KANTAR – HOW TO GROW

THE BIG QUESTIONS:

Which baskets?
Which heads?
Which stores?

…and how?

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BRAND PERFORMANCE JOURNEY

$
BRAND POWER MARKET SHARE

What % of share is reliant on market activators?

What share are we missing out on?
Who might we lose share to?
Who can we steal from and how?

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BE IN MORE STORES: HOW?

Be where people buy Brands need to maintain high in-store or online availability.

Greater share of shelf or webpage helps brands get chosen when buyers are
Be strong on shelf on autopilot.

Differentiation is needed for premium brands. Promotions need careful

Play promo and price management but offer opportunities to disrupt purchases.

Brands need to cover all category needs and occasions if they are to be
Cover category needs considered by many buyers on every shopping trip.

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BE IN MORE HEADS: HOW?

Be thought of To be in people’s head you need to come to mind quickly in the relevant
quickly & easily occasion and be easily recognized. Be “Salient.”

Be appealing & Salience needs substance. Brands need to be attractive to consumers when
meet needs seen or thought of and meet multiple consumer needs. Be “Meaningful.”

Stand out & be Stand out to disrupt! Brands need to be distinctive, to shout: “Look at me.”
distinctive This interrupts usual habits and helps justify a premium. Be “Different.”

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Be in more heads: Mental Availability

The Measurement Philosophy

Mental Availability, as defined by Unilever and Kantar represents the ease

with which a product or brand comes to mind for a consumer AND the
extent to which that consumer is positively attracted towards that
product or brand.

We use Brand Power as a measure of Mental Availability or ‘Mental Market

Share’ against which to calibrate Physical Availability and thus determine where
to focus energies to maximise penetration

Millward Brown can supply the definitive measure of Mental Availability and
the means to diagnose it through the Meaningfully Different Framework –
the measures of Meaningful, Different and Salient and summary metric Brand
Power

‘Mental Availability’ is measured by Millward Brown based on the Brand Power 5

measure, based on the extent to which Brands are Meaningful, Different and Salient
Brand Power is a metric which is derived from how Salient, Meaningful and Different
a brand is, showing a brand’s overall Mental Availability

Meets your
needs very Very different
well

0 - 10 scale 0 - 10 scale

Exactly the
Doesn’t meet Brand Power same
your needs at
all

Sets the
Love it trends

-5 - +5 scale 0 - 10 scale

Hate it Follows
others

Spontaneous awareness
within the category
– number of mentions and intensity

‘Mental Availability’ is measured by Millward Brown based on the Brand Power measure, based on 6
the extent to which Brands are Meaningful, Different and Salient
Brand Power is a one number summary of consumer predisposition to BUY a brand, based on
how Meaningful, Different and Salient it is

Vietnam – Hair Care

At its simplest level Brand Power is expressed as a share of Mental Availability across the brand set:
Head & Thai Double
Clear Pantene Dove Sunsilk Shoulders Rejoice Lifebuoy Enchanteur Duong Tresemmé rich Lexi
Expected Fair Share
level of Mental
18 17 15 14 9 7 6 4 4 3 3 0 Availability
8.33
Shampoo Female (=100/12)
VN Q 1 ‘18 MAT

We can also express the Brand Power score as an Index so that it can be compared across markets and categories:

228 213 185 180 107 84 70 53 50 40 36 4 Average = 100

Shampoo Female
VN Q 1 ‘18 MAT

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 Brand Power captures more aspects of Mental Availability… both the brand’s salience
and it’s attractiveness
Vietnam Fabric Solution

BE 2.0 vs Penetration Brand Power vs Penetration

R² = 0.54 R² = 0.88
100 OMO 45 OMO
90 40
80 35
70 Tide Ariel
30
60

Power
25
BE 2.0

50
20
40 Surf Ariel
15 Tide
30 Viso ABA
20 10 ABA
Lix Surf
10 Attack 5 Viso

0 0 Attack Lix
0 10 20 30 40 50 60 70 0 10 20 30 40 50 60 70
Penetration Penetration

