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Innovation and brand growth are vital to long-term business success, especially in a competitive global market. In our recent interview, Yasushi Kusume, Innovation & Creative Manager at IKEA of Sweden AB and an author, shared his insights on how companies can foster innovation and build stronger emotional connections with their customers. Drawing from nearly 40 years of experience in product design and brand management, Yasushi discusses several key concepts, including the Three Horizons of Innovation, the role of constraints in driving creativity, and the importance of a people-focused approach to innovation and branding.

Information has never been more abundant, but the ability to extract meaning from it remains as elusive as ever. AI deep research tools promise to transform how we access, synthesise, and apply knowledge. Instead of manually searching for sources, reading papers, and compiling insights, a well-structured research plan is generated in seconds. ChatGPT, Gemini, Grok, and Perplexity have all introduced their own versions, each attempting to redefine what research means in the AI era.

Client’s Challenge For many brands, Category Entry Points are an important tool for brand growth. Knowing what makes people think of the brands in the category forms a source of inspiration for products and messaging. A client in the FMCG industry wants to explore and validate up-to-date Category Entry Points for their brand in 5 different categories to define their growth strategy for the coming years. The Approach DVJ Insights conducted a large-scale CEP Exploration study. To identify growth opportunities for the brand, we took a two-step approach. In the first stage, we sized and identified Category Entry Points based on a unique mix of qualitative and quantitative techniques and analyses: We used Storytelling to uncover the different moments the category is used. We let consumers tell us their story: where they used a product, when it happened, for what reason, in which context, for which purpose and so on. Via the DVJ Storytelling technique, we gained insight into relevant CEP consumer experiences. Taking all collected CEP experiences and their frequency feedback into account, we qualitatively identified 8-10 most relevant CEPs per category and gender, with a special scope on gender-specific CEPs. In the quantitative analysis, we asked respondents to classify their own responses in different ways, such as positive-negative, relevancy and willingness to share. Using AI-powered text analytics, we can extract meaning out of large volumes of unstructured text and translate this into meaningful quantitative data. This data can then be used to uncover trends, patterns, and insights. By leveraging Text analytics on the stories, we identified similarities and differences across categories and gender. In the second stage, we zoomed in further on the newly found CEPs and measured the mental market share and mental penetration of the brand among consumers. We also measured the position of the brand’s main competitors, as well as scores within each of those CEPs. This helps brands to understand where to play and how to win. The Results By leveraging AI-based topic modelling on the collected consumer stories, we were not only able to identify the most important CEPs per category but could also pinpoint differences by gender in terms of CEP-hierarchy, as shown in Figure 1. Figure 1 Category Entry Points for 1 of 5 categories, divided by gender The stories provided further inspiration on how to best bring each of the CEPs to life in consumer language. Looking at the brand’s position in the consumer’s mental network, the results revealed that for females, the brand was leading in 3 of the 5 categories. In the 2 other categories, there were clear opportunities to attack and defend the performance of specific Category Entry Points within those categories. Among males, the brand performed even better on the 3 leading categories, but results also showed that there are opportunities for the other 2 categories where the brand scores less well compared with competitors. Client’s Benefit Our unique mix of qualitative and quantitative techniques with AI-powered storytelling analysis helped the brand to identify CEPs in 5 different categories with clear distinctions at a category and gender level. The outcomes of this study provided essential input for the brand on their mental market share in each of the CEPs. Leading to clear and actionable insights on where to play and how to win in the years to come. Interested in More Information? Do you have questions or are you interested in finding out more about Category Entry Points? Speak with one of our experts to find the right solution for you. Or visit our other pages for more information

Out-of-home (OOH) advertising has long been a powerful tool for brands looking to make an impact in the real world. Despite its relatively small share of total ad spend (around 4.5%), OOH remains a unique and valuable medium, offering mass reach and repeated exposure. But what truly makes an OOH campaign effective? The answer lies not just in strong creative execution but also in the context in which an ad is placed.

