ANNUAL REPORT MAGAZINE GfK by dominic.cecilia

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									  2011
ANNUAL REPORT
  MAGA ZINE
                                    Gf K 2011

                             OWN   THE    FUTURE




       YOU MUST THINK IN NEW DIMENSIONS
           TO REACH NEW DIMENSIONS.
OWN THE FUTURE – GFK’S STRATEGY – IS THE PROMISE
        TO OUR CLIENTS AND TO OURSELVES
   THAT COMPREHENSIVE EXPERTISE WILL SERVE
   AS A BASIS FOR THINKING IN NEW DIMENSIONS
 IN FUTURE, ACROSS MARKETS AND DATA SOURCES,
           ONLINE, OFFLINE AND MOBILE.
           AT THE HEART OF IT ALL ARE
                 THE CONSUMERS.
       WHO ARE THEY? WHAT DO THEY DO?
              HOW DO THEY DECIDE?
        AT GfK, WE’RE JOINING CONSUMERS
                ON THEIR JOURNEY.
          THROUGHOUT THEIR LIFETIME.
         CONSEQUENTLY, WE ARE CREATING
   A COMPREHENSIVE PICTURE OF THE CONSUMER
      FOR OUR CLIENTS. AND THIS REPRESENTS
    GREAT POTENTIAL FOR THE FUTURE. FOR OUR
              CLIENTS. AND FOR US.




                  T H E M U LT I M E D I A O N L I N E V E R S I O N
            OF THE ANNUAL REPORT C AN BE FOUND UNDER
                WWW.GfK .COM/GB2011/INDEX .EN.HTML
              Gf K 2011

      OWN     THE    FUTURE




     CONTENT
                1
           CHAPTER

           S T R AT E G Y :
P R E PA R E D F O R T H E F U T U R E
              PA G E 3

         A NEW BRAND
        FOR A NEW GFK
              PA G E 8

          A S K LO C A L LY
     C O N N E C T G LO B A L LY
              PA G E 9




                2
           CHAPTER

    BUSINESS SEGMENTS
             PA G E 2 2




                3
           CHAPTER

          CUSTOMERS:
      JOANNE PEARSON,
         VODAFONE
             PA G E 3 4

       HEINZ PFEIFFER,
           METRO
             PA G E 3 8

       TOBIAS KÜHNEN,
        VOLKSWAGEN
             PA G E 4 2
CHAPTER ONE


THOSE WHO RECOGNIZE FUTURE
DEVELOPMENTS CAN HELP TO DEFINE
THEM AND MAKE THEM THEIR OWN.
THE SUCCESS OF OUR CLIENTS IS
INCREASINGLY DEPENDENT ON
GREATER AWARENESS OF CONSUMER
BEHAVIOR AND MARKET CHANGES.
THEY NEED INFORMATION TO REACT
YET MORE QUICKLY.
OUR NEW STRATEGY PROVIDES AN
EVEN BETTER BASIS FOR THIS.
                                                           Gf K 2011

                                                        STRATEGY




                                    PREPARED FOR                                                                                  3
                                     THE FUTURE

        IN 1934, PROFESSOR WILHELM VERSHOFEN FOUNDED GFK WITH A CLEAR MISSION:
    “ A L L O W T H E V O I C E O F T H E C O N S U M E R T O B E H E A R D ”. T H I S H A S G U I D E D O U R T H I N K I N G
        F O R T H E L A S T 7 8 Y E A R S . W E ‘ R E A T R U S T E D PA R T N E R F O R C O M PA N I E S T H AT WA N T
T O T R U LY U N D E R S TA N D T H E I R C U S T O M E R S . A N D I T ’ S A T E S TA M E N T T O O U R W O R K T H AT M A N Y
                      O F O U R C L I E N T R E L AT I O N S H I P S H A V E E X I S T E D F O R D E C A D E S .




                                         » O U R S T R AT E G Y S H A R P E N S O U R
                          S E RV I C E P O R T F O L I O A N D B R I N G S U S C LO S E R TO B OT H
                                      O U R LO C A L A N D G LO B A L C L I E N T S . «

                                                 M AT T H I A S H A R T M A N N
                                                       CEO GFK SE



               The world is changing. Market conditions are also constantly evolving. Conse-
               quently consumers are changing, as is the way they buy and choose. We’re staying
               ahead by making sure the way we work reflects this new world. Helping our clients
               succeed, today and tomorrow.

               For the past year, we’ve been looking at the way we work and the way we’re struc-
               tured. With our new “Own the Future” corporate strategy, we’ve redefined GfK for
               2012 and beyond. Our business is structured so that we can work together as one
               company, “One GfK”, across all countries and markets.
                                               Gf K 2011

                                             STRATEGY




4




    We’re continuously strengthening our innovative tools to be prepared for the digital
    world of today and tomorrow. Only those who recognize future trends can influence
    them and make them their own. We innovate to provide the knowledge that our
    clients require in this complex landscape. And these innovations are based on our
    brand promise and trust, as well as the highest quality and scientific standards. We
    offer our clients transparency within the complexity of today’s markets.


                  » W I T H O U R N E W S T R AT E G Y, W H I C H E N C O U R A G E S
      A N D   P R O M O T E S C O O P E R AT I O N A S › O N E G F K ‹ , W E A R E B E C O M I N G
                    C O N S I D E R A B LY F A S T E R A N D M O R E E F F I C I E N T,
        BOTH IN TERMS OF OUR PERFORMANCE FOR OUR CUSTOMERS
                    AND IN TERMS OF OUR INTERNAL PROCESSES.«

                                         PA M E L A K N A P P
                                           CFO GFK SE



    The success of our clients increasingly depends on an even greater understanding
    of purchasing behavior and market changes, enabling them to react even more
    quickly. High-quality data is the essential basis. We have the experience that is
    necessary to transform data into valuable insights and can reveal the connections
    between important observations and experiences.

    Life is changing at an incredible pace. The way we communicate, the way we shop
    and the lifestyles we lead are all rapidly evolving. Technology is changing the
    world. Consumers are spread all over the globe. They have ever-more ways of ex-
    periencing brands and products. And there’s never been so much competition.
                                      Gf K 2011

                                    STRATEGY




                                                                                        5




You must think in new dimensions to reach new dimensions and remain competi-
tive under these conditions. Companies must have the deepest understanding of
their current and future customers. Tracking every touchpoint. Online and offline.
All around the world.


                             CUSTOMER JOURNEY
The consumer is at the heart of everything we do. To provide a truly holistic view
of the customer journey, we need to understand why people love what they love,
think what they think and do what they do. We’re always looking for better ways to
understand people and the way their lives are changing. We develop innovative
new techniques to elicit the best data and bring in the most talented experts to turn
that data into relevant insights for decision-making. Constantly seeking the most
cutting-edge technologies and the smartest innovations.

We’ve put the customer journey right at the heart of our products and services,
offering our clients the most comprehensive and valuable view of their customers.
This takes into account how consumers discover a product, service or brand, the
way they experience it and the various factors that influence their decisions and
ultimately their purchasing behavior.
                                           Gf K 2011

                                         STRATEGY




6




    We provide an answer to the question of why customers remain loyal to a brand?
    How do they use it? Why do they buy the same repeatedly or why not? Through
    this comprehensive understanding of the customer journey, we can precisely de-
    termine at each point what is and what is not effective.


                            » T H E S T R AT E G Y E N A B L E S U S
             T O C R E AT E A N D C O N S I S T E N T LY D E L I V E R U N I Q U E ,
                 H I G H - Q U A L I T Y P R O D U C T S A N D S O LU T I O N S
           WHEREVER OUR CLIENTS NEED US AROUND THE WORLD.«

                            DR. GERHARD HAUSRUCKINGER
                                    COO GFK SE



                                   WELL STRUCTURED
    We’ve scrutinized our processes to make our promise real. Naturally, this calls for
    changes to the way we work and how we’re organized. We’ve therefore refocused
    our business. The three former Custom Research, Media and Retail and Technology
    sectors have been reshaped into two complementary sectors that together reflect
    the entire customer journey: Consumer Choices and Consumer Experiences.

