History of febreze

History of febreze DEFAULT

Inside Fragrance: Evolution of an Air Care Giant

P&F's January issue takes a look at the evolution of Procter & Gamble's Febreze brand (page 18). Helping Febreze become the brand leader that it is today, is Martin Hettich, who has been in marketing for Febreze since 2000. Here, GCI magazineexplores how Hettich has made the brand a huge success and what is in store next. (original story—"Parry and Advance"—published in the December 2007 issue of GCI magazine).

Science fiction writer Mitchell Graham—author of The Fifth Ring and The Emerald Cavern, among others—has trained and worked as an attorney and as a neuropsychologist, and is also an accomplished fencer. He told a reporter in 2003 that “fencing is like a physical game of chess played at lightning speed. Not only do you have to be able to put a point on your opponent’s chest at 150 mph, you’ve got to outthink them first.” Drawing a comparison between fencing and his first career he said, “Law is actually a little bit like fencing. Being a successful trial lawyer involves planning, strategy and execution.”

Procter & Gamble’s Martin Hettich knows a thing or two about fencing, too, in business settings and out. “I like the balance of elegance and the explosion of energy—you control yourself for a long time then have almost laser-like intensity for the attack,” Hettich said about the sport that took hold of his imagination at five or six years of age and has held him in its thrall ever since. While he no longer wields the foil or sabre competitively, he does still fence, and he makes a connection between his sport and his current work. “Air care needs to strike a balance. The power aspect is important: the gadget has to work but must balance with elegance—it has to look nice. Febreze Air Effects have actually been seen out in homes. Design is equally important to technology.”

Hettich joined P&G right out of college, working in brand management, comfortable in the knowledge that the company sought only the best people and excited by the promise that he would be his own boss very quickly. Surprisingly, he was not trained or educated in marketing. In fact, much of his education was in economics and business administration.

Birth of a Brand

Febreze Fabric Refresher was introduced to the world in 1998, a household product employing odor removal technology to clean away odors from fabrics, creating an entirely new category in fabric care. While history was being made in fabric care, Hettich was in Brussels, Belgium, working as marketing manager for automatic dishwashing products for P&G in Western Europe. Overseeing the turnaround of the struggling Auto Dish brand through the innovation of “Tab-in-Tab” dispensing packaging was among his achievements there. Between March and July 2000, he led a crossfunctional North American and European team out of Brussels charged with designing and implementing a new P&G Home Care organization.

By August of that year, he was in Cincinnati as the newly named marketing director, global strategic planning, Febreze & Cascade—a title that included marketing director Febreze North America and worldwide strategic and communications planning responsibility for both brands. It is important to note that when he joined the Febreze business, the vision for the brand was as a fabric refresher unit, focused on eliminating odors on fabric and clearly informed by the vision of cleaning. There was no hint of “freshener” language or air care in the vision. But with Hettich on board, change was soon in the air.

“I took all of my cues from the consumers,” he says. “When I joined, it was not a foregone conclusion that Febreze was going to be a success. We went back to the consumers to see what the future of the brand was; we were blown away by how much consumers loved the product.”

For Hettich, the passion consumers displayed for the product coupled with what they said about how they were using the product were cues that there was something much bigger going on. In his words, “We just had to unlock it. The only thing that took guts was to articulate it and say this is where we want to go.”

He led the brand into the $2.4 billion air care market in June 2004, with the launch of Febreze Scentstories and Febreze Air Effects. Like Febreze Fabric Refresher before it, Febreze Scentstories represented a new segment within its category—the air care category. Scentstories’ themed discs contain complementary scents and a specially designed disc player. While in the player, each disc spins its way through five scents, with a new scent “playing” every 30 minutes.

Febreze Air Effects entered the market as an aerosol spray designed to neutralize odors while adding a fresh, light scent to the air. “The air care market is a large, dynamic category where consumers expect and demand new experiences,” said Hettich in a press release announcing the launch. “Consumers already trust Febreze to freshen many kinds of fabrics in their homes, and we believe it is the brand consumers will also trust to fulfill unmet air care needs by bringing innovation to the category.”

Global Perfume Leader

Febreze’s expansion into the air care market was seen as a logical step for the brand. P&G research showed that nearly 70% of shoppers who bought Febreze were also frequent purchasers of air care products. And, as Hettich reminded attendees at Fragrance Business 2007 in September, P&G is a global leader in perfuming and the largest user of perfumes in the world, a position that carries distinct advantages. Chief among them is fragrance cross-pollination across categories. “Scent trends don’t just happen—they migrate,” he says. They start early in fragrance and beauty and then move to air care. “Being active in all those categories makes those transfers faster.”