Aim of the project: Many known brands are looking for ways to develop their brand and generate more market share. Often, the physical availability and presence of a brand in supermarkets (distribution, assortment share, etc.) is already high, leading companies to think about new marketing possibilities. In the newer brand discussions Byron Sharp’s idea of “mental availability”, which accounts for brand growth along with physical availability, is playing an increasingly important role. This involves investigating the so-called “category entry points” of a brand and determining its “mental market share”. This case study will take a closer look at these parameters for a brand in the personal care sector. Innovation: Mental market share as a new “currency” in market research. Recent research (Byron Sharp et al.) emphasises that a decisive factor for brand selection in supermarkets is not contents-related differentiation, but rather brand distinctiveness, which is characterised by relevant brand associations and brand recognition by a large part of the consumer base. Brands must be associated with specific situations and moments (category entry points). Only if the brand plays a role in this usage context, they will be purchased and enjoy market success. This study uses the innovative idea of linking specific usage situations with a brand, and, as a result, determining its “mental market share”. In addition to the physical market share, this parameter may become a key counterpart for brand development. Methodological approach: Measuring mental availability through category entry points and determining the mental market share. In order to uncover as many growth opportunities for the client as possible, DVJ opted for a two-step process. In step 1, we used storytelling to identify the current category entry points (CEPs) of the product category in a representative online survey with category users. In step 2, we then determined the frequency of each CEP and the mental market share of each brand for each CEP. Results: Through AI-assisted topic modelling of the collected consumer stories, we were not only able to identify the most significant CEPs per category, but also gender-specific differences in the CEP ranking. In terms of position, the test brand was ranked top overall in the mental network of the study participants. Nevertheless, compared to competitors, there was still untapped potential with regards to the “Wellbeing” CEP. Quality criteria: The research was conducted as a representative online survey in five different product categories. Survey period: May-June 2021. Sample: N = 1,000 (Stage 1 CEP exploration), N = 2,000 (Stage 2 mental market share determination). The DVJ Mass Qual approach involved combining in depth qualitative diagnostics with broad quantitative mapping of the consumer population. Recruitment and panel deployment took place according to ESOMAR quality standards. Methodologies like the storytelling technique were tested in advance in numerous individual studies or optimised step by step. Relevance for future projects: The category entry points (CEPs) approach is applicable in many industries. The mental market share prospective provides a lot of potential for deep dives to address the problem areas found. Under the keyword “Connecting the dots”, brand data can be evaluated together with consumer panel data to holistically assess mental and physical availability Aim of the Project: New Opportunities for Brand Development through Category Entry Points and the Examination of Mental Market Share Many known brands are looking for ways to develop their brand and generate more market share. Often, the physical availability and presence of a brand in supermarkets (distribution, assortment share, etc.) is already high, leading companies to think about new marketing possibilities. Here, the Net Promoter Score (NPS) as a KPI, a stronger orientation towards heavy users and fans of a brand, or the key focus on sales figures and the physical market share of the brand, often play an important role. To look at brand development, companies usually conduct continuous brand health tracking, which provides insights into the brand funnel, brand image, and existing consumer touchpoints. In the newer brand discussions Byron Sharp’s idea of “mental availability”, which accounts for brand growth along with physical availability, is playing an increasingly important role. This involves a holistic examination of the so-called “category entry points” of a brand and a determination of the “mental market share”. In this case study, these parameters were explored more closely as a research approach for a brand in the personal care sector, as well as the perspectives for further brand development. Innovation: Considering Mental Market Share as a new ''Currency'' in Market Research and the Search for Distinctive Brand Values Brands often try to differentiate themselves from their competitors in terms of content and to persuade consumers by using specific product features that are attractive to defined target group segments or core target groups. More recent research (Byron Sharp et al.) emphasises that a decisive factor for brand selection in supermarkets is not differentiation in terms of contents but rather brand distinctiveness, which is characterised by brand associations and brand recognition by a large part of the consumer base. Brands must be associated with specific situations and moments (category entry points). Only if the brand plays a role in this usage context they will be purchased and enjoy market success. This study uses the innovative idea of linking specific usage situations with a brand, and, as a result, determining its “mental market share”. In addition to the physical market share, this parameter can become a key counterpart that significantly contributes to evaluating brand development in the future. Methodological Approach: Measuring Mental Availability through Category Entry Points and Determining the Mental Market Share A client in the personal care industry wanted to identify and validate current category entry points for their brand to develop a growth strategy for the coming years. DVJ Insights conducted an exploration study. In order to uncover as many growth opportunities for the client as possible, we decided on a two-step process. In step 1, we identified the current category entry points (CEPs) of the product category. In step 2, we then determined the frequency of each CEP and the mental market share of each brand for each CEP. Measuring Mental Availability through Category Entry Points In the first step, we used a unique combination of qualitative and quantitative survey and analysis methods to create a list of category entry points and rank them according to their level of importance. Ideally, we would scan human memory structures and then decode the entry points into categories and all the brands associated with them. But unfortunately, this is not possible. First, we used the storytelling technique to determine when consumers used each product category. We asked the research respondents to tell us their stories, i.e. where and when they used a product, for what reason, in what context, for what purpose, and so on. Thanks to our storytelling technique, we gained detailed insights into the relevant customer experiences. Taking into account the frequency described by respondents, we identified a pool of the 8-10 most relevant CEPs from the CEP experiences collected, with a focus on gender-specific CEPs. As part of the quantitative analysis, we asked the respondents themselves to categorise their own answers, e.g. as positive/negative or in terms of their relevance in purchasing. With the help of AI-assisted text mining, we can extract recurring themes from extensive, unstructured text volumes and translate the information obtained into quantitative data. This data can then be used to uncover trends, patterns, and insights. Through text mining, we were also able to identify where the genders differ. Determining the Mental Market Share In step two, we took a closer look at the CEPs observed, and measured the brand’s mental market share and mental market penetration among consumers. In addition, we measured the position of our client’s largest competitors and how well they performed in relation to the previously identified CEPs. In our experience, the best results come from first openly asking consumers whether they associate a brand with a particular CEP and whether the association is a positive one that encourages them to buy. After, we do the same exercise again with a list of known brands. This information can help companies make the right brand development decisions and achieve long-term success. Results: Important Current Category Entry Points of the Product Category Determined with the Support of AI Through AI-assisted topic modelling of the collected consumer stories, we were not only able to identify the most significant CEPs per category, but also gender-specific differences in the CEP ranking. In addition, the respondents’ stories provided valuable information on how CEPs can best be addressed in a consumer-friendly language. Story Marker Questions add Insights into the Framework Conditions of use, Complementing the Brand Communication After collecting consumer stories, we ask consumers in which specific situation, i.e. when, where, why, with whom, the user experience took place and to describe and quantify it in more detail. Mental Market Position of the Test Brand and Potential for Further Brand Development In terms of position, the test brand was ranked top overall in the mental network of the study’s respondents. Nevertheless, compared to competitors, there was still untapped potential with regards to the “Wellbeing” CEP. The client gained key insights into the mental market share of the various CEPs, based on which targeted concepts and strategies for successful brand design can be developed. Quality Criteria: Broader Validation based on Large-Scale Customer Study The research was conducted as a representative online survey among category users in five different product categories in the personal care sector. The survey period was from May to June 2021. The sample size was 1,000 respondents in Stage 1 (CEP exploration) and 2,000 respondents in Stage 2 (mental market share determination). The research was conducted following the DVJ Mass Qual approach, which combines in-depth qualitative diagnostics with a large sample and a representative mapping of the consumer population, as is possible with an online survey. Recruitment and panel deployment took place according to ESOMAR quality conditions. Methodologies and research tools, such as the storytelling technique, were used and tested or gradually optimised in numerous individual studies beforehand. Relevance for Future Projects: Broader Industry Use and Basis for Further Studies on Brand Optimisation The category entry points (CEPs) approach can be used for the entire FMCG products area and beyond, e.g. in the telecommunications, lifestyle, OTC pharmaceuticals and automotive sectors. This results in a broad scope of future applications. The identification of CEPs and the status of a brand’s mental market share should always be combined with further insights into usage drivers and barriers, which offer initial insights into possible future areas of optimisation for a brand. With this in mind , there is a lot of potential for deep dives to specifically address problem areas found, i.e. a review of distinctive brand assets like claims, (sound) logo, packaging, etc., as well as the testing of product concepts or new advertising media. Connecting the dots: brand data can be evaluated together with consumer panel data to holistically assess mental and physical availability. Interested in more information? Do you have questions or are you interested in finding out more about Category Entry Points? Speak with one of our experts to find the right solution for you. Or visit our other pages for more information

