TD Reply collaborated with Bayer to develop a Digital Trend Radar, that visualizes emerging trends, associated technologies, and their maturity levels. Leveraging cutting-edge tools such as SONAR (data-driven Trend Research) and PULSE (Dashboard and Visualization), TD Reply crafted a robust platform that empowers the Client’s INNO.X program by providing actionable insights into emerging technologies relevant to its diverse divisions and corporate functions.

GOAL

The primary objective of the Digital Trend Radar project was to democratize trend knowledge throughout the organization, fostering innovation and cross-functional collaboration at Bayer with a systematic and easily accessible tool for trend identification and monitoring. Key goals included incorporating trend insights into strategic decision-making processes, prioritizing trends relevant to specific divisions, and evaluating their potential impact on existing business models.

SOLUTIONS

The Digital Trend Radar enables Bayer to incorporate environmental scanning into the Strategy Formulation, improving the prioritization of relevant trends and assessing their impact on strategic initiatives. The development of the Digital Trend Radar included various work packages:

1. Stakeholder Engagement:
   • Gathering stakeholder requirements and input to tailor the Digital Trend Radar to Bayer’s specific needs and objectives.
2. Trend Discovery:
   • Leveraging TD Reply’s extensive trend universe and employing custom trend discovery methods, over 200 trends were identified, ensuring comprehensive coverage of relevant developments.
3. Trend Prioritization:
   • A blend of quantitative and qualitative analyses was employed to quantify and prioritize trends. Using SONAR (our proprietary data-driven trend research solution), we analyzed millions of expert opinions, including blogs, news, patents, and scientific articles. This quantitative analysis was complemented by expert evaluations of each trend’s impact on Bayer, to select the most relevant trends for further in-depth analysis.
4. Use Case Identification:
   • Building on the prioritized trends, we identified and described over 250 use cases, offering actionable insights into how these trends could be operationalized within Bayer’s context.
5. Trend Framework Development:
   • Based on the extensive research phase, a robust and structured Trend Framework was developed, encompassing Mega Trends, Trend Areas, Trends, and Use Cases. This framework provided a comprehensive overview of the evolving landscape and served as a strategic guide for Bayer.
6. Ongoing Automated Monitoring:
   • To ensure the Radar remains up-to-date, an automated monitoring system was established using SONAR. This continuous monitoring allows Bayer to stay ahead of emerging trends and adapt their strategies accordingly.
7. Definition of Operating Model:
   • To ensure a seamless integration of the Digital Trend Radar into existing processes and workflows, we defined an efficient operating model.
8. Trend Radar Set-Up:
   • The development, testing, and launch phases were executed meticulously to ensure the Digital Trend Radar meets the requirements for functionality, usability, and reliability.

Through these comprehensive efforts, we delivered a state-of-the-art Digital Trend Radar. It supports strategic decision-making, providing trend insights and empowering Bayer to navigate the ever-evolving landscape of emerging technologies and trends.

GOAL

Our client Sanofi faces three key objectives:

• Developing an initial KPI concept based on two pilot cases that serves as a global blueprint for Sanofi across markets and business units
• Identifying data blind spots
• Making sure the KPI concept serves the following criteria:

1. Practicability: use only data that is available to Sanofi
2. Usefulness: support the decision-making of marketing stakeholders
3. Scalability: ensure roll-out beyond the two defined pilots

CHALLENGE

• Each channel needed to be evaluated independently – a multi-channel approach was not feasible.
• Highly diverse products, target groups, and marketing channels made the development of “one KPI concept for all” difficult.
• There had been no unified reporting so far. This means that stakeholders are making and using decisions based on various data sources.

SOLUTION

• Development of the KPI concept along a generic funnel from awareness via interest and activation to sales, and, eventually, loyalty.
• Development of a scores-per-funnel step that makes campaigns comparable – regardless of product category or business unit.
• Implementation of a “traffic light system” that serves as an early indicator for the success or failure of a campaign or activation.

RESULTS

• Common understanding of marketing success and multi-channel steering.
• Development of a means to steer and orchestrate multi-channel activities.
• Roll-out of the concept within the global Multi-Channel Engagement Program.