Scale and the expertise that comes from having 35 people in the perfume group are additional advantages. This group goes through a rigorous three-year training and meets to bounce ideas off each other at regular group sessions.

Hettich himself has no perfumery training and makes no claims of being a particularly good nose. But as he says, he does not select Febreze scents with his nose. He puts his trust in his in-house fragrance experts and those fragrance folks are in on the project with designers of other kinds right from the start, and he then selects with his intellect.

He also listens to his customers. Eight years ago, consumers accepted only odor cover up. Today, he says, consumers realize you can eliminate odor before you layer on a light scent, and odor elimination has risen to the top. In addition, those consumers have become more knowledgeable about fragrance and odor elimination.

“In addition to Febreze’s freshening credentials, P&G has drawn upon its core competencies, such as consumer understanding and perfume expertise, to bring these products to the air care market,” said Hettich. “We’re confident we’ll see a very strong consumer reception to both.”

Moving Forward

Hettich’s early confidence in consumer reception of P&G’s air care products has been supported by solid numbers. Today, he is marketing director of air care, North America, with profit/loss responsibility for the Febreze portfolio: Fabric Refreshers, Air Effects and Noticeables. Responsible for P&G’s successful launch into the $6 billion air care market, Hettich’s role is to continually create and nurture the vision of where the company wants to go. “Where to go over next few years [is what] I am working on now. I’ve also got the resources—people, money and the early work—that enables the vision to go forward.”

Innovation Master Plan

For answers to the question about where to go next, Hettich applies his Innovation Master Plan, which starts with equity landscape assessment: What are the attributes the brand controls today and what can they become? What can consumers trust a brand to do? “We asked consumers and they said Febreze meets its promises, but they also said ‘When I use this brand, it is uplifting and freshening in my life.’ The transformation has been more in learning to stretch a brand and to know about true brand creation. Febreze had a much more narrow stretch when I started.”

Much of the rest of the decision making process is based on consumer research. Hettich and his team look at the top attributes of consumer needs, and plot them on a chart. They decide they want to “play in that quadrant of ‘most important and not met’” then turn to technology that solves the problem. These are building blocks. From there, says Hettich, the decision can be made to do an entry into air care; in his case, based on the fabric refresher with parameters such as the instant fragrance delivery of a spray and long-term delivery of a plug-in. 

Air Effects was the first product born of this decision making process. Hettich said it was an easy stop for consumers because they were already spraying fabrics. “It’s that strategic thinking that lets us say if I look 30 months or five years out, how do I sequence that?”

His fencing skills also come in handy here. “Anticipating the next move is what we do constantly. We walk in consumers shoes. Will they like it and what is the next demand? What about the competition? If I put out this candle, what will be their next move?”

“His ability to do that is something that he definitely applies to every aspect of the work,” said Ross Holthouse, external relations manager, P&G. “It is fascinating to see the depth and breadth he brings to the work.”

You can tell from the tone of Hettich’s voice that he likes nothing better than getting the best people around the table to push the envelope of creativity. He likes to bring a variety of favorite creativity techniques to bear on these sessions, among them taking a team to a very different environment, working with all five senses and mixing the right people by handpicking the group. “I make a conscious choice to put the right group into the room and tease out the tensions that exist.” That’s how the Febreze candle was brought to life. “We brought in outsiders, and within three months, had created a new concept and a new vision for the future.”

New-to-the-world Thinking

On June 8, 2007, P&G released news that it was looking back to its earliest days with the launch of the Febreze Candle. Candles developed by William Procter in 1835 were the first items the company sold, but thanks to advances in gas and electric lighting, candle sales ended in 1920. With the launch of the Febreze Candle, the consumer goods giant was going back to its roots while broadly moving forward with a product that fulfilltoday’s consumer demand for odor elimination with scent. “The Febreze brand is a pioneer in odor elimination technology, going back to when we launched Febreze as the first fabric refresher in 1997,” said Jorge S. Mesquita, president, global home care and P&G professional, in announcing the launch. “We felt that it was only natural that an odor-eliminating candle be developed for Febreze, given the brand’s heritage. The Febreze Candle goes a step beyond a traditional scented candle because it does more than just scent a room; it removes unpleasant odors, helping to create a pleasing, relaxing environment.”

