While in marketing roles for London-based start-ups and global consumer goods corporations (Johnson & Johnson and SCA-Essity), my colleagues and I had plenty of statistics (analytics) and information. Sometimes that information made all the difference. And, at other times, less so. Senior management would then look at beautifully presented charts and tables and say…
If they had to ask, you already knew which box that project fell into.
Eventually moving away from launching new consumer brands, I started uncovering market and consumer insights full-time. I began to work with experienced and talented insights specialists. Either they had valuable, niche skills that I didn’t even know existed or I simply would not have been able to find them while on the client-side. I was struck by how consistently useful the results were when we worked together.
I also began to see how user and market insights had played a far larger role in past launch successes or failures than I had realised. Often, my colleagues and I had settled for the standard data pack and not the insights we really needed - only because we didn’t have connections to the right people.