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The results allowed Kelloggs to discard some ideas.
Its arguable that only a massive brand like Kelloggs was capable of cracking the Indian market, given the amount of market creation and habit changing that was required.
Production could then take place.
This final survey measures how appealing the new product is to consumers and how likely they would be to buy it in real life.It helped to ensure that the product extension hit the spot with consumers straight away.Indian consumers accustomed to gut-busting breakfast staples such as buttery fried parathas or deep fried vadas found breakfast cereals somewhat insubstantial when eaten bangla sex books pdf as a substitute for Indias more familiar breakfast items.It aims to give a representative picture of what consumers think of a new product idea or a new (real) food.It also seems that the pricing was far too high to be a regular grocery purchase, explaining the lack of repeat sales.In early 1996, defending the company's products, Managing Director Avronsart said, "True, some people will not like the way it tastes in hot milk.
Teacher ENG 1001-04 Qualitative research establishes a conversation with consumers.
Indians were accustomed to boiling their milk and consuming it hot and sweetened.
Launched in September 1994, Kellogg's initial offerings in India included cornflakes, wheat flakes and Basmati rice flakes.
Crucially those numbers need to be interpreted to enable the business to understand the consumers overall response.
If one tried having it with cold milk, it was not sweet enough because the sugar did not dissolve easily in cold milk.
There was a 25 percent decline in countrywide sales since March 1995, the month Kellogg products had been made available nationally.Sales data shows it was one of the best performing brands to launch in the breakfast cereal category with a sales value.9 million in its first full year of sales.* This illustrates that the detailed market research undertaken during the planning stages was valuable.They also liked to add sugar to their milk.It also identified those product ideas that had the best or least sales potential.It then crafted some ideas in more detail and screened those ideas with consumers to select the one which seemed to have the highest appeal.Converting these experimenters into regular buyers had become a major problem for the company.Once the data was analysed and the product concept tested, Kelloggs was able to make the strategic decision to go ahead with the new product.This primary research helped Kelloggs to find out how new product suggestions could be developed and still fit in with the Crunchy Nut brand.