When the candle launched, a blogger wrote that the line extension is “about ‘lifestyle’ branding rather than being tied specifically to the product.” He also blogged that this was an important and needed move that will give P&G more branding opportunities. Hettich suggests the candle was less a necessity than a foregone conclusion. “Is it a necessary move? Consumers were literally telling us ‘Are you coming out with a Febreze candle?’ and ‘A candle would be a good idea,’” says Hettich. “We came with a mystery box, and buyers were guessing that it was a candle. You could say the candle was by popular demand.”

Of course, this was no ordinary candle. It is a great example of what Hettich does so well. It reflects a relatively short time from idea to market. For the home care category, he organized a team that focuses only on new-to-the-world products—a very lean team of a few individuals who made the connection that odor elimination from a candle was a concept that should be put to the test. From this idea, the Febreze Candle was born. “It offered the right ‘size of prize,’” says Hettich. The team relied on individuals who could find suppliers quickly, a design manager was put in place and the team ran with the concept.

Celebrate Learning

The other thing about Hettich, says Holthouse, is that he is a great leader and champion for the team. “He has created a very unique and positive culture as it relates to Febreze.” It is the culture of a learning organization.“We stress not just what we don’t know but what we need to know,” says Hettich, proudly stating that “in all functions, the learning culture is very strong.” He also believes in the company within a company approach. “At the Febreze ‘company,’ we share successes, celebrate learning and have fun together, shedding the disadvantages of being in a very big company and acting like a small, nimble company.”

Next Moves

“In this business, what keeps me excited is working with customers and designers to really make an impact,” says Hettich, claiming that he still has the same energy level he had when he started with the company 17 years earlier.

He also holds a broader career perspective: “At P&G, I realize one day I will be doing something beyond air care and Febreze.” With a broad education and impressive language skills (he’s fluent in German, English and Spanish, is conversational in French, and has a basic knowledge of Swedish), he knows that there will be a career change one day to new geographies or new units.

From his very first job with P&G, Hettich has had a sense of the company’s huge trust in his abilities. Today, he spends a lot of time with the company’s young hires, telling them that P&G gives its employees challenges and keeps everyone on a steep learning curve. He also tells them that stretching their sense of curiosity is more important than the number of windows in their office.

The Febreze product family grew again in August 2007, with the launch of Febreze to Go, a small bottle of spray Febreze with a special closure to prevent leaks in travel conditions, designed to meet specific air travel security requirements. Hettich reports that while there is no sales data at the time of this writing, response has been good.

What’s next on Hettich’s Innovation Master Plan? He reports that every week a delegation is out with consumers asking what they want next. He knows for sure that whatever comes next, it will have to be a deliverable technology that works with the Febreze promise.

Sours: https://www.perfumerflavorist.com/networking/news/company/12746997.html

The Basic Psychological Concept That Saved Febreze

febreze socks
John Pearson on Flickr
Before Febreze was a cleaning staple sold at groceries across America, Procter & Gamble declared it a dud and nearly pulled it from shelves.

Even though the company spent millions on the product, poor marketing almost cost them their investment, according to the book "The Power of Habit" by Charles Duhigg.

Procter and Gamble originally advertised Febreze to those they figured needed it most: people who smoked or had multiple pets. They were perplexed when the product barely moved from the shelves.

But their answer was in a basic psychological principle: operant conditioning.

Operant conditioning is the idea that a person's behavior is modified by its consequence. People strive to do things that make them feel rewarded.

But people who smelled bad were so desensitized they often didn't realize it, the researchers found. Because they didn't realize they smelled bad, there was no incentive for them to use Febreze.

Meanwhile, people who cleaned regularly craved the reward of a fresh smell at the end. Even if the room didn't smell bad to begin with, they liked to spray Febreze for the added fresh scent.

Once marketers honed in on what would make people want to use Febreze, it became the household staple it is today.

Here's a graph taken from the book. It shows the cycle of what the author calls the "habit loop."

graph habit book
The Power of Habit
Sours: https://www.businessinsider.com/this-basic-psychological-concept-saved-febreze-2012-5
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How the world's best marketer got it wrong, but eventually got it right

The world’s best marketer – P&G launched a brand called Febreze in the US in 1996 as a spray that could remove bad smells from almost any fabric. The spray had been created when one of the P&G scientists was working with a substance called hydroxypropyl beta cyclodextrin (HPBCD). Apparently he was a smoker and one day when he got back from work his wife asked, “Did you quit smoking?” “No”, he said looking suspiciously. “You don’t smell like smoke”, she said.