    The Consumer Choices sector investigates what’s selling when and where. It fo-
    cuses on the continuous assessment of market segments and trends in all major,
    increasingly convergent and digital sales and information channels and media. GfK
    has set itself the goal of providing highly detailed, accurate and timely data at in-
    ternational level and consequently further strengthening its global market leader-
    ship for information on consumer goods sales. The former Retail and Technology
    sector and the Media sector’s tv, radio and print measurement businesses have
    been folded into the new Consumer Choices sector. Our sophisticated and estab-
    lished techniques and methods reveal how consumers engage with content across
    tv, print, online and on social media. We have invested in pioneering technology
                                         Gf K 2011

                                       STRATEGY




                                                                                             7




and methods. They enable us to monitor and interpret the behavior of consumers
at home and on the move, in stores and online, as well as the use of mobile devices
such as smartphones and tablets.

The Consumer Experiences sector concentrates on consumers’ attitudes, percep-
tions and behavior. These are explored though highly creative, robust and flexible
methodologies. We are pioneering sophisticated new ways of understanding how
people experience brands and services. The former Custom Research business and
ad hoc research from the Media sector are included in this new sector.

To better serve our clients around the world and to reflect the increasingly global
way people interact with brands, we’ve created cross-sector areas of responsibility
within Consumer Choices and Consumer Experiences, each led by a global head.
We’re able to work more efficiently together, make increased use of synergies and
connect with each other more easily.


           » T H E M O S T D I S T I N C T I V E A S P E C T O F O U R S T R AT E G Y
  I S T H AT W E H AV E O R G A N I Z E D O U R S E LV E S A R O U N D T H E A B I L I T Y
            T O P R O V I D E D ATA A N D I N S I G H T T H R O U G H O U T T H E
      E N T I R E C U S T O M E R J O U R N E Y, B O T H O N L I N E A N D O F F L I N E ,
                      FOR THE BENEFIT OF OUR CLIENTS.«

                                  DEBRA A . PRUENT
                                    COO GFK SE



This structure lets us take advantage of our deep understanding of both global and
local markets, sharing ideas and information and working together as one inte-
grated organization. Consequently, we are creating a comprehensive picture of the
consumer for our clients. And this represents great potential for the future. For our
clients. And for us. So we can be a truly innovative, digital, global company.
                                          Gf K 2011

                                        STRATEGY




8                          A NEW BRAND
                          FOR A NEW GFK




    In line with our refreshed strategy and structure, we have a refreshed brand image
    to communicate what has changed.

    Our new brand and logo send a strong signal to everyone inside and outside our
    company that we have a new vision for the future.

    The new logo is both true to our heritage and helps us position GfK for the future.
    It is three dimensional, warm and light in a vibrant orange with clean white letter-
    ing. It comes to life on screen, moving and turning. And we’ve created our own
    bespoke font, Insight – it’s simple, modern and precise.
                                 Gf K 2011

                                ONE   GfK




                      ASK LOCALLY                                             9
                   CONNECT GLOBALLY

             CONDUCTING MARKET RESEARCH IN
          MORE THAN 100 COUNTRIES WORLDWIDE
     MEANS AT LEAST 100 DIFFERENT MARKET CONDITIONS.
          ADDED TO THIS IS THE CONSUMER’S LIFE,
        WHICH CHANGES AND EVOLVES DYNAMICALLY
          AND DIFFERENTLY FOR EACH INDIVIDUAL.
      THE REORIENTATION OF THE STRATEGY HAS MET
 WITH GREAT APPROVAL FROM OUR EMPLOYEES WORLDWIDE.
       THREE GFK EMPLOYEES AROUND THE WORLD
         REPORT ON HOW THEIR SCOPE OF DUTIES
        HAS EXPANDED UNDER THE NEW STRATEGY:
      DEBI BASU IN INDIA, MANAGING DIRECTOR OF GFK
            IN INDIA AND REGIONAL COO WHO IS
         RESPONSIBLE FOR BUSINESS IN THE ASIA
    AND THE PACIFIC REGION, DON DEVEAUX IN THE USA,
       WHO HOLDS GLOBAL RESPONSIBILITY FOR THE
     AUTOMOTIVES SEGMENT, AND FREDRIK HALLBERG,
           DEDICATED TO DIGITAL FUTURE TOPICS
        AS GLOBAL HEAD INNOVATION AND DIGITAL
                  BASED IN SWITZERLAND.




  AN EXTRACT FROM THE      AN EXTRACT FROM THE       AN EXTRACT FROM THE
INTERVIEW WITH DEBI BASU      INTERVIEW WITH     INTERVIEW WITH DON DEVEAUX
                            FREDRIK HALLBERG
                                                           Gf K 2011

                                                          ONE     GfK




10                          VAST POTENTIAL
            DEBI BA SU, MANAGING DIREC TOR OF GFK IN INDIA AND REGIONAL
                     E X E C U T I V E F O R A S I A A N D T H E PA C I F I C , O P E R AT E S
              I N T H E M A R K E T W I T H T H E G R E AT E S T O P P O R T U N I T I E S : I N D I A .
     THE INDIAN SUBCONTINENT OFFERS CONSIDERABLE POTENTIAL , BUT UNLO CKING
                       I T A L S O B R I N G S A M U LT I T U D E O F C H A L L E N G E S .




                                                        DEBI BASU
                                     MANAGING DIREC TOR OF GFK IN INDIA
                          A N D R E G I O N A L E X E C U T I V E F O R A S I A A N D T H E PA C I F I C
                                               CONSUMER EXPERIENCES

                                                     K O L K ATA , I N D I A
                                                          Gf K 2011

                                                       DEBI    BASU




                                                                                                                                  11




                                                                 Indeed the field of market research there has been gener-
                                                                 ating enormous rates of growth for many years. In 2011,
                                                                 GfK was able to show the largest increase in sales in this
                                                                 region. With revenue of usd 50 million, India’s market re-
                                                                 search industry was number 30 in the global esomar
                                                                 country ranking in 2002. Sales have since quadrupled to
                                                                 usd 197 million and the country currently ranks joint 20th
                                                                 with Switzerland, above Norway, Denmark and Austria.

                                                                 Mr Basu reflects on the fact that around 800 million Indi-
                                                                 ans live in poverty, making it difficult for market research-
                                                                 ers to gather solid, meaningful data since a large propor-
“We are aiming for the sky,” says Debi Basu, Managing            tion are illiterate. In addition, the multitude of languages
Director of GfK in Calcutta, India. The new GfK strategy         and dialects spoken in India complicate the work of
Own the Future has come at just the right time for India.        market researchers. Mr Basu explains the predicament:
It is not easy to accommodate the diverse Indian popula-         “Officially we have 35 languages in India, added to this
tion under one market research roof, but Mr Basu is              there are very many dialects. This means that for a large
counting on the impact of One GfK. “We have the client           project with face-to-face interviews, the questionnaire must
groups, the product groups and the required expertise. With      be translated into at least ten different languages. After the
its concentric approach, the new strategy is perfectly timed     evaluation of the questionnaires, we have to translate every-
to help us tap into the potential in India and Asia by draw-     thing back into the original language and then also into
ing on the wealth of knowledge and experience of GfK as a        English, as it is the administrative language.” As he has
whole.” Debi Basu, who is Regional Executive for the             been working to establish market research in India since
whole of Asia and the Pacific, is focusing on the use of          the beginning of the 1980s, Mr Basu knows from experi-
global market research tools and global client contacts to       ence that “hard work and much energy go into this part
create synergies in the region.                                  of the data collection process.”
                                                                 Gf K 2011

                                                                ONE   GfK




12


                                                                                                3 1 C I TI ES
                                                                                 WITH MORE THAN 1 MILLION RESIDENTS
                                                                                          IN INDIA IN 2011

                                                                                                    89%
                                                                                         OF INDIANS OWN A MOPED

                                                                                                    39%
                                                                               OF INDIANS LISTEN TO MUSIC OR THE RADIO
                                                                                       ON THEIR MOBILE PHONE




     According to Mr Basu, the overall standard of market
     research in India is high. As a result of 200 years under
     British colonial rule, “our market researchers meet Euro-
     pean standards because we were very well educated. The
     rest is down to efficient software, even though we mainly
     carry out face-to-face interviews.”

