We identify what is next.
We value the knowledge in the now.
But to benefit from knowledge,
is to understand.
Understand what is next.
5D is a unique collective of consulting & scientific disciplines:
Our core purpose is to help your business decide what to do next.
With a diverse team of highly experienced research, marketing, psychology, design and management consulting experts we have become the preferred research supplier and business advisor to many large domestic and international companies across a wide range of industries.
We provide the bridge between market research, design thinking and management consulting.
We offer a wide range of quantitative and qualitative research approaches, design thinking and business consulting services.
- U&A / Market Structure
- Market Segmentation
- Consumer Decision Making
- Consumer Journey Mapping
- Habit & Behavioural Models
- Customer Satisfaction,Loyalty & Retention
- Employee Satisfaction and Engagement
- Packaging and Claims
- Value Proposition
- Brand Development
- Choice Models and Max Diff.
- Pricing Studies
- New Product & Service Development and Optimisation
- Customer Centered Design(CCD) Process
- Ethnography, Obeservationand Immersion
- Co-creation Sessions
- Persona Creation
- Prototyping, Iterationand Validation
- Brand & Advertising Tracking
- Advocacy/NPS Models
- Range Optimisation Strategy
- Customer Churn Models
- Behaviour Prediction Models
- Multi-brand Strategy
While we consult on a wide range of business issues we have a particularly strong reputation assisting our clients across the following 5 areas.
Please select a case study below.
Our behaviour models (from purchase decision hierarchies to exploring habitual feedback loops) bring fresh perspectives to understanding market dynamics and how to disrupt consumer decision making.
What drives category engagement (NOW) + What needs are emerging (NEXT) + How can we disrupt the decision process (IF).
Of all habits the weekly shop is probably the hardest to break – get in and get out, we rarely enjoy consciously debating the benefits of changing our pasta sauce if it’s not on special.
Our client wanted to develop strategies to disrupt this habit loop across 18 FMCG product categories.
We measured the purchase decision hierarchy (PDH) for each category and found that despite the dominance and loyalty to brands in each category, brand is not always the key driver of the decision process – there were other opportunities to gain attention.
Given we all post-rationalise purchase decisions, we developed an innovative method for capturing information on habitual purchases that minimised the post-rationalisation bias.
As well as traditional PDH measures, we also conducted;
• Trade-off analysis – willingness to trade off product features and benefits and brands and still make a purchase, gaining a true measure of the degree of brand loyalty
• Flexibility testing – degree to which consumers are open to changing the order and extent to which each element is considered
5D designed a PDH model for each FMCG category that was able to combine a vast array of decision patterns into a single linear model and visually depict;
• Critical disruption points – at what point and to what degree product features and benefits vs the emotion of brand, impact decision-making at shelf
• Emerging features and benefits – elements that currently have strong appeal to consumer sub-segments but are presently under-utilised in driving product choice (using consumer needs to shift the dominant linear decision model)
Combining all of these elements together, we were able to identify strategies for each category that would ‘disrupt’ the weekly shop habit by;
• Expanding consideration sets of consumers by re-designing supermarket shelves
• Driving loyalty by introducing ‘destination products’
• Generating sub-segment appeal by utilising shelf blocking patterns
• Increasing category revenue via sub-category expansions including introducing higher value products, NPD and a ‘goldilocks pricing’ strategy
We advise 4 of the 10 largest brands in Australia on what drives their strategic business performance metric, we build simulators to predict the impact of key initiatives and identify how to exceed customer expectations with detailed customer journey mapping.
How do you create a brand advocate (NOW) + What are the future moments of truth (NEXT) + Which strategic initiative has the greatest potential to grow market share (IF).
We work with several of Australia’s largest brands who use the Net Promoter Score (NPS) as their key business metric and are focussed on driving customer advocacy.
Our insights are highly sought after by our client’s CEO’s, advocacy boards, design thinking teams and customer experience directors – with C level users stating our NPS models are ‘world leading’.
Why? Because we know that customer advocacy is a function of all experiences a customer has had with your brand – both direct and indirect, including through social media, word of mouth and mass media. We can bring all of this data together into a single model to show the relative impact each is having on your customer’s willingness to recommend your brand.
We build bespoke NPS models which assesses experiences your customers have with your brand (new and past) relative to a level of expectation of what brands ‘should’ deliver.
Each brand experience has it’s own impact on advocacy and rate of decay with the impact of some older brand experiences lasting longer than more recent experiences.
And while the business is focussed on increasing advocacy there are many brand experiences that can decrease advocacy. We size both the frequency and impact of negative drivers such as complaints, negative media and negative word of mouth.
Our NPS models inform strategies to move a brand detractor to a passive and a passive to become a brand advocate based on tangible business performance metrics.
NPS models are extremely useful for understanding what has impacted your NPS results to date, but what should the business do to increase advocacy? What comes next?
We build NPS simulators that allow our clients to predict the impact of business initiatives on NPS, taking into account competitor activity and the influence of marketing amplification.
NPS simulators are a key piece of business intelligence allowing our clients to develop strategies and direct investment resources that ensure right across the business they are working towards becoming the most advocated brands in their markets.
We have worked on the repositioning strategy for some of Australia’s most iconic brands, strengthening their brand equity and opening up multi-brand opportunities.
Who does your brand resonate with and why (NOW) + How far can your brand stretch (NEXT) + What white space opportunities exist (IF).