P&G sensing a big opportunity spent millions perfecting the formula, producing colorless, odorless liquid that could make any stinky couch or jacket scentless. The marketing team decided that they should position Febreze as something that would allow people to rid themselves of embarrassing smells. They created two television commercials. The first showed a woman talking about how her jacket smell of cigarettes when she eats in the smoking section of a restaurant and the other, had a woman speak about her furniture smelling like her dog. In both cases Febreze eliminated the bad smells.

Febreze bombed.

P&G hired behavioural experts to help them figure out the problem and the new solution. When they visited a woman’s home, they observed that though her house was clean and organized, it stinked of her nine cats. The smell was overpowering but the woman couldn’t notice any smell. They figured that even the strongest scent fades with constant exposure. People who needed Febreze the most simply couldn’t detect bad smells in the first place!

They met hundreds of consumers looking for clues how to make Febreze a regular part of their lives. One day they met a woman, who used Febreze everyday. She used to spray Febreze whenever she would finish cleaning a room. Like in the bedroom, she vacuumed, made the bed, plumped the pillows, tightened the bed sheet’s corners, smiled with a sense of accomplishment and then took a Febreze bottle and sprayed it as a final touch. They saw the same pattern across thousands of hours of videotapes of people cleaning their homes.

That was it. The team decided to make Febreze a fun part of cleaning, at the end of the cleaning routine. They added more perfume, so that instead of merely neutralizing odors, Febreze had its own distinct smell. Febreze was repositioned as the nice smell that occurs at the end of the cleaning routine. Instead of eliminating scents, it became an air freshener, used as the finishing touch.  Febreze was relaunched in 1998. Housewives started craving the Febreze scent and the desire to make everything smell as nice as it looked. Within two months sales doubled. Now Febreze sales are more than $1 billion per year and products include candles, laundry detergents, kitchen spays, etc. P&G learned the lesson – no one craves scentlessness.

Source: The Power of Habit by Charles Duhigg. Hear the full story from Charles Duhigg here.

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Sours: http://www.behaviouraldesign.com/2016/06/07/how-the-worlds-best-marketer-got-it-wrong-but-eventually-got-it-right/
AFOE 1-Febreze Mapping

Febreze

Brand of household odor eliminators manufactured by Procter & Gamble

Febreze is an American brand of household odor eliminators manufactured by Procter & Gamble. It is sold in North America, South America, Europe, Africa, Asia, Australia, and New Zealand.

The name "Febreze" is a portmanteau of the words "fabric" and "easy."[citation needed] The company conducted extensive consumer testing and found customers prefer the spelling "Febreze" over "Febreeze," the latter of which came out of an internal suggestion to combine the words "fabric" and "breeze." First introduced in test markets in March 1996,[1] the fabric refresher product has been sold in the United States since June 1998, and the line has since branched out to include air fresheners (Air Effects), plug-in oil (Noticeables), scented disks (Scentstories), odor-eliminating candles, and automotive air fresheners.

In many non-English speaking countries, the products are sold as Ambi pur.

Ingredients[edit]

The active ingredient in several Febreze products is hydroxypropyl beta-cyclodextrin (HPβCD). The molecule traps and binds volatilized hydrocarbons within its structural ring, retaining malodorous molecules, which reduces their volatility and thus the perception of their scent.[2] The active ingredient is derived from corn.[3] The use of cyclodextrin as a sprayable odor absorber was patented by Procter & Gamble.[4]

The products include additional ingredients such as emulsifiers, preservatives, and perfumes. Benzisothiazolinone is a preservative included in some of the products.[5]

Lines[edit]

There are many types of Febreze branded products. For example, the main Febreze products are air freshener sprays, which are claimed to have a disinfectant effect. There are specialized ones for odor from pets, for cars, and for fabric. Some are aromatic and others are odorless.

  • Air Effects
  • Bedroom Mist
  • Fabric Refresher
  • Bedding Refresher
  • NOTICEables
  • 3VOLUTION
  • Bedroom Diffuser
  • Bedside Diffuser
  • Set&Refresh
  • Stick&Refresh
  • CAR Vent Clip
  • Candles
  • Wax melts
  • Sleep Serenity

In other countries, there are Febreze products for house dust and toilet facilities.