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 Brand Power captures more aspects of Mental Availability… both the brand’s salience
and it’s attractiveness
Vietnam Hair Care

BE 2.0 vs Penetration Brand Power vs Penetration

R² = 0.69 R² = 0.72
90 20
80 18 Pantene Clear
Pantene Sunsilk
70 16 Dove
Dove Clear
14 Sunsilk
60
Head&Shoulders 12
BE 2.0

50

Power
10
40 Rejoice Head&Shoulders
8 Rejoice
Tresemmé
30
6 Lifebuoy
Enchanteur
20 Enchanteur 4 Thai Duong
Lifebuoy
10 Tresemmé
2
Thai Duong
0 0
0.0 10.0 20.0 30.0 40.0 0 10 20 30 40
Penetration Penetration

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Using Brand Power gets us closer to understanding how mental availability impacts on
penetration
Why this matters?

Stronger predictor of behaviour

Correlation with actual Correlation with survey data

purchase behaviour* vs penetration** DIVERTED FULFILLED CONVERTED

0.55 0.75 BRAND POWER

0.38 0.48
BRAND PURCHASE

BE 2.0 Brand Power BE 2.0 Brand Power

When a brand has a high demand compared to its share, there’s
a stronger opportunity to grow. We can identify who are we
losing (based on purchase panel data integration). E.g.
• Age, demographics, family status
• Trade channel, pack sizes
• Buying “competitor A” in “channel Y”

*Source: Single-source Millward Brown & WorldPanel study, Spain hair care
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**Source: BGS & Panel for 70 brands in 6 BPC cells, Q4 MAT 2016
PUTTING A VALUE ON BRAND POWER

The degree to which a brand deliver on these 3 measures is summarised by the Brand Power Score, which
measures the strength of brand value.

Brand Associations

POWER

• To be truly actionable we need to understand what drives the opinions and attitudes people have about
dairy brands.
• Once we have identified our strengths and weaknesses, we can look at individual attributes or clusters of
attributes, hence allow us to focus on key areas where we need to improve.
Creating a richer picture of mental availability and the drivers of it

Brand Power - Mental

Availability
1. Brand Power and the M.D.S.
metrics show the brand’s overall Meaningful Different Salient
strength of mental availability

Emotional Attraction Innovation Activity and

Emotional Pull, linguistic Innovative perception, setting Communication
analysis of social/review data trends

2. We can diagnose our mental
availability and integrate other key
aspects and indicators of what
makes a brand healthy
Copy-testing, TAP-In, ad
Brand Purpose awareness
New SLP Question & Brand SLP Must Win Attributes
In store presence & pack
visibility
Brand Experience
Better quality work/taste better. Price Relevance. Association with key Media spend & Reach
category benefits and entry points (based on social, survey, search etc)

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 The way brands drive Mental Availability might be different from each other. Clear’s equity is reliant
on salience while its competitor – H&S is more meaningful.
SSK on the other hand has a clear room for growing salience in the category to leverage strong
meaning (resonance)

Vietnam – Hair Care (Q1 2018 MAT)

Mental Availability Index (228) (213) (185) (180) (107) (84)

Category
Average
100

93 119 194 146 128 119 113 126 124 141 121 96 108 98 72 82 77 85

Mental Availability Index (70) (53) (50) (40) (36) (4)

