Choosing which snack ideas to fund
A snack brand had more innovation territories than it could fund, and needed to know what each idea could add to its range. We tested its ideas beside its current products and worked through the evidence with its team.
- Client
- Snack company
- Industry
- Snacks
- Kind of work
- Concept and product testing
- Our role
- Concept screening and prioritization of pipeline ideas, current products included
The question
The brand had to choose where to put its innovation money, and spreading it across every territory was not an option the business believed in.
Behind that choice was a sharper question: what could each idea add to a range that already had products on shelf?
Our approach
We put new ideas and current products through the same screen, on identical terms. That turned “is this idea good?” into “what would this idea add to what we already sell?”
A MaxDiff exercise then made buyers choose between ideas, rather than rate each one on its own. From those choices, TURF analysis estimated how much new reach different combinations of ideas could add to the core range, under the tested conditions.
The screen started from the company’s own thinking on growth drivers, trends and brand strategy. We then worked through the evidence with the brand’s team in data labs, setting the data beside that strategy and reading each idea through the growth lenses the business cared about.
What the team came away with
The team had one map of its pipeline and current range together, placing every idea and product by who it is for, when, and what it delivers.
It was built to return to as the pipeline changes, with the screen and its analysis behind it.
Who we heard from
Category buyers rating the brand’s pipeline ideas alongside products from its current range
Related work
View concept and product testing case studies- What we do
- Concept testing and portfolio prioritization
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