     Indian market researchers also benefit from the fact
     that India is one of the world’s largest growth markets. In
     recent years, in addition to national companies, rapid
     development has attracted foreign competitors to the
     market. “Competition is the mother of all advertising and          markets in the West. This is a significant advantage in a
     therefore also the mother of all market research,” asserts         country which, as Mr Basu points out, “is home to more
     Debi Basu. It is apparent for GfK not only in many new             than 4,000 cities and includes four very large metropoles in
     projects, but also in the fact that “the projects are be-          Mumbai, Kolkata, Bangalore and Chennai. We still have a
     coming increasingly extensive. Global projects, in particular,     long way to go and it will be a great challenge for us as
     hold huge growth potential for us and for our customers.”          market researchers to analyze this giant continent, its cities,
     Many international companies have discovered the Indian            villages and the distribution of resources within the coun-
     market and the Indian consumers themselves. And it is at           try.” But now and also in the long term, India offers unbe-
     precisely this interface that the Indian GfK subsidiary            lievable potential.
     comes into its own. The company has already possessed
     knowledge of India and the typical country-specific chal-           W H AT D O E S “ O N E G F K ” M E A N TO Y O U ?

     lenges from the time “when we worked with the ibm 1401
     computer in 1981. The machine was larger than the confer-          »THIS IS THE MOST MEANINGFUL
     ence room, but had less power than my laptop,” he jokes.           AND SIGNIFICANT APPROACH TO
     Mr Basu and his colleagues are able to offer international         GLOBALIZATION S I N C E W E B E C A M E
     corporations in India expertise and act as an intermediary         PA R T O F G F K I N 2 0 0 6 . «
     between India’s growing market and the established                 DEBI BASU
                            Gf K 2011

                        DEBI      BASU




                                                                       13




  T H E N E W M A R K E T , B U I LT I N 1 8 7 4 , C O N T I N U E S
T O B E T H E M A I N S H O P P I N G C E N T R E I N K O L K ATA .
                                                                        Gf K 2011

                                                                      ONE     GfK




14                                        GLOBAL & DIGITAL
                    T H E G L O B A L H E A D O F I N N O VAT I O N & D I G I TA L , F R E D R I K H A L L B E R G , H A S TA K E N
                O N T H E D U A L R E S P O N S I B I L I T I E S O F G LO B A L D I G I T I Z AT I O N A N D I N N O VAT I O N AT G F K .
                    WITH A PIONEERING EYE ON THE FUTURE, THIS AMBITIOUS SMARTPHONE USER
                 H A S S E T H I S S I G H T S F I R M LY O N D I G I TA L P R O D U C T S . A N D H I S C R E D O ? W E C A N G I V E
                          GFK CLIENTS UNIQUE INSIGHTS INTO USER BEHAVIOR BY NETWORKING
                                     T O G E T H E R A L L D I G I TA L D E V I C E S A R O U N D T H E W O R L D .




                                                                                According to Hallberg, GfK is superbly positioned to con-
                                                                                front this brave new world: “GfK has the right resources
                                                                                to depict the entire purchasing cycle. It can provide a com-
                                                                                prehensive overview of what is taking place how in this
                                                                                global, digital age. And why things occur where. We have
                                                                                exceptional user-centric technology and network-based
     “The speed of change in the digital world is quite breath-                 solutions such as the Network Intelligence Solution (nis),
     taking,” muses Fredrik Hallberg, a native Swede, stating                   which collates data on purchasing behavior from our panels.
     a bald fact. Whereas the day before yesterday, we were all                 We therefore help our clients to understand cause and effect
     still using desktop pcs, and yesterday we were working on                  and consequently enable them to make the right strategic
     laptops, today, Hallberg notes, “more smartphones are                      decisions.”
     being sold than pcs. The power of smartphones and net-
     works are constantly improving. The result is the emergence                nis is a good example of GfK setting new standards in
     of new patterns in consumer behavior. Because the way                      qualifying and quantifying consumers’ mobile internet
     we consume media, its services and content, as well as the                 behavior. It provides continuous census-based data
     way we react and obtain it, is completely changing. It is                  collection on all types of mobile devices at the highest
     therefore crucial that GfK’s clients understand how these                  level of data granularity and accuracy. The broad scope
     technological developments are affecting the behavior                      of the nis methodology enables coverage of all internet
     of consumers.”                                                             protocols and applications with the tracking of bandwidth
                                                                                usage, website visits and visit duration, as well as detec-
     The degree to which innovative digitization is turning                     tion of advertising exposure including tracking of both
     the analog world on its head is clear from a statement                     displayed and clicked ads. In addition, search engine
     from one of the respondents interviewed for a current                      queries, e and m-commerce basket tracking and web user
     GfK study: “My smartphone is my tv, my pc, my diary, my                    itinerary can be monitored. “By connecting all this data
     planner, my phone, my email account, my Amazon access,                     together in a coherent way we can begin to tell the story
     my music player, in fact, my everything. And it even tells my              to our customers, enabling marketers to measure success
     three year-old niece her bedtime stories.”                                 at every touch point,” says Fredrik Hallberg.
                      Gf K 2011

           FREDRIK         HALLBERG




                                                           15




            FREDRIK HALLBERG
G L O B A L H E A D I N N O VAT I O N A N D D I G I TA L
              CONSUMER CHOICES

         HERGISWIL, SWITZERLAND
                    Gf K 2011

                    ONE   GfK




16




                      63
        NEW SMARTPHONE BRANDS APPEARED
                IN CHINA IN 2011


           13.7 S M A RT P H O N E S
     PER SECOND WERE SOLD WORLDWIDE IN 2011


                     29%
      OF ALL MOBILE PHONES SOLD WORLDWIDE
            WERE SMARTPHONES IN 2011
                                                          Gf K 2011

                                                  FREDRIK      HALLBERG




                                                                                                                               17




He admits that his smartphone is part of him: “Wherever
I am – whether I’m waiting for a bus, waiting for a train
or jogging somewhere – if I want to know something, for
example, the results of a football match, I simply check
on  my phone.” This is how he defines his own digital
behavior, adding: “I’m lost without my mobile phone. It
contains everything: my diary, my contacts and more than
100 apps, of which I use around 25 on a regular basis.”

It is certain that mobiles will continue to stimulate behav-
ioral change in many societies and cultures and that digi-
tal services such as mobile phone payment and location
based advertising will continue to proliferate. “It is our
ambition to service this demand for knowledge and insight        As the enthusiastic Swedish innovator says: “The mobile
through nis.” Hallberg realizes that technological data          phone is more than just a device for communications or
analytics solutions on their own will not be enough – what       advertising. It represents the only platform which enables
is required is an understanding of the impact of change          our customers to experience the diverse interests of con-
on consumer behavior. This is what GfK is able to offer its      sumers with regard to tv, internet, books, magazines,
clients. Consequently other GfK data sources, including          games, purchases and much, much more. To be honest,
consumer panels and audience measurement, will be key            we have only just begun to scratch the surface with what
assets in combination with nis to deliver valuable answers       the mobile can do for our business.”
and understanding of the “awareness-engagement-conver-
sion” process to clients.                                        W H AT D O Y O U A S S O C I AT E W I T H “ O N E G F K ” ?


“The revolution triggered by smartphones a few years ago         » T H E P OT E N T I A L O F A N D F O C U S
has transformed our market research industry. Our role           ON GROUNDBREAKING MARKET
in nis is to give our customers both deep insights into con-     R E S E A R C H TO O L S F O R T H E F U T U R E
sumer behavior and to translate them into actionable in-         NEEDS OF OUR CLIENTS«
sights for our customers,” says Fredrick Hallberg.               FREDRIK HALLBERG
                                                          Gf K 2011

                                                         ONE     GfK




18   THE CRISIS AS A WAKE-UP CALL
              D ON DEVE AUX , GLOBAL LE AD AUTOMOTIVE CONSUMER EXPERIENCE S ,
                        I S BA S E D I N T H E CO U NT R Y W I T H BY FA R T H E WO R L D ’ S
        L A R G E S T C O N S U M E R R E S E A R C H M A R K E T. A N D T H E I N D U S T R Y I S R E C O V E R I N G
         F R O M T H E M A J O R C R I S E S O F 2 0 0 8 A N D 2 0 0 9 . T H E ” C A R G U Y ” TA K E S S T O C K .
     H E S E E S A L I G H T AT T H E E N D O F T H E LO N G A U TO M O T I V E T U N N E L A N D P R E D I C T S
                A REBOUND IN THE AUTOMOTIVE INDUSTRY IN THE NEAR FUTURE .