Marketing[edit]

The product, initially marketed as a way to get rid of unpleasant smells, sold poorly until P&G realised that people become accustomed to smells in their own homes, and stop noticing them even when they are overpowering (like the smell of several cats in a single household). The marketing then switched to linking it to pleasant smells and good cleaning habits instead, which resulted in a massive increase in sales. Only after the product became well established in the marketplace did the marketing go back to emphasising odor elimination properties as well.[6]

Safety[edit]

Veterinary toxicology experts working for the ASPCA Animal Poison Control Center consider Febreze fabric freshener products to be safe for use in homes with pet dogs, cats, ferrets, rabbits, and rodents.[7] However, the package labeling indicates that the product is considered not safe around birds, and results from testing with other animals are not indicated.

See also[edit]

References[edit]

  1. ^"P&G tests Febreze", Advertising Age, May 9, 1996
  2. ^"Chemical Functional Definitions - Cyclodextrin". Procter&Gamble. 2005.
  3. ^*P&G. (2014). Febreze FAQ (in japanese). Retrieved: http://www.febreze.jp/Faq.aspx?id=4442 [July 14, 2014].
  4. ^Uncomplexed cyclodextrin solutions for odor control on inanimate surfaces. US Pat. No. 5,714,137. Filed 1994; assigned 1998.
  5. ^Febreze® Air Effects® All Varieties(PDF), retrieved 5 April 2016
  6. ^Duhigg, Charles (February 19, 2012). "How Companies Learn Your Secrets". The New York Times Magazine. Retrieved October 16, 2012.
  7. ^"FAQ - Cleaning Products - Febreze". ASPCA. 2015. Retrieved 2015-03-07.

External links[edit]

Sours: https://en.wikipedia.org/wiki/Febreze

Febreze history of

The Chemistry Behind How Febreze Works

Does Febreze remove odors or merely mask them? Here's the chemistry behind how Febreze works, including information about its active ingredient, cyclodextrin, and how the product interacts with odors.

Febreze was invented by Procter & Gamble and introduced in 1996. The active ingredient in Febreze is beta-cyclodextrin, a carbohydrate. Beta-cyclodextrin is an 8-sugar ringed molecule that is formed via enzymatic conversion of starch, usually from corn.

How Febreze Works

The cyclodextrin molecule resembles a doughnut. When you spray Febreze, the water in the product partially dissolves the odor, allowing it to form a complex inside the "hole" of the cyclodextrin doughnut shape. The stink molecule is still there, but it can't bind to your odor receptors, so you can't smell it. Depending on the type of Febreze you're using, the odor might simply be deactivated or it might be replaced with something nice-smelling, such as a fruity or floral fragrance.

As Febreze dries, more and more of the odor molecules bind to the cyclodextrin, lowering the concentration of the molecules in the air and eliminating the odor. If water is added once again, the odor molecules are released, allowing them to be washed away and truly removed.

Some sources say that Febreze also contains zinc chloride, which would help to neutralize sulfur-containing odors (e.g., onions, rotten eggs) and might dull nasal receptor sensitivity to smell, but this compound is not listed in the ingredients, at least in the spray-on products.

Sours: https://www.thoughtco.com/how-febreze-works-facts-and-chemistry-606149
AFOE 1-Febreze Mapping

How Market Research Saved Febreze | Consumer Behavior Case Study

Febreze.

A product with a strong brand reputation, one that has extended into multiple product categories, and has essentially become a household name in the past few decades.

But even the biggest of brands often go through bumps in the road before they reach the top.

Febreze was no different for Procter & Gamble (P&G) as it was almost pulled off the shelves in the late 1990s as a result. If not for clever observational findings through market research and a complete revamp of its marketing, Febreze would have become an epic failure for P&G.

This emphasizes the importance of new product development market research. Before we get into the Febreze case study, it is worth briefly outlining the value of this type of research pre-launch.

Febreze should be credited for using market research to understand consumer behavior around its product. However, when the team chose to engage in market research was too late. This failed launch of the product likely cost the company hundreds of thousands, if not millions of dollars. A small investment in market research in the early going would have prevented this.

Market research both eliminates risk and increases the chance of success. It eliminates risk of product failure but at the same time could increase the sales of the product 2X, 5X, or 10X+.

New product development research comes in many forms such as in-home usage tests (IHUTs), concept testing surveys, online focus groups, and feasibility studies.

