Final Presentation: Blue Apron MKTG 796 Section 302 Team 7; Chou, Jacobs, Stohler, Ramoutar, Manepalli.

Slides:



Advertisements
Similar presentations
Market Research Ms. Roberts 10/12. Definition: The process of obtaining the information needed to make sound marketing decisions.
Advertisements

Evaluations Kristy Myers Manager, Program Evaluations Presented by: Tom Lipetzky VP, International Programs Washington, D.C. – May 26, 2005.
Cross Sectional Designs
3.05 Employee Marketing-information to develop a marketing plan
ENROLLED STILL UNINSURED Voices from the Newly- Enrolled And Still Uninsured A Survey about the Affordable Care Act’s First Open Enrollment Period June.
Chapter 14 Comparing two groups Dr Richard Bußmann.
Marketing for Hospitality and Tourism, 3e©2003 Pearson Education, Inc. Philip Kotler, John Bowen, James MakensUpper Saddle River, NJ Chapter 5.
Marketing Research and Information Systems
Chapter 3 Producing Data 1. During most of this semester we go about statistics as if we already have data to work with. This is okay, but a little misleading.
BA 315 CHAPTER 9- PRICING LINDELL PHILLIP CHEW Pricing programs are the plans' that a firm develops that indicate what level of price should be charged.
S519: Evaluation of Information Systems Social Statistics Inferential Statistics Chapter 8: Significantly significant.
Virtual Business: Retailing
4.00 Understand promotion and intermediate uses of marketing- information.
VIRTUAL BUSINESS RETAILING
3.01 Fashion Marketing.
Chapter 8 Experimental Research
Descriptive and Causal Research Designs
 Once a company has decided on the product, price, place and promotion it needs to make sure that there is enough demand for whatever it is marketing.
 The “4 Steps” of Hypothesis Testing: 1. State the hypothesis 2. Set decision criteria 3. Collect data and compute sample statistic 4. Make a decision.
SCHOOL HISTORY Founded in 1875 Located in Mt. Pleasant, Utah Current enrollment 148 –81% boarding students –19% local students Faculty and staff.
Bell Ringer  List some reasons why you think that some new businesses have almost immediate success while others fail miserably. The main idea: Successful.
Bill Knudson, Marketing Economist MSU Product Center for Agriculture and Natural Resources Overview of Demand for Alternative Pork Products.
AP STATISTICS LESSON 11 – 2 (DAY 1) Comparing Two Means.
Understanding Customer Needs
MARKETING RESEARCH. A process of planning and executing the conception, pricing, promotion, and distribution of ideas, goods and services to create exchanges.
Marketing Mix Product, Price, Place and Promotion.
Associate Professor Arthur Dryver, PhD School of Business Administration, NIDA url:
BP – Market Research Lim Sei cK. Introduction The entrepreneur has come up with what he/she believes is a good business idea. BUT, how does the.
Market Research The key to the customers wallet …..
Market research for a start-up. LEARNING OUTCOMES By the end of this lesson I will be able to: –Define and explain market research –Distinguish between.
Chapter 9: Hypothesis Tests Based on a Single Sample 1.
“Problems” in Marketing Research MAR 6648: Marketing Research January 6, 2010.
4.4 Marketing Research.
Surveys.
Information Management and Market Research. Marketing Research Links…. Consumer, Customer, and Public Marketer through information Marketing Research:
CHAPTER 5: Marketing Information & Research Mrs. Piotrowski Principles of Marketing 1.
Chapter Nine Primary Data Collection: Experimentation and
GROWTH STRATEGIES AND MARKET RESEARCH Lars Perner, Ph.D. AIM--February 10, 2016.
VALIDATION What did we learn?. Subtitle subtitle 2 Valid Hypothesis.
Powered by Clothing Rental Service Sunday, May 03, 2015.
Blue Apron Party Box Marketing 796 Final Project Section 302, Team 6 Emily Wu, Robert Benbow, Alyssa Gaughen, Sungjun Lee, Vikramjeet Singh 1.
Understanding the Market for Eco- Friendly Tires By: Kyle Costal, Pauline Gaynesbloom, Julia Mallinak, Nick Moyer, Kira Sizemore Getting the Green:
Lunch Proposal Section 303 Team 8 Amelia Chappell, Susmita Das, Dustin Harris, Karen Ottoni, Neena Vasavan.
Jessica Bustamante, Jennie Chen, Kevin Tom, and Oveyaa Vignesh University of Illinois at Urbana-Champaign Effect of Vitamin and Mineral Supplementation.
BLUE APRON AND SPECIALTY FOODS Team 8 – Logan Besuden, Monica Madrid, and Kirk Zafirovski.
‘Information is the competitive advantage that drives success…just so long as the information is appropriate and adequate and we know how to use that information!
Psychology as a Science. Scientific Method  How is it used in psychology? It helps us separate true claims about the world from mere opinion It helps.
The Value Builder System TM is a statistically proven method for increasing the value of a company by 71%. The Sellability Tracker
Blue Apron  Section 303  Team 9  Yousuf Alnoamany  Caitlin Degregorio  Raanan Sayag  Congrong LIU.
Section 302, Team 5: Emily Millette, Manuel Ortiz, Melody Qiao, Chad Tyler.
We thank the Office of Research and Sponsored Programs for supporting this research, and Learning & Technology Services for printing this poster. Introduction.
Blue Apron: The Next Chapter Team 3 Victoria Smith, Scott Schulman, Michael Dearwester, Hyokang Lee, Steve Lee, Payal Kapoor.
: What’s Next? Market Intelligence (Section 302) Team 1: Irina Chaplygina, Matt Heitzer, Jennifer Kim, Jason Nickerson.
SECTION 1 TEST OF A SINGLE PROPORTION
BLUE APRON Recommendations Shu Shu, Rishav, Trista, Caitlin, & Kelsey.
Evaluating a Product Line Extension Opportunity
Background: In recent years, the prevalence of Celiac Disease in the United States has been estimated at 1% of the population, or 1 in every 133 people.
Understanding Customer Needs. Why understand customers? Because they are all different.
Launch or No Lunch? SARAH MARTIN, MICKEY MESKIN, MARK HAMMER, PEILA ZHONG, NIKI MADA.
MKTG : MARKET INTELLIGENCE TEAM 10: Joy Anena Odongpiny, Emma Chen, Yihe Jiang, Savannah Omwochei, Susan Zhang ASSESSING A MARKET GROWTH OPPORTUNITY.
“Blue Apron Custom” For Specific Dietary Restrictions
SO MARKETING IS….. Marketing is not just about selling. It involves:
Market Intelligence Team 9.
Blue Apron Recommendations
To assess the market opportunity of a line of deliverable lunch meals
Market Research Unit 3 P3.
Step 14: Calculate TAM for Follow-on Markets
Pricing Methods Cost-based pricing
Restaurant Consumer Survey
Presentation transcript:

Final Presentation: Blue Apron MKTG 796 Section 302 Team 7; Chou, Jacobs, Stohler, Ramoutar, Manepalli

●Objective ●Research & Insights ○Exploratory ○Survey ○Regression Analysis ●Final Recommendations ●Other Considerations Today, we’ll go over...

Research Objective: To determine whether development of a line of meals for specific customer segments (e.g., low-carb, restricted-calorie, gluten-free, or vegan diet) is a viable option.

Exploratory research indicates a “dietary adherence” segment willing to pay for convenience Cited time constraints as the number one reason they do not cook more Spend ~$13.65/meal when eating out, suggesting meeting customer demand within Blue Apron’s current price structure of $10/meal. Were 80% likely to purchase Blue Apron if special dietary meals were introduced Figure 2: Social media sentiment of Blue Apron vs. competitors Figure 1: Geographic Interest Based on Google Search Subjects with dietary restrictions... 1:1 Interviews Internet research

Individuals who adhere to diet dine out less frequently than those without dietary restrictions 79% of participants indicated time was the main factor restricting them from cooking at home Survey confirms time as cooking constraint, and that specialty dieter dine out less frequently Qualtrics survey conducted, & respondents demographic as follows: 101 total respondents 69% have heard of Blue Apron before survey 25% adhere to a special diet 49 Singles, 51 Married, 3 Divorced

With vegetarian option already available, only 10.25% of the market would currently be interested in additional speciality diet offerings However, the special diets market is small, price- sensitive and faces limited growth 25% special dieters Diets (excl. vegetarian) are fragmented among the those who adhere to special diets Those with dietary restrictions are more price sensitive than non- dieters; Blue Apron cannot charge a premium for special dietary offerings Limited growth & revenue potential

Regression analysis indicates there is a weak relationship between special diets and intent to purchase Blue Apron Even those that currently adhere to a particular diet (either current or in the future) are unlikely to buy a Special Blue Apron meal, indicating there isn’t a large market for this service. Currently adhere to special diet Plan to adhere to special diet in future Q17: 1 = Extremely Likely; 2 = Somewhat Likely; 3 = Somewhat Unlikely; 4 = Extremely Unlikely ; Q71, Q91: Yes = 0, No = 1).