Category
Average
100

89 68 85 77 84 73 72 90 75 72 103 70 74 69 73 71 64 73

Base
Base Heard
Heard of of:
(290):
Clear (360) Head & Shoulder (355) Thai Duong (257)
Pantene (359) Rejoice (359) Tresemmé (208) 14
Meaningful Different Salient
Dove (360) Lifebuoy (301) Double rich (245)
Sunsilk (360) Enchanteur (285) Lexi (32)
Brand Power technical introduction
 Brand A
Derivation of Brand Power Score
Brand A
% contribution to Raw
driving Power Power POWER %
within the category score Ê
Aggregation of
Meets all respondents’ Brand B Brand B
Needs Meaningful, Raw
Different & Power
Meaningful XX% Salient scores score
(weighted by POWER %
Affinity MDS Raw Power scores Ê
Brand C expressed as a
contribution to Raw share across Brand C
Power) Power
Unique all brands
ness for each Brand score
YY%
Different POWER %
Brand D 100%
Trend Regression Brands not Raw Ê
Setting model using aware of by Power
Consideration respondent = score Brand D
as the zero power
Order of dependent
mention in score.
variable ZZ% Brand E
Unaided
Salient Raw POWER %
brand
awareness Power Ê
score
Brand E

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POWER %
“Consumer Loyalty” as a volume surrogate… and the purpose of using it in the Power
calculation

• CL is a survey volume surrogate at respondent level with the ‘Consideration’ ass the ‘heart’ the
calculation.
• Using a survey surrogate is important because we need respondent level purchase data and it is
impractical and usually too expensive to merge with actual purchase data in every study.
• Power is a prediction of the brand’s volume share based purely on perception, absent of activation
factors. Therefore, CL acts as our dependent variable for creating Power because it is the best
respondent level surrogate of market share available.
• For consumer packaged goods brands, we defined the Consumer Loyalty Score as:
• The share of category expenditure which a consumer will spend on a brand (also called Value Share of Requirements).

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How we calculate
Power
Power – what is it and how is it calculated?

Is a prediction of the brand’s volume share based

purely on perception, absent of activation factors.
POWER

• Calculated by combining the meaningful, difference and salience

inputs and understanding together, how they explain a surrogate
market share variable (CL)
• The weights given to each aspect (meaningful, difference and
salience) are customised to each category
• It tends to be most driven by meaningful, then salience, then
difference.
• We report the Power score as a percentage because we want to
reflect the relationship it has with Volume Share.

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What is Meaningful, Different & Salient and how is it calculated?

Survey responses When consumers answer our

survey – they have a range of
associations in their minds.

Awareness Our survey helps us understand consumer

Affinity Meets Needs Setting Trends Unique
intensity predisposition to brands by giving structure
to their answers.

Factor analysis
Consequently what they think about brands
is reflected across their answers to all
MEANINGFUL DIFFERENT SALIENT questions. Factor analysis helps us
disentangle the key brand foundations:

Final scores are reported as an index vs. the category average of the first wave, based on those aware
of the brand 20
Understanding Meaningful, Different & Salient
Q: What exactly is the connection between the Meaningful, Different and Salient scores and the survey questions they come from?
• A: We use a factor analysis of the 5 key survey questions. The dominant survey questions in determining Meaningful are affinity and meets
needs, for Different it is uniqueness and dynamism and for Salient it is whichever salience question you have chosen. However, in
generating the scores for Meaningful, Different and Salient we do more than just look at mean scores on the survey metrics.
• Although, the mean score matters, we have found that the top end of the scale is the most important part. So, the scores on Meaningful,
Different and Salient are generally more influenced by the top-box on the scale than by the mean score as a whole. We have also found that
the way people rank the brands is just as important as the absolute score they give them (that is, if you rank a brand first, that is good even
if you only score it 5 on a 10 point scale). It is the top rank that is most important. This means that if you wish to understand the meaningful
score that a brand gets, you should look at three things;
• mean score
• top box %
• top rank %
• However, do remember that ultimately the Meaningful score is generated from a factor analysis (which unpicks the underlying brand
property in the mind of the respondent that influenced their answers on affinity, meets needs, but also to a lesser degree on the other survey
questions), so you won’t always be able to understand the score on Meaningful just by looking at meets needs and love (although the vast
majority of the time, the answer will lie there).
What is Meaningful, Different & Salient and how is it calculated?
Why do we use factor analysis?