                                                     D O N D EV E AU X
                                              GLOBAL LE AD AUTOMOTIVE
                                               CONSUMER EXPERIENCES

                                                      D E T R O I T, U S A
                                                               Gf K 2011

                                                         DON       DEVEAUX




                                                                                                                                     19




                                                                      as a ‘car guy’ – I just changed my perspective. I had always
                                                                      been fascinated by market research, because it plugged you
                                                                      directly into the voice of the customer. I chose industrial
                                                                      engineering in college, because it allowed me to understand
                                                                      the entire product cycle. Market research was an essential
Crisis years 2008 and 2009 saw the collapse of one of                 element in all the different types of work I did at gm, from
the most important global markets. Particularly in the area           product planning to marketing, and so it was natural that I
of America’s Midwest around Detroit, so famous for its                would end up working in that field.”
historic association with the motor car, untold numbers
of factories closed. Don DeVeaux, who spent many years                DeVeaux, a very positive, lively family man, interprets the
of his career at us motor manufacturer General Motors                 major crisis in the automotive industry as a wake-up call
(gm), believes the situation is not yet entirely resolved:            to all the manufacturers who recorded huge losses on the
“Each year since the recession has been slightly better than          core markets of the usa, Germany, the uk and Japan.
the last, but it is unlikely to reach back to the pre-2008 days,      “Sales volumes were artificially propped up in the usa and
where we averaged sales of about 17 million cars per year             could only be achieved through special incentives to cus-
in the usa. In 2011, approximately 12.8 million new vehicles          tomers.” In the long run, discounts, incentives and selling
were registered, so about 10% more vehicles were sold                 off excess inventory could not work and inevitably led
than in 2010.”                                                        to the collapse of this showcase sector. DeVeaux gives
                                                                      a  critical assessment: “It means we are unlikely to reach
In Europe, slightly more than 13 million vehicles were                those sustained sales volumes ever again, but the industry
sold in 2011. Here, too, the number of units was only                 will be healthier and hopefully show more profitable growth
slightly above that of the previous year. Only in Asia is the         with fewer units.”
automotive industry booming. With 14.5 million vehicles,
China was the largest sales market in the automotive                  For the market to succeed, there must be innovation
industry. A rebounding and growing automotive industry                in the form of new technologies and leaner structures.
also bodes well for the automotive sector of the market               “If you ask customers, you always hear the same old thing
research industry. And here, Don DeVeaux is the right                 when it comes to the subject of buying a car,” DeVeaux
man in the right place. As he says: “I still think of myself          maintains, adding: “Value, styling, performance and brand
                                                                Gf K 2011

                                                               ONE   GfK




20




     image may be important, but when you ask customers why
     they really opt for one car or another, it’s usually because
     it delivers an innovation. This may be a new solution for
     powering the vehicle, such as electrics, a hybrid, a smaller
     suv or new interface capabilities that allow us to connect        For market research this means that motor manufacturers
     our portable electronic devices and interact or go online in      will be “expanding their portfolios, updating their products
     the vehicle.” Certainly, the automotive industry has the re-      and looking for new ways of attracting customers.” But for
     sources to put more efficient and sustainable products on          this, they need even more refined and detailed research
     the road. There are a number of different approaches to           on the market and what customers want. As DeVeaux sur-
     the subject. Electrics, hybrids and plug-in hybrids, which        mises: “Manufacturers need this information even more in
     can be plugged into an ordinary domestic socket and               difficult times, because that is when the customer is really at
     charged. All of this has intrigued consumers, “but they           the center, so market research is particularly important
     aren’t flocking to purchase them, because none of the ideas        when times are hard.”
     have yet hit the true ‘sweet spot’, as all ideas are based on
     a compromise of some sort.” In 2011, only slightly over           “We recognize that the decision to buy a car can be thought
     50,000 new electric cars were sold worldwide.                     about for weeks, months or even years, and may be influ-
                                                                       enced by an enormous range of factors such as advertising
     There is still a long road ahead for the industry, which is       campaigns, a friend’s advice, online research, or a visit to a
     on a slight upward trend and, according to predictions, is        showroom. GfK supports vehicle manufacturers by provid-
     likely to grow again in 2012. Premium vehicles are boom-          ing information on the entire consumer decision-making
     ing worldwide. Only some of the mass producers are still          process. Starting with the lead-up to the purchase all the
     failing to manufacture profitably. And, in the opinion of          way to the time after a purchase. This includes product
     Don DeVeaux, there is another aspect: “It’s difficult to say       evaluation, brand positioning and communications effec-
     what 2011 could have been because the earthquake in               tiveness to purchase intent, pricing optimization and cus-
     Japan had a dramatic impact on the global automotive              tomer satisfaction.”
     market.”
                                                                       W H E N Y O U H E A R “ O N E G F K ”, W H A T D O Y O U
                                                                       S P O N TA N E O U S LY A S S O C I AT E W I T H T H I S ?
     “The automotive segment is not only dominated by a few
     major markets, but is now a global business. That is why we
                                                                       »A UNITED TEAM, WHICH WORKS TO-
     have regional offices in the key automotive countries of the
                                                                       GETHER ON A GLOBAL BASIS FOR THE
     usa, Germany, France, Italy, the uk, India, Brazil, Mexico,
                                                                       COMMON GOAL OF PROVIDING OUR
     Japan and South Korea. Consequently our clients have a
     dedicated local team wherever they do business, enabling
                                                                       CUSTOMERS WITH THE BEST POSSIBLE
     us to guarantee effective communication across the key            AUTOMOTIVE MARKET RESEARCH.«
     markets.”                                                         DON DEVEAUX
              Gf K 2011

        DON    DEVEAUX




                                   21




       237, 7 0 7 CA RS
IN THE USA WERE HYBRID IN 2011

           W HI TE
IS THE MOST BOUGHT COLOR OF C AR
         IN ASIA IN 2011

           5 0 ,0 0 0
  ELECTRIC CARS WERE BOUGHT
      WORLDWIDE IN 2011
CHAPTER TWO


THOSE WHO CAPTURE CUSTOMERS’
PERSPECTIVE CAN DELIVER THE RIGHT
ANSWERS.
CLIENTS BENEFIT FROM OUR EMPLOYEES’
SPECIALIST KNOWLEDGE, ALLOWING US
TO OFFER DEEP-ROOTED EXPERTISE
IN ALL MAJOR SECTORS AND INDUSTRIES.
QUESTIONS THAT GUIDE CONSUMERS
IN THEIR DECISION-MAKING AND
EXPEREINCES ARE AT THE HEART
OF WHAT WE DO.
                                       Gf K 2011

                            BUSINESS        SEGMENTS




                                                                                           23




              BUSINESS SEGMENTS OF THE GFK GROUP
     T H R O U G H I T S E M P L O Y E E S , W H O G E N E R A L LY A L S O H A V E
         C L I E NT- S I D E E X P E R I E N C E O F M A R K E T R E S E A R C H ,
       THE GFK GROUP HA S DEEP INSIGHT INTO THE NEEDS
                  OF MA JOR INDUSTRIES AND SEC TORS.
H E R E W E I N T R O D U C E T H E S E V E N M O S T I M P O R TA N T S E G M E N T S .




                   WHICH QUESTIONS
                                     ?
            DO CONSUMERS ASK THEMSELVES?
                  WHICH EXPERIENCES
                  DO THEY DRAW ON?
            WHAT DECISIONS WILL THEY MAKE?
                          MANY QUESTIONS.
                         MANY POSSIBILITIES.
                                                                                   Gf K 2011

                                                                       BUSINESS           SEGMENTS




24




                                                                                                                          ?




                                                                                                           ?
                                                                                                           HOW WOULD
                                                                                                           A GOOD FRIEND
                                                                                                           DESCRIBE
                                                                                                           THE WAY I DRESS?




