t in reality only one in every three launches survive into their third year post-launch, and just one quarter are primed for long term success. TNS’ UK research has found in the majority of cases, new products simply cannibalise existing lines from the master brand, and we expect a similar truth in Australia. Most alarming is the huge waste of investment in traditional innovation funnel approaches that identify lots of ideas in the hope of quick growth. Key steps to success The ability to identify and develop a smaller number of ideas with potential for a big impact is imperative. Innovation must bring new consumers to the category or increase purchase frequency by tapping into new occasions not previously considered. The trick to finding game changing opportunities is knowing where to look. Many companies too narrowly define their competitive context to ‘my category’ when out of category options may also compete directly. A product can lead its category and still not be selected because it compares unfavourably to non-category options competing at a usage or consumption occasion. Driving share of the occasion is more rewarding than category or aisle share and much more likely to be incremental. The earlier in the process that you identify these incremental opportunities, the less time and money wasted. Insights behind innovation Too often decision makers incorrectly assume their target market is like them and will like their idea too. What underpins a great and successful innovation is strong insight mixed with a consumer truth and an undelivered need at its core. It is important to explore the beliefs, attitudes and lifestyle tensions influencing their category behaviour. Garnier successfully followed this approach by listening to consumer concerns about the effects of chemicals in hair colourants and launched the Olia range in response. Olia became the first hair colourant to market to using oil rather than ammonia, which it claims is much more gentle on the hair and scalp. By addressing this consumer tension, Olia is potentially attracting new consumers to the home colourant category who would otherwise go to a salon or avoid colouring at all. How to find a game changer Focus your resources on identifying your consumer’s unmet or under met needs to create a strong insight with an addressable tension, then assess the category growth opportunity through concept and product testing, as it is this potential that matters most. If all the boxes tick then you can launch big, but monitor the early stages post your launch to optimise return on investment. The launch is not the end of the innovation process – you must identify and target untapped potential and respond quickly to market factors. Retailers will continue to encourage suppliers to develop game changing innovations, and manufacturers who do it right will have the edge on winning that battle for the shelf space, which goes to new products promising category growth. Those brands that focus on talking to their consumers to tap into their unmet needs will be the success stories and claim the real estate. Mark Hobart is an executive director at TNS Global, the world’s largest shopper insights agency. He can be contacted at Mark.Hobart@tnsglobal.com.