide the process. Tom Rosholt and I recently sat down to chat about pricing research and how to ensure the results impactful and relevant.

Jill: Tom! It’s great to be chatting with you about pricing research. I know it is one of your favorite topics because it presents so many unique challenges to work through, and you always love a challenge.

Tom: I do love a challenge! It keeps things interesting and I enjoy trying new techniques to help pull meaningful insights out of the data that our clients can actually use in the real world.

Jill: Why do you think pricing research is so important for brands?

Tom: There is a price at which anything of value will sell, from a matchbox to a mansion. Brands need to know as early as possible if the price people are willing to pay for an offering is within the pricing sweet spot, i.e., the range at which the maker of the product will realize sufficient profit, to reduce the risk of devoting time and resources to a non-viable proposition. Getting the price right is more important now than ever because competition is fierce and fast-paced, product development can be enormously expensive, and pricing information in the marketplace has been fully democratized. In addition, the era of making big (and even modest) business decisions without data is waning, making it nearly impossible to get an offering to market without research data, and that includes pricing.

Jill: Do you have a favorite pricing research methodology?

Tom: I actually don’t. I favor the technique that works best for the context. Here are things I think about when choosing a method:

1) How well-developed is the offering when consumers will be exposed to it?

2) Which is the greater risk, overstating or understating price sensitivity (i.e., the degree to which purchase willingness changes as price changes)?

3) The nature of the survey that includes the pricing inquiry.

4) The category, market maturity, market penetration, and realistic price range of the offering.

Jill: What was your favorite pricing research project and why?

Tom: We worked on the project together, Jill. This particular team collectively possesses an attribute that I believe is incredibly valuable in the research realm – curiosity. Their offering was tricky in that it is “familiar yet different,” so it was difficult to get a sense as to what people would pay for it. Research to the rescue! The client was willing to go at the pricing problem using two different research methods with differing biases. The results of the two methods told complementary stories, so the client got clear direction.

Jill: Have you had any opportunities to see the results from a pricing research program you worked be implemented in the real world? If so, how did that go?

Tom: We will soon find out when the product I just talked about hits wide distribution!

Jill: Are there any potential landmines you see researchers or clients risk stepping into with pricing research?

Tom: It is crucial to see pricing research for what it is – guidance rather than some sort of final answer. The dynamics of having a product in the market are usually very complex, so it’s impossible to determine if the price is just right until the offering is on-shelf and consumers are required to part with their money. However, pricing research done right can get you close and let you know whether or not your offering is viable.

While pricing research can feel like an overwhelming endeavor, having an expert like Tom as your guide ensures you’re following the right path, with the right methodologies to help you to make data-driven decisions. Drop us a line if you want to learn more about how we approach pricing research and how we can help you navigate the challenging world of pricing your offerings right to drive purchase behavior and create loyalty.

Jill Miller

CO-FOUNDER
CATAPULT INSIGHTS

The Checkout Revolution is Here

Jul 18, 2024

The Checkout Revolution is Here

Checkout has long been the bane of in-store shopping experiences, marked by long lines and cumbersome processes that slow the shopper down. Many shoppers have learned to love aspects of the online shopping experience, particularly the purchase moment. Although complicated in its own right, the end of online purchases is often far faster and less rife with frustrations than in-store checkouts. But the vast majority of retail purchases in the US are made in-store, despite a fairly steady rise in eCommerce spending. This is why many retailers are reimagining the in-store experience and focusing on the checkout pain point.

Just Walk Out (JWO) is an Amazon technology which allows shoppers to authenticate through their Amazon account at store entry, thereafter automatically tracking and charging the account only for what each shopper carries out of the store. A system of cameras in the ceiling paired with strategically placed weigh sensors works extremely well – after 80 purchases in Go stores I have never had an incorrect charge. This technology has been licensed to other shops, like Hudson News at many airports, and seems like a natural fit for small-to-medium shopping trips like on-the-go meals and topping up on household staples.

Pop over to Amazon Fresh and the experience is focused on the Dash Cart, chosen because shoppers on grocery stock-up missions want to track purchases as they go. The cart automatically senses items that it’s carrying and uses the shopper’s Amazon account for secure payment. This technology brings the same speed and convenience benefits as JWO and is a more conducive fit considering the store format.

Sam’s Club has been using Scan & Go for some time, which allows shoppers to use the Sam’s app to scan barcodes as they shop, then produces a QR code for an attendant to scan on your way out. While this solution allowed shoppers to skip the checkout line, it still required active scanning by the shopper. However, the retailer just started rolling out an AI-powered solution that should eliminate receipt-checking when exiting the store.

This technology is still in its early days, and when I tried it for myself I was still stopped by an employee to scan my receipt. But the trajectory appears obvious that the retailer aims to one day eliminate that human touchpoint, which would bring their checkout and store-exit experience at parity with other retailers. Taken a step further, this technology could one day eliminate the need to scan product barcodes in the first place. This could mean a shopper would load their shopping cart and walk out of the store without scanning a single thing – much like customers are able to do today at Amazon stores.