                                                                         CONSUMER GOODS
         T H E CO N S U M E R G O O D S S EG M E NT CO M P R I S E S FA S T M O V I N G CO N S U M E R G O O D S , H O U S E H O L D G O O D S A N D FA S H I O N .
     F R O M T H E V A S T R E S E R V E S O F I N F O R M A T I O N , W E F I LT E R O U T P R E C I S E LY W H A T O U R C L I E N T S N E E D T O P O S I T I O N T H E I R
          P R O D U C T S F O R S U C C E S S . B E I T M A R K E T O P P O R T U N I T I E S A N D I N N O VAT I O N , B R A N D A N D C U S TO M E R E X P E R I E N C E ,
                                       S H O P P E R A N D R E TA I L S T R A T E G I E S , T R A D I T I O N A L O R O N L I N E S H O P P I N G .
                                                                             Gf K 2011

                                                                 BUSINESS          SEGMENTS




                                                                                                                                                                         25




                                                                                                                                            ?
                                                                                                                                                   ?


                                                                                                                            ?
                                                                                                                            IS IT NOT ALSO POSSIBLE FOR
                                                                                                                            ME TO ORDER MERCHANDISE
                                                                                                                            FROM THIS TV SHOW ON THE
                                                                                                                            INTERNET?




                                                          M E D I A A N D E N T E R TA I N M E N T
   T H E M E D I A A N D E N T E R TA I N M E N T S E G M E N T C A P T U R E S T H E F U L L P I C T U R E F R O M C O N C E P T T E S T I N G T O A U D I E N C E
MEA SUREMENT AND PROFILING ACROSS EVERY CHANNEL TO S ALES OF VIDEO ON DEMAND, E-BO OK S , DVDS , MUSIC AND
  G A M E S . W E U N D E R S TA N D T H E M A I N F A C T O R S B E H I N D C O N S U M E R S ’ M E D I A C H O I C E S A N D C A N T H E R E F O R E I D E N T I F Y
                               T H E I R C H A N G I N G P A T T E R N S O F L O Y A LT Y , C O N S U M P T I O N A N D S P E N D I N G .
                                                  Gf K 2011

                                      BUSINESS           SEGMENTS




26




     ?
                                                                                                  ?
                                                                                                  HOW MUCH
                                                                                                  WILL THE TRIP
                                                                                                  ACTUALLY
                                                                                                  COST ME NOW?




                                      CONSUMER SERVICES
                    T H E C O N S U M E R S E R V I C E S S E G M E N T C O N C E N T R AT E S
         O N T H E S E R V I C E S E C TO R , P R O V I D I N G S U P P O R T TO CO M PA N I E S F R O M
                T O U R I S M A N D T R A V E L , P O S TA L S E R V I C E S A N D L O G I S T I C S .
                                                                         G f K 2011

                                                           BUSINESS            SEGMENTS




                                                                                                                                                                 27




                                      ?
                                                                                                            ?
                                                                                                            WHERE DOES THE CAR
                                                                                                            STAND IN TERMS
                                                                                                            OF CO 2 EMISSIONS?




                                                                   AU TO M OT I V E
     I N T H E A U TO M OT I V E S E G M E N T, T H E T Y P E O F W O R K R A N G E S F R O M P R O D U C T CO N C E P T T E S T I N G A N D
C A P T U R I N G C U S TO M E R S AT I S FA C T I O N TO A D VA N C E D F E AT U R E S R E S E A R C H . W E C O N D U C T S T U D I E S S U C H A S
      “ D E S I G N A N D D R I V E C L I N I C S ”, T O O P T I M I Z E B R A N D M E S S A G E S , D E S I G N , P R I C I N G A N D P O S I T I O N I N G .
                                                                                        Gf K 2011

                                                                           BUSINESS            SEGMENTS




28




                                                                                    ?




                                                                                                                          ?
                                                                                                                          HOW DO I DECIDE
                                                                                                                          WHERE I SHOULD INVEST
                                                                                                                          MY MONEY?




                                                                           FINANCIAL SERVICES
                 T H E F I N A N C I A L S E R V I C E S S E G M E N T C A R R I E S O U T I N V E S T I G AT I O N S A N D S U R V E Y S F O R A W I D E VA R I E T Y
     OF FINANCIAL SERVICE PROVIDERS, INCLUDING BANKS, INSURANCE PROVIDERS, BUILDING SOCIETIES AND CENTRAL BANKS
             A S W E L L A S S TO C K M A R K E T A N D I N V E S T M E N T C O M PA N I E S . C O R E TO P I C S I N C L U D E M A R K E T D E V E LO P M E N T S A N D
     S A L E S S T R U C T U R E S , B R A N D P E R C E P T I O N , C O M M U N I C A T I O N S , C U S T O M E R L O Y A LT Y , N E W P R O D U C T D E V E L O P M E N T , TA R G E T
                                                    GROUPS, MARKET SEGMENTS AND CONSUMER PROTECTION.
                                                                               Gf K 2011

                                                                 BUSINESS            SEGMENTS




                                                                                                                                                                             29




                                                                                           ?


                                                                                                                             ?
                                                                                                                             WHAT IS THE
                                                                                                                             BATTERY LIFE –
                                                                                                                             IN HOURS –
                                                                                                                             OF MY NOTEBOOK?




                                                                D I G I TA L T E C H N O LO G Y
         T H E D I G I TA L T E C H N O L O G Y S E G M E N T ’ S M A I N F O C U S I S O N P R O D U C T S I N T H E C O N S U M E R E L E C T R O N I C S ,
I T , O F F I C E , P H O T O G R A P H I C A N D T E L E C O M M U N I C A T I O N S S E G M E N T S . C O N T I N U O U S LY M O N I T O R I N G W H A T P R O D U C T S
         CO N S U M E R S A R E B U Y I N G CO N V E Y S A CO M P R E H E N S I V E P I C T U R E O F T H E K E Y FA C TO R S B E H I N D P U R C H A S E
     AND USAGE DECISIONS AND SHOWS HOW CONSUMERS EXPERIENCE, PERCEIVE AND INTERACT WITH A BRAND.
               Gf K 2011

     BUSINESS        SEGMENTS




30




                                       ?

                                           ?
                                           SHOULD I BUY MYSELF
                                           A SMALLER AND THEREFORE
                                           HANDIER SMARTPHONE?




     D I G I TA L T E C H N O LO G Y
                                                                                   Gf K 2011

                                                                      BUSINESS           SEGMENTS




                                                                                                                                                                                     31

                                                                                                                                                                                ?


                                                                                                                        ?

                                                                                                                                ?
                                                                                                                                WHICH CREAM WILL BE
                                                                                                                                MORE EFFECTIVE FOR
                                                                                                                                MY SKIN BUT WILL NOT
                                                                                                                                IRRITATE IT?




                                                                             H E A LT H C A R E
T H E H E A LT H C A R E S E G M E N T O P E R A T E S I N T H E M E D I C A L T E C H N O L O G Y , A N I M A L H E A LT H , C R O P P R O T E C T I O N , A G R I C U LT U R E ,
           O P T I C S A N D H E A R I N G A I D M A R K E T S . O U R S E R V I C E S E N C O M PA S S E V E R Y S TA G E A N D E V E R Y T O U C H P O I N T
F R O M C O N C E P T D E V E LO P M E N T, E F F E C T I V E B R A N D P O S I T I O N I N G A N D C O M M U N I C AT I O N T O M O N I T O R I N G B R A N D P E R C E P T I O N
                                       A N D E X P E R I E N C E S A M O N G H E A LT H C A R E P R O V I D E R S A N D P A T I E N T S .
CHAPTER THREE


CONTINUAL DEVELOPMENT IS ESSENTIAL
IN ORDER TO REMAIN A RELIABLE
BUSINESS PARTNER.
MARKET CONDITIONS ARE EXTREMELY
CHALLENGING FOR OUR CLIENTS.
GFK’S NEW STRATEGIC ORIENTATION
WILL BE DECISIVE IN HELPING TO MEET
THE CONSTANTLY EVOLVING DEMANDS.
WE ASKED THREE OF OUR CLIENTS
WHO OPERATE AT INTERNATIONAL LEVEL
WHAT THEY EXPECT FROM TODAY’S
MARKET RESEARCH AND
THE GFK GROUP’S NEW STRATEGY.
                            Gf K 2011