Client’s Challenge Our client, a global manufacturer in FMCG, sets annual ambitious growth goals for its candy/snacks portfolio. They envisioned opportunity by understanding when, how, how often, and why their category is consumed. They wanted to connect Category Entry Points (CEPs) with their brands mental market share. Our client sought to craft their brands, communications and portfolio, to have products and messages for the right occasions. However, lacking previous research, they were not certain which CEPs were most relevant. They were also unsure how their brands and competitors performed on CEPs. Lastly, they were interested in how the CEPs-brand relationship would evolve over time as they run their campaigns. The Approach DVJ developed an approach based on the academic work of Jenni Romaniuk from the Ehrenberg-Bass Institute. She provided a sophisticated and empirically proven model to measure mental market shares. In fact, she shows that CEPs are the building blocks of Mental Availability — they capture the thoughts that category buyers have as they transition into making a category purchase. Strong Mental Availability, being easily thought of in buying situations, is essential for building a successful brand. Without it, and the necessary physical availability, a brand can’t grow. Figure 1: According to Ehrenberg-Bass, brands growth depends on mental and physical availability. CEPs and distinctive assets combined ensure mental availability. DVJ built a long list of CEPs with the client. This list was cut to the 15 most common, and online surveyed on relevance among a representative group of consumers. Furthermore, to make the CEP-brand connection, consumers were also asked: “Which brands do you think of when you think of the following occasions?”. For precise results, DVJ made sure to ask this question for all brands available in the market. Based on consumer responses, three valuable underlying KPIs could be calculated: Mental Market share, Mental Penetration and Network Size. Figure 2: Description of relevant underlying KPIs The Results For our client, clear graphs, dashboards and actionable insights were provided to grow their brands. An analysis was produced matching relative importance of CEPs and brand performance, showing where the client’s brands (or competitors) were under or over performing compared to the important occasions. To grow the brand, the client wants to aim for overperformance, especially on the most important occasions. Furthermore, looking at the variety of occasions and brands, our client could strategise its portfolio matching and extension. Figure 3: Example analysis, matching average per CEP and brand performance Underlying variables Mental Penetration and Network Size also provided tangible insight. For instance, Client Brand B has a comparable mental market share to Competitor Brand C, but the underlying metrics differ. Brand B is linked to at least one CEP by relative more consumers, but not to as many different CEPs (Network Size) as Competitor Brand C. So, what can we learn from this? On the one hand, to increase its mental market share, Brand B is advised to find ways to increase its variety of occasions to grow the network size. For competitor Brand C the challenge differs, it would have to drive penetration amongst consumer that currently don’t link it to any CEP in order to grow Mental Market Share. Figure 4: Example of valuable analysis by means of underlying KPIs Client’s Benefits The actionable insights of CEPs and Mental Availability in relationship to brands, helped our client at a global and local level to shape its brands and media strategy. It provided input for decisions around which occasions to target, brand communication, positioning, portfolio management and competitive analysis. Furthermore, being active in a dynamic FMCG market, the client will also benefit from quarterly monitoring of MMS and underlying KPIs, validating the effectiveness of their decisions. Lastly, whilst testing this new KPI, an additional DVJ analysis across all countries and categories showed there is a significant and positive correlation between MMS and the brand funnel (i.e. advertisement awareness, instant appeal, consideration and preference). This underlines that research investment into knowing your CEPS, MMS-brand linkage is a valid methodology for brand growth. Interested in More Information? Do you have questions or are you interested in finding out more about Category Entry Points? Speak with one of our experts to find the right solution for you. Or visit our other pages for more information

