There is a right way to conduct research to grow your market share and a wrong way. Unless you are asking the right questions, your research will fail.
You must go beyond theory and identify the emotional drivers of your target audience and use tough-minded strategies and positioning to steal market share from the competition.
Stealing Share has developed a unique process unlike any other brand company in the world that is designed with a single purpose, to steal market share.
Syngenta is a world-leading agribusiness committed to sustainable agriculture through innovative research and technology. The Switzerland based Syngenta company is a leader in crop protection, and ranks third in the high-value commercial seeds market. Sales in 2005 were approximately $8.1 billion. Syngenta employs more than 19,000 people in over 90 countries.
is one of Syngenta’s umbrella brands for user programs. AgriEdge works to combine necessary products and services in crop protection with a “value added” aspect of technological assistance and planning.
AgriEdge offers assurance and risk management to growers and presents a progressive selling option for the channel representatives. AgriEdge unifies several Syngenta brands into one family of agronomic solutions. “AgriEdge is a flexible, innovative business approach providing growers with a range of products and value-added services to better manage risk and improve their bottom line.”
The competitors are all well known in the category and all enjoy high awareness. However, product brand names are so prolific that growers often find it challenging to discern one from another. AgriEdge owned next to nothing when it came to branding Syngenta products and programs. Growers knew individual products they used to care for their crops, but, overall, Syngenta and AgriEdge needed more awareness in order to establish the position of an umbrella brand.
In short, AgriEdge was a house of brands rather than a branded house. Consumers reported that it was too complicated to remember and actually make sense of the AgriEdge brand...because AgriEdge had yet to be a brand at all. Even internally there was no encompassing definition and assigned meaning and promise to AgriEdge. This complexity and ambiguity would need to change.
Our behavioral modeling provides the brand with a blue-print of causes and effects within the category and helps Resultant® develop more telling and valuable research. The right questions were asked, and the research presented opportunities for AgriEdge to gain significance in the market.
The overwhelming findings were that growers as well as channel representatives were looking for simplicity, support, and investment in success. These customers wanted choices and wanted assurance that the decision to use or promote AgriEdge was in fact a knowledgeable choice. In order to accomplish these brand promises, AgriEdge needed to be pared down and extra programs needed to be absorbed by the AgriEdge brand.
Simplicity and building a branded house was going to be the key. Rule 1) All programs in the AgriEdge brand must have an assurance element that provides some guarantee or shared risk. If it does not include this element it is not AgriEdge. Rule 2 All programs in the AgriEdge brand must include some technological or computer software element or it is not AgriEdge. All AgriEdge programs should name the offering simply as the crop it is designed to aid. For Example: Citrus solutions®, and the other “advantage programs” should not be considered AgriEdge and should only be used in categories where the two principal rules of the AgriEdge brand do not apply. The idea of “advantage” and “solutions” is part of the AgriEdge Branded Family but it is paid off by Rules 1 & 2. Efficacy, reasonable costs, newness — these are all category benefits and do not differentiate the brand. We want the Farmer and the Retailer to understand in simple terms that AgriEdge provides all of the efficacy of cutting edge crop protection but includes assurance and technology. It is that simple.
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