                           CUSTOMERS




                                                         33




              VODAFONE

          JOANNE PEARSON
              LO N D O N
                PAGE 3 4




                                           METRO

                                        HEINZ PFEIFFER
                                         DUSSELDORF
                                           PA G E 3 8




VOLKSWAGEN

TOBIAS KÜHNEN
  WOLFSBURG
   PAGE 4 2
             Gf K 2011

       JOANNE    PEARSON




34




        JOANNE PEARSON
        VODAFONE GROUP
     GLOBAL HE AD OF INSIGHT

     LOND ON, UNITED KINGD OM
                                     Gf K 2011

                                   VODAFONE




                          GLOBAL                                                   35
                        CHALLENGE

         THE MARKET IN WHICH VODAFONE OFFERS ITS SERVICES IS
   MOVING AT LIGHTNING SPEED. TECHNOLOGY AND USER BEHAVIOR ARE
     PERMANENTLY IN FLUX. SENSIBLE SEGMENTATION OF THE MARKET
  IS THEREFORE VITAL AS MOBILE COMMUNICATIONS HAVE NOW BECOME
       A COMPLEX INDUSTRY COVERING HUGE VOLUMES OF DATA AND
OFFERING A WEALTH OF POSSIBILITIES FOR USING DEVICES AND EQUIPMENT.
 IN HER CAPACITY AS GLOBAL HEAD OF INSIGHT OF THE VODAFONE GROUP,
          JOANNE PEARSON WAS FACED WITH A HERCULEAN TASK.


          Mobile phone, smartphone and tablet pc, these three devices
      alone provide countless options for offering customers personalized
    communication solutions. If you add fixed network telephony, broadband
        connections and, in some of Vodafone’s markets, tv, it becomes
  rather complicated. However, the real challenge was to include 21 countries
                     worldwide in the segmentation plan.

       Vodafone and GfK have taken up this global challenge with 64,000
  interviews and have examined and categorized the markets of the Vodafone
   footprint in an impressive analytical feat. However, the current situation is
  only half the story with this project, as the pace of change makes permanent
      analysis and adjustment necessary. There may still be big differences
     between Ireland and India at the moment, but in this line of business,
              understanding the future is as important as mastering
                                the present situation.




                              AN EXTRACT FROM THE
                         INTERVIEW WITH JOANNE PEARSON
                                                                Gf K 2011

                                                         JOANNE      PEARSON




36




                                                                       tions, we are going for a global, across-the-board ap-
                                                                       proach that will provide us as a company with a standard
                                                                       language solution for all markets. As our business activi-
                                                                       ties have expanded considerably, we need a broader
                                                                       grasp of the markets.
     1.
     WHAT CHALLENGES DOES VODAFONE                                     3.
     FACE IN TODAY’S MARKET IF IT WANTS                                WHY HAS VODAFONE CHOSEN GfK AS ITS
     TO SEGMENT CONSUMER GROUPS?                                       PARTNER FOR THESE CHALLENGES?
     JOANNE PEARSON:        Of the countless challenges posed by       J O A N N E P E A R S O N : We have tackled a very big project
     this fast-moving and highly competitive market, I would           here. We had lots of companies to choose from who are
     like to concentrate on the following three. Firstly, we have      capable of managing projects of this size, but GfK had the
     to stand out from the crowd because there are a large             best expertise and the most intensive experience with sur-
     number of competing companies offering the same tech-             veys on such a scale. The second reason is its outstanding
     nology. This is especially important in the European mar-         ability to analyze data volumes and to translate them into
     ket. Secondly, the industry as a whole is moving from             conclusive results. There is a wealth of brilliant analysts at
     strong demand for mobile communications to an ever                GfK.
     greater demand for data traffic on smartphones, tablets
     and other devices. It is increasingly about mobile internet       4.
     access. Therefore, we have to develop a feel for what peo-        WHAT WAS SO DIFFERENT ABOUT THE
     ple need today and what they expect of us in the future.          CURRENT SURVEY?
     Thirdly, the so-called emerging markets have a complete-          J O A N N E P E A R S O N : The number of parties representing
     ly different structure for both services and devices. In this     our interests in the countries alone was already a huge
     case, it is crucial for our company to identify the differ-       challenge. The question for us was how we could manage
     ences and the fine distinctions.                                   this. The time window was also an important factor. From
                                                                       conception to rollout, the project lasted approximately
     2.                                                                one year. One challenge was the high number of inter-
     HOW DID VODAFONE MASTER THESE                                     views and the diversity of the markets, if we compare
     CHALLENGES IN THE PAST?                                           Ireland and India, for example. In addition, we wanted
     JOANNE PEARSON:       We mainly carried out European seg-         to find a global solution that still took into account local
     mentation. In some markets we offer a fixed network plus           conditions, and was therefore applicable for each indi-
     broadband and other highly integrated solutions. So, this         vidual market. The aim was to work out the common
     time, instead of offering European and international solu-        features and differences of the respective market.
                                                         Gf K 2011

                                                       VODAFONE




                                                                                                                               37




                                                                resources. That is, not only were group meetings held
                                                                here in London, but direct contact also took place locally
                                                                with GfK subsidiaries. Consequently, we were able to
                                                                identify the problems in the individual markets and find
                                                                out where the challenges lay. We used GfK‘s findings to
                                                                plan everything exactly for the rollout, the workshops,
                                                                videos and trips to the individual countries.

5.                                                              8.
WHAT WERE THE BIGGEST CHALLENGES?                               HOW CAN VODAFONE UPDATE
JOANNE PEARSON:     An increasing range of devices and          THE FINDINGS OBTAINED?
services are now available to meet users’ needs covering        JOANNE PEARSON:       When we have identified the custom-
both fixed and mobile networks.                                  ers in the individual segments we can build on the results
                                                                from the research and limit the group of customers that
6.                                                              fits the segment. Secondly, we rely on our local “champi-
HOW DO YOU TAKE THIS INTO ACCOUNT                               ons“, i.e. on people who implement the corresponding
WHEN SEGMENTING CONSUMER GROUPS                                 segment in each country and exchange the application
ON A GLOBAL SCALE?                                              with other countries; in short, people who cultivate com-
JOANNE PEARSON:      We surveyed users on the full range        munication and thereby keep the product fresh and real.
of products: about their mobile phones, whether they use        We also update the databases at regular intervals, as this
tablets, how they use their pc, when and how they use the       branch is so fast-moving and never stands still. To main-
internet and whether they use a fixed network, broadband         tain a corresponding return, we must keep the results
or Wi-Fi, for example. But also what stood in the way of        alive and guarantee a high degree of relevance.
use. In many countries cost was a big factor and else-
where the infrastructure could not offer the service. In        9.
many regions illiteracy precluded use.                          DOES THE NEW GfK STRATEGY HELP
                                                                VODAFONE IN ITS DAY-TO-DAY BUSINESS?
7.                                                              JOANNE PEARSON:        I think that GfK’s expertise and ex-
HOW ARE THE FINDINGS IMPLEMENTED                                tensive knowledge of different markets is definitely the
AND WHAT PART DID GfK PLAY?                                     right solution. Of course it is not possible for Vodafone to
JOANNE PEARSON:      Once we had received the results on        represent every market, every country and every national-
segmentation we organized workshops worldwide to                ity. Therefore it is crucial that we can talk to our global
deepen the importance of segments and to offer everyone         network with GfK’s help and utilize their expertise and
the chance to get to know the segments. Support also            market knowledge. Furthermore, speed is important in
came from local allies, as the number of markets was very       our industry and using the network that GfK possesses,
high. GfK supported us by utilizing their local sources and     allows us to be quick.
                         Gf K 2011

                HEINZ        PFEIFFER




38




                 HEINZ PFEIFFER
                     METRO GROUP
     HEAD OF GROUP MARKET INTELLIGENCE
         C O R P O R AT E G R O U P S T R AT E G Y

              D U S S E L D O R F, G E R M A N Y
                                       Gf K 2011

                                       METRO




                        CASH, CARRY                                                 39
                        & CREATIVITY

         THE METRO GROUP RANKS AMONG THE MAJOR INTERNATIONAL
RETAIL COMPANIES AND OPERATES FROM OVER 2,100 LOCATIONS IN 33 COUNTRIES.
        ITS BRANDS INCLUDE METRO CASH & CARRY, REAL, MEDIA MARKT
                  AND SATURN AS WELL AS GALERIA KAUFHOF.
         HEINZ PFEIFFER, VICE PRESIDENT AND HEAD OF GROUP MARKET
   INTELLIGENCE, IS A GLOBAL PLAYER WHO APPRECIATES GFK’S VERSATILITY
              AS A SERVICE PROVIDER WHILE ALWAYS DEMANDING
                     THE HIGHEST LEVEL OF INNOVATION.