Why Marketers get Cross-Country Advertising Wrong Marketers Love the Idea of a Global Campaign—Consumer, Not so Much Every global marketer dreams of the ultimate efficiency play: one campaign, one message, one world. It sounds great in theory, but in practice? It rarely works as intended. We want scale, but we also want impact—and that’s where the tension lies. New research from DVJ Insights suggests that while global consistency has its place, ads that truly resonate across markets share two key traits: excitement and relevance . Get these right, and you stand a chance. Miss the mark, and you risk being ignored.

The world of artificial intelligence has long been dominated by a handful of tech giants, OpenAI, Google, and Anthropic, each competing in a high-stakes race to build ever more powerful models, backed by massive GPU clusters and vast computational resources. For years, the assumption was clear: progress in AI required access to the most advanced hardware and astronomical budgets. Then came DeepSeek-R1. Its release sent shockwaves through the AI industry. The stock markets plummeted, and the AI world was going wild. Some even called it AI’s Sputnik moment, signalling that China is now competing at the highest level of AI development, even with ongoing sanctions and hardware restrictions in place. But what is it that makes DeepSeek-R1 so special?

It's The Looks Stupid While inner values often take precedence over physical appearance—especially in the long run—it’s not a question of either-or. Both are crucial, and their interplay determines lasting success. What holds true for human relationships applies equally to products. A product’s inner values—its taste, functional benefits, comfort, or performance—are essential for building long-term relationships like brand loyalty. However, without an appealing physical representation, there may never be a relationship to begin with. In many categories, the willingness to try or reuse a product depends on its appearance. After all, who wants to drive an unattractive car or operate a clunky coffee machine?