Generally we find that attitudinal brand survey metrics are heavily correlated with one another, because what people feel about
a brand affects how they answer all attitudinal brand questions, even questions that appear to be very different to one another.
• For example, how salient a brand is to someone affects how highly they score it on affinity, how meaningful it is affects how
highly they score it on uniqueness and so on. This is sometimes known as the brand size effect.
• This means that our raw survey metrics contain a little of all three dimensions.
• Therefore, we use factor analysis to strip out all of this interrelation, allowing us to isolate each brand’s genuine performance
on Meaningful, Different and Salient.

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How does the factor analysis work?
Factor analysis looks at the patterns of answers that people give across the 5 questions, and from those patterns it works out
how much of their answer on uniqueness is actually because the love the brand (i.e. they just give it a good score because they
really like it, rather than because they really feel it is different) and so on across all the pairs and combinations of questions.
The factor model then “reassigns” the endorsement of uniqueness that it actually due to likeability to the Meaningful score and
the endorsement of affinity that is actually due to the brand being salient to the Salience score and so on to give the pure factor
scores we use. Finally, the factor analysis also helps us turn these scores into relative indices for the category, to make it easier
to understand how strong a brand really is in the context it competes, without having to look across the whole competitive set.
Here is an example using two measures (Affinity and Dynamic) and two brands. Both brands score 50% at Affinity… Brand A is
endorsed 50% for Affinity; 57% for Dynamic. Brand B is endorsed 50%for Affinity; 30% for Dynamic

Factor analysis knows that there is a proportion of endorsement

that can be explained by interrelation and it splits this overlap
equally between the two measures. As a result, although Brands A
and B have the same endorsement for Affinity, Brand B is more
meaningful (because of its lower endorsement of Dynamic)

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How are the indices calculated?

Meaningful Different Salient

117 73 153 110 106 120 101 131 86

Numeric approach:
• Meaningful, Different and Salient are reported as indexes against the category average.
• Respondent level indexes are created by adding 1 to the factor score, and multiplying by 100 (for example, a Meaningful factor of 0.24 is
represented as a Meaningful index of 124).
• The final brand level indexes are created from the mean of the Respondent level indexes, amongst those aware of each brand.

• Unlike a typical index, the scores typically range between 30 and 300. You can refer to the average scores for each measure to understand
whether your brand is over or under-indexing on each score.

• Meaningful, Different and Salient Indices are based on those aware of the brand (while Brand Power is based on total sample).
• It is recommended that Meaningful, Different and Salient indexes are only reported for brands with a base size of at least 100, indexes for
brands with lower base sizes will be more volatile.

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Salience differences in CAWI vs CAPI

Self Complete Markets (CAWI): Face-to-Face Markets (CAPI):

Awareness Intensity
Full order of mention for
each respondent is available
Uses the existing unaided awareness
question, with order of mention
recorded. Creates a respondent level
score based on the order of mention of
the brand.
Prompted awareness also has a
contribution to a brand’s salience
score
Top of Mind
unaided awareness
In face-to-face markets,
the interviewer codes
“First Mention” and
“Other mentions” at
unaided awareness
Traditional unaided awareness
question: What brands of CATEGORY
have you seen or heard of? USE
FIRST MENTION.
Prompted awareness also has a
contribution to a brand’s salience
score
Q: Can we change CAPI to
Awareness Intensity?
A: We could change the way the
interviewer codes the responses
at Unaided Awareness, but this
creates a very high risk of trend
break as it would have some
risk on interviewer experience
but would also mean a change
in the calculation technique
before/after changing the
approach

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What questions drive Meaningful?

How do you feel about each brand?

Please drag each of the brands to the bottom of the
screen and place them on the scale to indicate how
you feel about them. You can place the brands Question
anywhere on the scale, depending on how strongly
you feel; you can place more than one brand in each available
box or leave a box empty. since
October
2015

Now drag each brand on to the scale

to indicate how well each brand
delivers the main things you need from
soft drinks?
Doesn’t meet Meets your
You can place more than one brand in each box or your needs at needs very
all well
leave a box empty. Please place all brands on the
scale before continuing

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What questions drive Difference?