         The Metro Group encompasses both wholesale and retail markets
      with its four brands. GfK supports the retail giant with tailored services
        in various segments and makes an important contribution towards
                      understanding the entire consumer cycle.

            GfK provides Metro with extensive knowledge that highlights
     new global opportunities for the retail group. This knowledge is obtained
         from panels in the Retail and Technology sector, consumer panels
    and a specific textile panel. At the same time, customer satisfaction tracking
           and non-buying customer surveys help reveal why a customer
                              stops buying a product.




                                AN EXTRACT FROM THE
                            INTERVIEW WITH HEINZ PFEIFFER
                                                              Gf K 2011

                                                        HEINZ      PFEIFFER




40




     1.
     THE METRO GROUP IS A TRULY INTERNA-
     TIONAL COMPANY. WHICH GfK TOOLS ARE
     THE MOST IMPORTANT TO YOU?
     HEINZ PFEIFFER:     Tools that support internationalization
     are especially important, such as Consumer Choice’s
     retail panel, which we use intensively for Media-Saturn
     and in countries where Metro Cash & Carry is represent-
     ed. In addition, Real works with consumer panels which
     show us how much consumers spend at specific retailers
     and give us a valuable insight into consumer preferences        international, harmonized reports on the basis of a stan-
     for particular retail structures. Of course, there are also     dardized product universe, something we have already
     tools that we only implement nationally, because they are       implemented in our Media Markt-Saturn division. Such
     unfortunately not available on an international level. They     high-quality market data enables us to make strategic de-
     include GfK’s textile panel, used extensively in Germany        cisions on a global level and monitor their implementation
     by Galeria Kaufhof.                                             more consistently.

     2.                                                              3.
     WHAT IMPORTANCE DOES INTERNATIONAL                              TOTAL STORE REPORTING IS A PROJECT
     HARMONIZATION OF NON-FOOD                                       THAT IS CURRENTLY UNDER DEVELOPMENT
     REPORTING HOLD FOR THE STRATEGIC AIMS                           AND WHICH LOOKS BEYOND THE NON-FOOD
     OF METRO CASH & CARRY MARKETS?                                  AREA. WHAT EXPECTATIONS DO YOU HAVE
     HEINZ PFEIFFER:     We currently have multinational coop-       FOR RETAIL PARTNERS AS A RESULT OF THIS
     eration agreements with GfK in 22 countries, and the            DEVELOPMENT?
     Metro Cash & Carry offices each have an arrangement              HEINZ PFEIFFER:     Retailers already have access to reli-
     with the national GfK company in their country. This al-        able, detailed information on certain product categories
     lows for the necessary proximity to the market and also         from retail panels, but this information is still only avail-
     for easy communication. However, the disadvantage is            able for a limited number of non-food product ranges.
     that different requirements in the various countries result     Consequently, we lack an overview of the market trend
     in a largely heterogeneous reporting structure, which           relating to our complete product range. There are product
     complicates worldwide comparisons. Our aim is to realize        ranges for which we have no market development data
                                                          Gf K 2011

                                                          METRO




                                                                                                                                41




over the course of the year. The Total Store Report’s ap-
proach is to attract retailers who report their sales across
all ranges on the basis of a standardized product group                   THE METRO GROUP HEADQUARTERS
structure. GfK collates the data from retailers and gener-                        I N D U S S E L D O R F.

ates a comprehensive picture for the industry. Total Store
Report is an excellent approach that represents a signifi-
cant step forward, because it will make market bench-
marks relating to the entire food and non-food product
ranges available for the first time.

4.
BUSINESS IS BECOMING INCREASINGLY
COMPETITIVE. WHAT ARE METRO’S STRATE-
GIES FOR THE FUTURE?
HEINZ PFEIFFER:     Our objective is long-term, profitable        5.
growth based on five strategic value drivers: customer            DOES THE NEW GfK STRATEGY HELP
focus, internationalization, innovation, efficiency and          METRO IN ITS DAY-TO-DAY ACTIVITIES?
sustainability. A number of strategic initiatives are geared     HEINZ PFEIFFER:      GfK has expanded significantly in re-
to these value drivers, such as the expansion of multi-          cent years, so it is necessary to harmonize the Group’s
channel activities for all our brands. They make us more         structure and processes. And this is of course also in the
competitive and stronger, even when market conditions            interests of international companies, such as Metro. I be-
are difficult. We are also developing new, creative busi-         lieve that this is the right way forward for GfK, because
ness models, for example Real Drive, which enables               increasing numbers of business partners and customers
consumers to purchase everyday essentials such as                in industry and retail require standardized, global infor-
food and toiletries online. These can be collected from          mation. If the services and market research tools provided
the  Real Drive-in Shop just two hours after they have           by GfK are harmonized − I am thinking of GfK Loyalty
been ordered. The whole payment and collection process           Plus customer satisfaction tracking here − clients will wel-
is completed in a few minutes.                                   come the change.
                               Gf K 2011

                       TOBIAS        KÜHNEN




42




                        TOBIAS KÜHNEN
                          VOLKSWAGEN AG
     P R O J E C T M A N A G E R A N D S T R AT E G I C P L A N N E R
         CONSUMER INTERACTION MANAGEMENT

                     WOLFSBURG, GERMANY
                                     Gf K 2011

                                  VOLKSWAGEN




                     CLICK, SELECT,                                                  43
                         SHARE

     AN OPTIMIZED INTERNET PRESENCE IS AT THE VERY HEART OF
  VOLKSWAGEN’S GLOBAL DIGITAL BUSINESS STRATEGY (DBS). IN 2011,
 TOBIAS KÜHNEN, PROJECT MANAGER AND STRATEGIC PLANNER FOR THE
    CONSUMER INTERACTION MANAGEMENT DEPARTMENT, TOOK ON
      RESPONSIBILITY FOR TWO KEY PROJECTS FROM THE OUTSET:
THE CAR-CONFIGURATOR AND THE HOTLINKS FROM WEBSITE TO DEALERS.
 WITH THIS, HE LAUNCHED THE PROCESS OF CONTINUOUS OPTIMIZATION
                      OF THE MOTOR WEBSITE.


    Nothing is more certain than change. And in this vein, just as Web 2.0
  evolved from the original, rather simpler websites, all strategically-oriented
online providers have had to sharpen their profiles. Users have also sharpened
 their profiles so that these days, mobile networks and social networking have
 become an integral part of daily life. The order of the day is: click, select and
                         share your decision with others.

    Volkswagen and GfK have pioneered an entirely new dimension in the
  digital link between manufacturer and user, both at local and global level.
However, since the digital possibilities open to users are constantly changing,
     both Volkswagen and GfK SirValuse are also engaged in an ongoing
 process of further optimization of their web presence. Because today’s tool
                      of choice will be history tomorrow.