When you are responsible for re-positioning one of Australia’s oldest brands everyone has an opinion of what you should not do – but few will commit to what you should do.
We provided our client with a fundamental understanding of why people choose different brands in their category. We explored consumers’ core needs and values through ethnographic and co-creation techniques and developed a behaviour and attitudinal model explaining brand choice.
The model defined a spectrum of behaviours and associated attitudes that were intrinsically linked to brand positioning:
• Loyal customers’ behaviour was driven by a positive category feedback loop
• Switchers’ behaviour was driven by a negative category feedback loop
•This spectrum was also influenced by brand experience.
We used a multi-stage approach to develop the ideal brand positioning alternatives:
• Identified Ideal Brand Positionings – Using a combination of co-creation labs and exploratory depths, we identified 5 core brand positioning platforms that were directly linked to the behaviour and attitude model, resonated on an deep emotional level and influenced brand choice.
• Evolved Positionings into Compelling Brand Concepts – We explored multiple ways in which each platform could be expressed to maximise consumer appeal, the outcome was 15 nuanced brand concepts. For each concept we detailed the dominate (core) and secondary (personality) archetypes that consumers could identify with.
The 15 brand concepts were iterated and refined with the client and their agencies to develop ‘brand prototypes’ that could be quantitatively tested for market appeal and commercial potential.
Using a large market study we;
• Validated our behaviour and attitude model .
• Identified the brand positioning territories that had the strongest appeal across the entire behaviour spectrum.
• Measured the transitioning of traditional brands vs new entrants along the behaviour spectrum, the extent to which existing brands own the ‘ideal’ brand territories, brand stretch potential as well as ‘white space’ opportunities.
The research culminated in a final report that outlined a multi-state, multi-brand strategy that minimised cannibalisation and maximised commercial growth for the existing brands and new brand opportunities.
In particular we detailed direction for evolving the iconic brands’ communication strategies to halt transitioning and reinvigorate growth with the next generation of consumers.
Following the research, the client implemented a strategy to reposition their leading brand and acquired a company that expanded their market coverage and enabled them to deliver to the complete range of consumer emotional needs.
We have a unique innovation approach with a strong track record prototyping concepts, optimising pricing and communications and engaging with senior leadership teams to gain buy-in and funding.
Which initiative maximises share and profitability (NOW) + What is the basis for the second generation prototyp.e (NEXT) + How do we win share from other categories (IF)
5D were asked to review a product concept that had failed 4 previous business reviews.
Ethnographic research with consumers and businesses revealed that while neither consciously recognised an immediate need for the product, their goals and behaviours indicated it had potential.
The appeal of the product lay in using it in a way not previously imagined when the concept was initially developed and opened the door to further innovation.
In order to identify attractive opportunities for the new product, we moved away from the typical concept testing process, implementing a consumer-led process:
• Discovery Sessions – The original product concepts were replaced with education material, this material was presented to consumers to help uncover how we could link the product to existing goals and behaviours
• Product Revisions – As our understanding of customers expanded, we were able to add new features and options to the product concept that maximised appeal.
In addition, using feedback from further ethnography we identified five compelling positioning territories that maximised product appeal.
We then used a combination of customer insight and client workshops to refine the product offer, refinements made included;
• Altered the terminology used to describe product features to ensure it was compelling whilst still describing what was quite a complex offer in very simple terms
• Visuals were developed to improve communication and understanding of what is a truly unique product
• Refined positioning territories to explore tone, emotion, key words and compelling hooks
• Expanded channels for product take-up to appeal to self-help segments.
The revised concept was tested using a quantitative study and had strong market appeal, a positive ROI and expanded target market.
The final brand positioning doubled appeal and investment in the product while minimising cannibalisation of other high value products.
The product was launched and won the Australian Business Award for Product Innovation.
Our approach is well suited to high risk and high involvement decisions, particularly where advertising plays a key role in the development of a consideration set and influences the ‘explore’ phase of a multi-stage decision process.
Which brand attributes drive choice (NOW) + Which claims are gaining momentum (NEXT) + How can we emotionally connect with non-customers (IF).
Brand health and advertising tracking is an essential tool, however it can be a struggle to generate meaningful and actionable results.
We have revitalised the brand insights gained by our clients by;
• Measuring brand sentiment only amongst people engaged in a category – if a consumer is not interested in your category then why do you care what they think or invest money trying to change an irrelevant opinion?
• Measuring brand sentiment amongst a flexible competitive set – sometimes consumer needs are met by a competitor outside your ‘traditional’ competitive set who can slowly chip away at your market share un-noticed
We build ‘brand models’ for our clients which identify the key brand attributes that ensure brand consideration and active preference
• Brand consideration attributes drive mass marketing communications and provide the proof points for ensuring your brand will be considered
• Brand preference attributes describe direct customer experiences and are the proof points for brand differentiation and driving brand choice
• Our brand models average an 85% prediction rate of actual brand choice and often result in the redefining of the brand story.
While many brand elements are ‘intangible’ we work with our clients to ensure key attributes are effectively communicated through advertising and direct customer experiences.
We provide a range of reporting tools including weekly analysis of advertising effectiveness, monthly dashboards of brand sentiment and comprehensive quarterly reports with;
• Brand performance at product level
• Competitor comparisons across all measures
• Advertising effectiveness measures at category and product levels
• Segment view with detailed analysis identifying where the brand is over and underperforming
Due to the confidential nature of our work we cannot disclose several of our
clients – however we are very proud to be able to disclose we work with the