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• Supplement | HBS Case Collection | January 2019

  Understanding the Brand Equity of Nestlé Crunch Bar (B): Data Analysis

  Jill Avery and Gerald Zaltman

  In early 2018, Nestlé announced the sale of its U.S. candy-making division and a select collection of 20 of its confectionery brands, including the Nestlé Crunch Bar, to Ferrero SpA for $2.8 billion. Luckily, an old consumer research study on the Nestlé Crunch Bar conducted by Professor Gerald Zaltman was found on the shelves at Harvard Business School. The study used an innovative market research methodology developed by Professor Zaltman, the Zaltman Metaphor Elicitation Technique (ZMET), which had proven to be useful to brand managers hoping to better assess and understand their brands. The research methodology and raw data from Professor Zaltman’s ZMET study on the Nestlé Crunch Bar are presented in the (A) case to help students assess and understand the brand equity of the Nestlé Crunch Bar and map its future strategic course.
  
  In this (B) case, the data from the study is analyzed and an executive summary of the results is presented to guide brand management decision-making.

  Keywords: brand management; Market research; brand positioning; value proposition; consumer products; Fast moving consumer goods; qualitative methods; Zaltman Metaphor Elicitation Technique; ZMET; data analysis; Marketing; Marketing Strategy; Brands and Branding; Consumer Behavior; Marketing Communications; Data and Data Sets; Analysis; Consumer Products Industry; Food and Beverage Industry; Advertising Industry; United States; North America; Italy;

  Citation:

  Avery, Jill, and Gerald Zaltman. "Understanding the Brand Equity of Nestlé Crunch Bar (B): Data Analysis." Harvard Business School Supplement 519-062, January 2019.  View Details

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• Case | HBS Case Collection | January 2019

  Understanding the Brand Equity of Nestlé Crunch Bar: A Market Research Case

  Jill Avery and Gerald Zaltman

  In early 2018, Nestlé announced the sale of its U.S. candy-making division and a select collection of 20 of its confectionery brands, including the Nestlé Crunch Bar, to Ferrero SpA for $2.8 billion. Under the terms of the Nestlé acquisition, each of the purchased confectionery brands was permitted to use the Nestlé parent brand name for one year after the close of the sale. After that time, the Nestlé Crunch Bar would be rebranded with the Ferrara parent brand (i.e., Ferrara Crunch Bar). As the Nestlé Crunch Bar brand transitioned to its new owners, it was time for some serious brand analysis to assess the brand equity of Nestlé Crunch Bar and plot a course for its future growth. How strong/weak was the brand? What were its sources of brand equity that could be leveraged in brand storytelling? Which types of messages might attract new consumers to the brand and what might work to cause infrequent users to purchase more often? Did the product itself need to be changed? Were there brand extension possibilities? Luckily, an old consumer research study on the Nestlé Crunch Bar conducted by Professor Gerald Zaltman was found on the shelves at Harvard Business School. The study used an innovative market research methodology developed by Professor Zaltman, the Zaltman Metaphor Elicitation Technique (ZMET), which had proven to be useful to brand managers hoping to better assess and understand their brands. The research methodology and raw data from Professor Zaltman’s ZMET study on the Nestlé Crunch Bar are presented in the case to help students assess and understand the brand equity of the Nestlé Crunch Bar and map its future strategic course.

  Keywords: Brand equity; brands and branding; marketing; marketing strategy; Market research; consumer behavior; qualitative research; marketing communication; Customer Satisfaction; Brands and Branding; Consumer Behavior; Marketing Communications; Marketing Strategy; Food and Beverage Industry; United States; North America; Italy;

  Citation:

  Avery, Jill, and Gerald Zaltman. "Understanding the Brand Equity of Nestlé Crunch Bar: A Market Research Case." Harvard Business School Case 519-061, January 2019.  View Details

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• Chapter | Handbook of Advances in Marketing in an Era of Disruptions: Essays in Honour of Jagdish N. Sheth | 2019

  Daring to Understand and Change Thinking

  G. Zaltman

  Jagdish Sheth's many outstanding qualities and contributions to management and society in general share a common theme. He dares to think deeply and challenges his own and others' thoughts. The larger lesson he provides, and the focus of this essay, is the need for managers to (a) understand how they think, (b) question or challenge those processes and (c) be willing to change. These are difficult tasks. Changing how minds operate, especially our own, is not for the faint hearted. These tasks require intrinsic curiosity, courage and creativity. The soundness of how managers think is the primary driver of the quality of what they think and do. This essay develops these ideas further. It dares managers to understand how they think, to question how they think and, when appropriate, to change their thinking processes.

  Keywords: Cognition and Thinking; Change; Management Practices and Processes;

  Citation:

  Zaltman, G. "Daring to Understand and Change Thinking." Chap. 2 in Handbook of Advances in Marketing in an Era of Disruptions: Essays in Honour of Jagdish N. Sheth, edited by Atul Parvatiyar and Rajendra Sisodia. SAGE Publications India, 2019.  View Details

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