                              AN EXTRACT FROM THE
                          INTERVIEW WITH TOBIA S KÜHNEN
                                                              Gf K 2011

                                                        TOBIAS     KÜHNEN




44




     1.
     WHAT IS THE CORE THINKING BEHIND THE
     DIGITAL BUSINESS STRATEGY?
                         For Volkswagen, dbs is the solution to
     TO B I A S KÜ H N E N :
     the changing use of the internet. The internet has become
     a central source of information and method of communi-
     cation, not least because of the advent of mobile terminals
     and the wealth of additional functions. As a company, we
     are keeping pace with these rapid changes.
                                                                     4.
     2.                                                              DURING THE DEVELOPMENT PROCESS,
     WHAT WAS THE AIM OF REWORKING THE                               WHICH WERE THE DETERMINING FACTORS IN
     WEBSITE IN THE CONTEXT OF THE DIGITAL                           THE  INTERNATIONAL SUCCESS OF THE DBS?
     BUSINESS STRATEGY?                                                                  Knowledge and experience of the indi-
                                                                     TO B I A S KÜ H N E N :
                         These days, a major part of the process
     TO B I A S KÜ H N E N :                                         vidual markets played a key role here. It is only with local
     of our consumers deciding to buy takes place online. This       feedback that a process of continuous optimization can be
     not only applies to finding product information, but also to     successfully managed at international level. We standard-
     seeking out comparison sites for the models and prices          ized this process, primarily by using GfK SirValUse and at
     offered by a variety of suppliers, using the internet as an     the same time, we made the process so adaptable to
     opinion platform, searching for local suppliers and joining     change that it can easily assimilate the continuous devel-
     a social environment in which to discuss the product. Our       opment of both the web and users.
     aim is to reflect this expansion of the ways in which the
     internet is used on the Volkswagen website.                     5.
                                                                     WHICH STRATEGIC DELIBERATIONS WERE KEY
     3.                                                              TO THE DEVELOPMENT OF THE WEBSITE?
     TO WHAT DEGREE SHOULD MOTOR MANUFAC-                            TOBIA S KÜHNEN:      The brand design and Volkswagen
     TURERS BE RESPONDING TO BOTH LOCAL AND                          philosophy constituted the basis. The issue was to reduce
     GLOBAL DEMAND IN THE DIGITAL UNIVERSE?                          content to the essential, so that the internet pages would
     T O B I A S K Ü H N E N : Most motor manufacturers adopt        be clear, simple and intuitive. The optimum level of user-
     either a local or a global approach. Volkswagen com-            friendliness feeds off expertise, creative ideas, continuous
     bines the two out of conviction that it must offer the          monitoring and optimization. Customers often place a
     best service locally while applying a uniform brand             much higher value on user-friendliness than on all the
     strategy globally.                                              bells and whistles.
                                                            Gf K 2011

                                                        VOLKSWAGEN




                                                                                                                                 45


6.
THE CONFIGURATOR (A TOOL WHICH ALLOWS
CONSUMERS TO DIGITALLY DESIGN THEIR OWN
CAR) IS THE MOST COMPLEX AND, AT THE
SAME TIME, ONE OF THE MOST IMPORTANT
TOOLS ON A MANUFACTURER’S WEBSITE.
THE ISSUE IS HOW BEST TO TAKE USERS THERE?
                     A quick overview of the possibilities on
TO B I A S KÜ H N E N :
offer is important and depends on site maps and the abil-
ity to select options which are really useful – as in the case
of a complex product. At the same time, the process
should be fun. Friends in social networks should be able
to participate and suitable products offered by local deal-
ers must be able to be located quickly. This transforms a
tool which, in theory, is a simple selection tool into a high-
ly versatile instrument.

7.
WILL WE BE BUYING OUR CARS ONLINE ONE
DAY? OR WILL THERE BE USERS IN TEN YEARS’
TIME WHO ARE STILL GOING DOWN TO                                                     T H E B E LO V E D B E E T L E O N
                                                                               T H E A M E R I C A N H O M E PA G E O F V W.
THE CAR SHOWROOM INSTEAD OF USING THE
CONFIGURATOR?
                   For a customer to select a car at home
TO B I A S KÜ H N E N :
with the Configurator is not mutually exclusive with
checking it out directly in the dealer’s showroom. The             9.
dealer will continue to play an important advisory role in         THE NEW GFK STRATEGY, OWN THE FUTURE,
the future. The two experiences are becoming increas-              HAS A SIMILAR FOCUS TO THE VOLKSWAGEN
ingly conjoined, so that ultimately, we will be able to offer      DBS. TO WHAT DEGREE HAS THIS PAID
our customers even better opportunities of finding their            OFF IN THE COOPERATION BETWEEN THE
dream car.                                                         COMPANIES?
                                                                                        Fortunately, Volkswagen and GfK share
                                                                   TO B I A S KÜ H N E N :
8.                                                                 the opinion that choice and experience constitute the two
HOW GREAT MUST THE ONLINE AFFINITY                                 key factors when it comes to internet use. Anyone who
OF THE USER BE TO KEEP ON CLICKING AND                             wishes to understand customers will not only have to as-
NAVIGATING ONTO THE CAR DESIGN SITE?                               certain which features customers value in the end prod-
T O B I A S K Ü H N E N : Volkswagen serves a wide-ranging         uct, but also how they look for it, which channels they use
client base. Its website must be geared to enable even             and how they compare and rate it and not least, how and
online newcomers to navigate well enough to reach their            where the product should be presented. In brief: Volks-
target objectives. At the same time, seasoned internet             wagen and GfK are conscious of the need to further
users expect contemporary applications and a digital               develop an understanding of customers and their habits
playground. Our aim is to ensure that both newcomers               in tandem with developing an insight into the new possi-
and experts find their dream car.                                   bilities offered by the new media.
                         Gf K 2011

                   OWN   THE   FUTURE




46           THE GFK GROUP’S FOCUS
         HAS ALWAYS BEEN ON CONSUMERS
       AND THEIR BEHAVIOR. THIS ALLOWS US
               TO GIVE OUR CLIENTS
       A BASIS ON WHICH TO MAKE DECISIONS
          AND OPTIMIZE THEIR SERVICES
                IN THE LONG TERM.
       THIS MAXIM HAS NOT BEEN AFFECTED
               BY THE NEW STRATEGY.
       THE DIFFERENCE IS THAT WE ARE NOW
            IN A MUCH BETTER POSITION
       TO RECOGNIZE AND ASSESS CHANGES.
             WE ENABLE OUR CLIENTS
            TO RESPOND EVEN EARLIER
     TO GLOBAL DEVELOPMENTS AND THE NEEDS
              OF THEIR CONSUMERS.
         AND TO SHAPE THEIR OWN FUTURE.
                                                             Gf K 2011

                                                     OWN     THE    FUTURE




                                                      IMPRINT

                                                        ISSUER
                                                        GfK SE
                                                   NORDWESTRING 101
                                                   90419 NUREMBERG
                                                     WWW.GfK .COM


                                                      C O N TA C T S
                                                  BERNHARD WOLF
                              G LO B A L H E A D O F C O R P O R AT E C O M M U N I C AT I O N S
                                                 M A R I O N E I S E N B L ÄT T E R
                                                    P U B L I C R E L AT I O N S


                                          C O N C E P T I O N & R E A L I Z AT I O N
                                       HÄFELINGER+WAGNER DESIGN GMBH


                                              E D I T O R I A L PA R T N E R
                                        ABACUS PRESSE & PR JO CLAHSEN


                                                    T R A N S L AT I O N
                                              ARB LIMITED, LOND ON, UK


                                                      PHOTOGRAPHERS




                                                       MICHEL COMTE
         Michel Comte was born in 1954 in Zurich and trained professionally as an art restorer. He approached photography
         autodidactically and received his first international advertising assignment in 1978 and moved to Paris a year later.
    In 1981, work for American Vogue led him to New York and later he made Los Angeles his home. During his 30-year career he
has photographed countless celebrities from the art world, entertainment and sports. In recent years, Comte has increasingly focused
on photo-reportage alongside his portrait and fashion photography. With the international Red Cross, he has traveled to war zones and
           crisis regions in Afghanistan, Bosnia and Iraq. Today, Michel Comte is one of the most important photographers
                                    of our time and proves this with his distinct yet sensitive style.




                                                 A L E S S A N D R O D ‘A N G E LO
    Alessandro D’Angelo works trainee photographer. For one year, he accompanied Michel Comte on his travels around the world
as photographer’s assistant. Michel Comte is extremely interested in supporting young, talented photographers and providing the next
       generation with a platform for their work. This collaborative photographic portfolio was created under Comte’s direction,
                                              with D’Angelo photographing several topics.
    2011

ANNUAL REPORT

								
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