Several of Catapult Insights’ clients are working on yet-to-be-announced technologies to make shopping and purchase experiences better for customers. We see a potential challenge in disparate experiences existing across retailers, making previously mundane tasks no longer feel like second nature to shoppers. This is why we’re working closely with our clients to devise optimal education and rollout strategies that balance new benefits with acceptable learning curves.

JUSTIN SUTTON

CO-FOUNDER
CATAPULT INSIGHTS

NPD Success Culminates with Home Use Test

Jun 4, 2024

NPD Success Culminates with Home Use Test

For nearly two years, Catapult Insights has partnered with Delta Faucet Company to better understand hair care needs, specifically for those with curly, textured hair in support of building a go-to-market strategy for an innovative new tool. Our learning journey won Quirk’s Insights Excellence Award for best Client/Supplier Collaboration and featured an array of initiatives, ranging from an Attitude & Usage study, qualitative research, message development and concept evaluations, and pricing studies. In what might be the final piece of pre-launch research, we partnered on a Home Use Test (HUT).

The tool, known as VersaCurl^TM, is already turning heads and winning accolades after it was announced at KBIS. That industry show was happening right around the time we were wrapping up our 10-week HUT, which chronicled real-world experiences and perceptions of the tool.

This seemed like a good time to talk about a few tips to run a successful HUT, based on this and many other experiences we’ve had over the past decade.

Nail the Timing

There’s a lot that can be said under this marquee, so I’ll just hit one of the most important. Avoid incurring costs until prototypes are in-hand. Anything and everything is possible when fabricating something for the first time, and the last thing you want is to rack up recruiting costs and then have to delay or re-recruit because prototypes weren’t ready. Do what Delta did and allow time to receive and QC everything before marching forward.

Justin Sutton

CO-FOUNDER
CATAPULT INSIGHTS

On Careers…

Jun 1, 2024

On Careers…

I’ve had several people reach out recently to discuss their career paths. Each person was in such a different place, so it stands to reason the advice I had to share looked quite different. It made me think about the different moments in my career, advice I’ve been given, and what sage wisdom is worth sharing with the world. So, let’s take a look at a few scenarios and the considerations impacting each.

There seemed to be a common denominator in each of the situations: a slow grind. This is when you find yourself treading water for too long, not ascending and feeling restless. The fascinating thing about this is that it can happen across so many levels, and it can feel just as frustrating at each. For those early in their careers, it can seem as if you may never break through a middling level of success to a place where your work can stand out and you can feel seen. For those deeper into careers, this situation feels like a glass ceiling preventing you from maximizing your skillset and applying it to a strategic level in the organization.

Like most situations, how you handle it is highly dependent on the organization. Jill and I spoke with someone recently who was ready for a new challenge. This person had excelled within their current position and made a fantastic brand for themself, but they effectively outworked the position they were in. This is a tough spot to find yourself, and equally tough for an employer. On one hand, an org could create a position which maps to the individual’s skill set, which seems like a fantastic idea on the surface. But what happens when that individual eventually moves on, as people are apt to do? It leaves a void in the org that was so tailored to an individual that it becomes impossible to backfill, necessitating a reorg.

I found myself in a similar position after my first job after college: I had built a mountain of assets that outpaced the company’s sales trajectory, leaving me in an awkward place. Even when the org is a great place to work, if there’s not a clear path forward or your skills are outmatching your position, it can be time to move on. These situations often result in boomerang rehires, so remember not to close the door behind you.

I met another person who returned to work after spending a few years building a family. She was working for an organization that had a peculiar habit of not promoting people with less than 10 years of tenure, regardless of experience or performance. Pair this with the people who were ascending being ill-fitting for their leadership positions and it becomes an extremely frustrating situation. This is an immediate red flag, because any organization that will ignore, or worse, not recognize the capabilities of their people is not prepared to make good decisions for themselves or their people. This creates a terrible situation rife with mentally-challenging “am I good enough” moments. When this person’s boss departed and the org would not even consider her for the position, despite being the perfect match, I advised this person to move on. She is now thriving in a much healthier work environment.

Another person in a similar situation was feeling unsatisfied with their salary, feeling the slow slog was wasting their prime earning years. This is a very real feeling that I can empathize with. In my 20s I was frustrated by the feeling of putting in what seemed like more effort than my superiors and receiving far less compensation. In my 30s I made some career moves that aligned more with organizations that were structured differently and taking positions that had clearer sight-lines to revenue generation. I think when it comes to compensation concerns it’s important to step back and examine whether your position or the company’s structure is the right fit for your goals.

Consider the ownership structure, because that directs a lot of the financial goals of the org. Venture capital-owned companies are often in a cycle of shaving costs while driving growth, which can feel like a meat-grinder. I worked for a company in which I was being asked to train low-cost labor overseas to do the same work I did in preparation to sell the company. This didn’t sit well, and I ended up walking away from a promotion offer to start a new job elsewhere. In the following year the org I left went through several rounds of layoffs as they continued on their cost-cutting path.

Looking back, I’d say my career is spotted with as many fumbles as there were smart moves, but I really value and appreciate the mentors I had in my life who helped guide me when I felt lost. I love being able to share perspective with others almost as much as I enjoy learning from those who have come before me, and while I am no career guru, my door is always open.

Justin Sutton

CO-FOUNDER
CATAPULT INSIGHTS

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