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

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

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

Pricing Research

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 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

The Checkout Revolution is Here

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. 

 

Just Walk Out
Checkout

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 Catapult 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

NPD Success Culminates with Home Use Test

NPD Success Culminates with Home Use Test

For nearly two years, Catapult 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. After multiple initiatives to get it right, ranging from an Attitude & Usage study, qualitative research, message development and concept evaluations, and pricing studies, we partnered on what might be the final piece of pre-launch research: a Home Use Test (HUT). 

The tool, known as VersaCurlTM, 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.

Home Use Test

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.

Know the Reason

There are limitations to what HUTs can help us as researchers learn. They aren’t recommended for understanding price perceptions or examining the purchase consideration process because respondents are trying the product without having to buy or consider it in the first place. But HUTs are great for confirming which benefits a product can deliver or uncovering design issues that result from how a product is used (and abused). We know humans are curious creatures that represent an x-factor, and this means intended uses can be overlooked or alternative purposes developed as people live with a product.

Nail the Timing (Again!)

In the spirit of leaving no stone unturned, it’s often vital to allow respondents plenty of time to use a product – especially for truly novel innovations. HUTs should be used to simulate trial and adoption periods, which means the duration of the HUT should be sufficient to allow repeated use. This gives us a close look at how and if a product fits within existing behaviors, or perhaps becomes central to all-new routines. Learning curves and experimentation pathways are important for marketers and product teams to observe because it might necessitate messaging or product design adjustments.


HUTs are a specific research tool for a specific job, and they are quite powerful when conducted thoughtfully. Volumes could be written about what to do and not do in a HUT, but I’ll save that for another day. If you have questions about if a HUT is right for you, or how to make it as successful as possible, we’re easy to find and always happy to share our experience.

Justin Sutton

CO-FOUNDER
CATAPULT INSIGHTS

On Careers…

On Careers…

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.

career advice

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

Online Shopping in the Digital Age – Time Saver or Energy Waster?

Online Shopping in the Digital Age – Time Saver or Energy Waster?

Online Shopping in the Digital Age – Time Saver or Energy Waster?

Does the following situation sound familiar – something small or mundane breaks around the house, something you haven’t had to buy in a few years, so you search online for a replacement and you get bombarded by a jungle of products and brands?


Let me paint a picture with my own personal example: I was cooking dinner and my trusty can opener broke, I sighed and resigned myself to buying a replacement before bed. Fast forward to evening and as I was laying in bed and remembered my task; I grabbed my phone and typed in “can opener” and was met with an avalanche of results with each listing attempting to differentiate itself with clever marketing and technologies. An hour passes, nothing has been purchased, and now a feeling of anxiety sets in because every product feels just different enough to warrant consideration. I put my phone down, annoyed, with a new goal of buying a can opener the next day.

TOO MUCH CHOICE

BehaviorScientist.org has a great research review of what they call choice overload – it’s basically what the name implies, too many choices for consumers means a complete breakdown of the purchase process. I remember being in my college marketing class discussing cognitive dissonance and choice paralysis impacting consumers across the globe – 20+ years later and things have only intensified as we enter a matured digital age. Because of a global marketplace where cross-country shipping is, at worst, less than $100 (depending on the item’s weight) and at best, free; there is ample supply of every gadget and doo-dad, every shoe on the planet for you to pick from, and a mountain of rechargeable batteries to peruse. There is so much to pick from today, the time and energy needed to shop even basic items has skyrocketed.


To further illustrate the scale of choice available to us, Harvard Business Review has an article written around the time I was in high school highlighting decision paralysis and how it represents a bad thing for most brands. It details an experiment where there were 2 tables at an upscale food market, one table had 24 different kinds of jam, and on another day, the table would have 6 varieties. People bought something from the 6-variety table MORE than the 24-variety table.

NOT ENOUGH PURCHASING

Hear me out on this one – I believe our lives as consumers would be far more enjoyable if every product search led to a purchase. We could all probably do with less stuff, but that isn’t the point I’m making here, it’s more around the notion that we actually buy what we set out to buy, on the first go.

Decision paralysis is defined as the inability to decide out of fear of making the wrong choice. Most of the time, this is the reason why we don’t buy the first thing that pops up when we search for a product online – what if I buy the wrong product? The New York Times has an article about this as well, they conclude by suggesting that just because we can search endlessly for any given product, doesn’t mean we should.

PARTING THOUGHTS

As market researchers and consultants, Catapult thinks about a lot of things that may not seem relevant in the moment, but we do so to make sure we have an opinion and stance on a given topic when the need arises. Shopping is time consuming and draining in modern times, so to my fellow consumers I say, set a time limit (like researching for 15 mins) and then buy the thing you were looking to buy and be done with it. Of course, the more costly the item, the more time it would take to make a good decision, but don’t fall down that endless researching trap If you feel drained and tired, you probably should just make your decision and move on.

For the brand and product managers in the audience, a similar set of advice could be offered – help consumers make choices by trimming down product lines to minimize choice, being clear with your advertising communications with the key points consumers are looking for to make a decision for purchase, and having those communications be in the right place and time for the consumer. If you want help with any of these things, it just so happens I know some talented researchers and strategists.

Now excuse me – I still have a can opener to buy.

 

 

Andre Barroso

DIRECTOR, INSIGHTS & INNOVATION
CATAPULT INSIGHTS

Swimming in Data

Swimming in Data

Swimming in Data

What do coffee giants, durable goods companies, alcohol brands, tech titans, and QSRs have in common? No, this isn’t a dad-joke, it’s something I’ve noticed over the past 6 months. It turns out that many research organizations are reviewing past work through a revised lens to mine for new perspective. The idea of a research audit is not new, but the volume and frequency of these requests is worth talking about. 

Last year I wrote about an awesome experience I had supporting a client with incredibly quick-turn work. More recently, this Bias for Action-focused client found themselves swimming in insights from dozens of different projects and in need of assistance to organize and identify knowledge gaps on the topic of customer experience. While individual projects each had CX-related insights, the overall objectives were more tactical in nature. They had the data and insights, they just lived in multiple places. That’s why we brought the insights together to tell a more focused story.

But there’s a trend going around. Perhaps organizations are doing more with less, or perhaps they don’t want to let good insights go to waste. Or maybe change is afoot and there’s still value in exploring where you came from. In any case, I feel fortunate that Catapult is able to help our colleagues and clients roll with it.

Justin Sutton

CO-FOUNDER
CATAPULT INSIGHTS

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