What can you learn from new product development research? Here are some outcomes:

  • Understanding the optimal price point for a product or service.
  • Understanding barriers to purchase.
  • Understand key drivers to motivate purchases.
  • Examine ad messaging and channels to improve marketing ROI.
  • Better understand your target market and target customer.

The important piece to remember is doing your market research early. Pre-launch, not after the product has failed and you are adding to the cost and expenses for a turn-around. Set your product, service, or business concept up for success immediately.

How Market Research Saved Febreze | Consumer Behavior Case Study


First the innovation.

P&G first patented the odor neutralizing absorbing spray technology in its new Febreze product. The product was initially placed in test markets in the early to mid-1990s with a supporting marketing campaign.

Using television commercials, the campaign educated consumers on the new technology used in Febreze which could be sprayed on fabrics, carpets, furniture, and other items in households to neutralize and dissolve all odors.

This non-scented spray seemed to carry great appeal internally and P&G thought they were going to watch sales of this product take off thanks to this new patented innovative technology.


The initial results?

Sales were drastically lower than market estimations.

After months had passed and sales continually declined, P&G had come to the conclusion they had an official flop but couldn't understand why?

As written by Charles Duhigg in The New York Times (author of the book titled The Power of Habit), he explained the issues surrounding the marketing of the product and reasons why it sat on shelves. P&G and its marketing team could not understand why no consumers wanted this odor-neutralizing product.


Enter market research, which Duhigg further goes on to explain.

P&G's marketing research team conducted IHUTs with consumers who did not purchase Febreze and were not likely to purchase Febreze for their home.

Ultimately, the marketing team wanted to find out "why?"

On one IHUT in particular, a team of two market researchers sat with a female homeowner in her living room. This home was particularly unique because of the 9 cats that were roaming throughout the home when the researchers arrived, all 9 of which decided to "sit-in" on the interview in the living room. You know what they say about cats and curiosity.

One researcher remembered the cat smell being so overpowering in the home that he had reached the point of gagging on a few occasions.

Soon after, the golden nugget of research information the marketing team was looking for came about through a conversation:

  • Researcher to Homeowner: "What do you do about the cat smell?"
  • Homeowner: "It's usually not a problem."
  • Researcher: "Do you smell it now?"
  • Homeowner: "No. Isn't it wonderful? My cats hardly smell at all."

Ding. Ding. Ding!


Marketing a product that neutralizes odors to a consumer base that inherently believes no odor exists in their own home is impossible.

This simple research interview and observation created a colossal shift in both the innovation and marketing of Febreze. Through other research interviews, the marketing team learned that many purchasers of Febreze didn't buy the product and use it to eliminate specific smells but rather used it after normal cleaning (e.g., spraying a carpet after vacuuming a room as further confirmation of "clean").

The Febreze innovation team went back and added specific refreshing scents to the odor neutralizing technology. The new spray would serve as positive reinforcement for Febreze users, with the pleasant scent serving as almost a reward reminder or what neurologists would define as your dopamine. Dopamine is the neurological part of your brain that controls your brain's feeling of reward for doing something. P&G eventually found its dopamine hook, albeit a few years late and after some wasteful spending on marketing.

All the more reason that simple market research and exploration research into consumer minds can pay huge dividends and completely revamp marketing campaigns. Even for products like Febreze that involved failed multi-million dollar launches.


How does an in-home usage test (IHUT) project work?

The Febreze market research team used a fairly popular approach and project-type to assess product failure. In many cases, if the product is being used in a home environment, it is critical for the research team to immerse themselves in the natural environment.

Much like if you are trying to understand how mothers use Campbell's soup to cook for kids at home. If you were researching this you would not want to sit 8 mothers down in a focus group room around a table and have them try to recall their thoughts, feelings, and behaviors when using the product. Try to center the research around the natural use of the product in the kitchen.

What are the steps for an IHUT project with a market research company?

  • Proposal
  • Kickoff
  • Workplan
  • Recruitment screener
  • Online pre-screening
  • Phone re-screening
  • Scheduling recruits for in-home interviews
  • Designing the interview guide
  • Conducting the on-site interviews
  • Transcripts
  • Analysis
  • Reporting
  • Recommendations
  • Debrief and wrap-up

Contact Us

Drive Research is a market research company in Syracuse, NY.

Our new product development market research firm has helped brands like Apple, Samsung, Google, Dell, Clorox, Bissell, Amazon, and may more with their market research needs.

Need a quote or proposal for your business concept?

Contact us at 315-303-2040, using our contact form here, or through email at [email protected]

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