Please let me know how

different each brand seems
from other brands of soft
drinks? Question
You can place more than one brand in each available
box or leave a box empty. Please place all
brands on the scale before continuing since
October
2015

Please drag each brand onto

the scale to indicate how much
they set trends.
You can place more than one brand in each
box or leave a box empty. Please place all
brands on the scale before continuing

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Why are we moving away from a free association image grid for our key metrics?
This new approach ‘Associative Scale and Rank’ is a combination of our traditionally used free association image grids and
more data sensitive scales.

Consumer principle:
• We continue to ask consumers about brands within a competitive context. Because we get both a scale and a ranked response for each
brand, we have a more precise understanding of each consumer’s predisposition to each brand. Therefore the fit of our models is improved by
16% (in comparison to free association image grid data)

• We still use a free association image grid for brand imagery. It is compact and asks brands in a competitive context, has a good use of
questionnaire space. Ensures that respondents remain focused throughout the questionnaire

Numeric approach:
• For each category, we use a factor analysis to identify how meaningful, salient and different brands are to consumers. Factor analysis helps us
to understand the underlying brand predisposition in consumer’s mind in terms of meaningful, different and salient

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How can I diagnose what drives Meaningful, Different & Salient (1 of 2)
A brand’s mental availability is driven by associations and feelings a consumer has for a brand. We need to understand
associations in a granular way to identify actions to take

Consumer principle:
• Whilst you can look at the scores on the 5 questions (Affinity, Meets needs, Unique, Dynamic and Saliency) that make-up Meaningful, Different
and Salient as part of your analysis, we do not recommend this primary way of diagnose Meaningful, Different and Salient
• These questions represent the outcomes, and so to diagnose them we want to get to the drivers of these outcomes, rather than repeat the
outcomes themselves

Numeric approach:
• Diagnosis will only be useful if it helps us to understand what is behind the meaning that consumers feel for the brand (what makes them love
it and think it meets their needs) and the difference that they perceive (what is unique about the brand or what trends does it set). Also, these
questions are usually strongly correlated with each other and so rarely add substantially to the story

• For example, the reason we put affinity and meets needs together in one ‘meaningful’ factor group is because the two usually move in unison
(consumers tend to love brands that meets their needs and believe that brands meet their needs if they love them)

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How can I diagnose what drives Meaningful, Different & Salient (2 of 2)
We can diagnose Meaningful, Different & Salient through other questions; in particular, this is the role of Image diagnosis

Also, remember to look across the questionnaire

and other data sources.

For example:
• Social data themes
• Product reviews and feedback (e.g.
eCommerce reviews)
• Other modules like: Implicit Associations,
Emotional Pull, NeedScope, source of
communications awareness, communications
diagnostics

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How can I test changes over time?

Numeric approach:
• The indexes are based on calculations to the decimal place (for example, 0.90, 1.25 and 1.37) and multiplied by 100 to create an index (for
example 90, 125 and 137)
• This means we can’t use the same significance test that we use for percentage data (scale 0 to 100) or the same ‘rules of thumb’ or instincts
that we may have developed to estimate whether a movement is significant
• Let’s take an example based on interviewing 600 consumers per wave:
• If unaided awareness increased from 90% in wave 1 to 95% in wave 2, this would be significant

• However, if the Salient index increased from 90 (0.90) in wave 1 to 95 (0.95) in wave 2, this would not necessarily be significant as the scores
have a much wider range (30 to 300) and we also need to take the standard error into account

• Instead we test as mean scores. We use the Meaningful, Different and Salient factor scores and standard errors the outputs spreadsheet as
the basis for your significance testing
• We also test the Brand Power Score as mean score to sig-test differences, using the standard error.

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