Regression analysis indicates there is a weak relationship between special diets and intent to purchase Blue Apron Even those that have heard of Blue Apron and adhere to a particular diet (either current or in the future) are unlikely to buy a Blue Apron meal, indicating there isn’t a large market for this service. Excluding subjects who have not heard of Blue Apron before the survey... Plan to adhere to special diet in future Currently adhere to special diet Q17: 1 = Extremely Likely; 2 = Somewhat Likely; 3 = Somewhat Unlikely; 4 = Extremely Unlikely ; Q71, Q91: Yes = 0, No = 1).

Speciality diet market is small, highly fragmented, and offers limited growth Recommendation: Do not pursue speciality meal options Customer segment is price sensitive and unlikely to pay premium Speciality meals fails to address customers’ reluctance to cook at home due to time constraints

Caveat! Biased sample not representative of U.S. population More price sensitive: cash-strapped graduate students More dietary concerns: only 3.5% with restricted diets in population vs. 25% in the survey sample; may overstates interest and potential market size for speciality diet offerings Further research in ‘young & single’, large quantity packages, meal flexibility, & reduced meal prep Look into alternate segments and discover new value propositions: Singles demographic Large quantity packages (e.g. once-a-week meal prep) Meal selection flexibility Reduced meal prep time (e.g. Munchery)

Appendix

Regression Analysis

Regression 1 Analysis : Dependent Variable: Q17 → How likely are you to buy a blue apron “specialty meal” subscription (A Specialty meal is a meal that caters specifically to your dietary requirements) Analyzing scale: 1 – Extremely Likely 2 – Somewhat Likely 3 – Somewhat Unlikely 4 – Extremely Unlikely Independent Variable: Q71 → Do you currently adhere to a particular diet such as: Gluten-free, Vegetarian, Vegan, Paleo etc. Analyzing scale: (Yes = 0 ; No = 1) Q17 = *Q71 Therefore, If Q71 = Yes = 0 Q17 = 2.5 (This leans towards Unlikely) If Q71 = No = 1 Q17 = = (Somewhat Unlikely) This analysis says, even those that adhere to a particular diet( Glutenfree, Paleo etc) are not likely to buy a Blue Apron meal, which indicates that there is not much of a market for this service

Regression 2 Analysis : Dependent Variable: Q17 → How likely are you to buy a blue apron “specialty meal” subscription (A Specialty meal is a meal that caters specifically to your dietary requirements) Analyzing scale: 1 – Extremely Likely 2 – Somewhat Likely 3 – Somewhat Unlikely 4 – Extremely Unlikely Independent Variables: Q71 → Do you currently adhere to a particular diet such as: Gluten-free, Vegetarian, Vegan, Paleo etc. Analyzing scale: (Yes = 0 ; No = 1) Q91→ How likely are you to follow one of these diets in the future? (Ex: Gluten- free, Vegan, Paleo) Analyzing scale: (Unlikely = 0 ; Likely = 1) Q17 = *Q71 – 0.491*Q91 Therefore, If Q71 = Yes = 0 and Q91 = Likely = 1 Q17 > 2 (Still not likely) If Q71 = Yes = 0 and Q91 = Unlikely = 0 Q17 = 2.5 (Leans toward Somewhat Unlikely) If Q71 = No = 1 and Q91 = Likely = 1 Q17 > 2.5 (Still not likely) If Q71 = No = 1 and Q91 = Unlikely = 0 Q17 > 3 (Somewhat Unlikely) This analysis says, even those that dont adhere to a particular diet now but may in the future aren’t likely to buy a BA meal

Regression 3 Analysis : Dependent Variable: Q17 → How likely are you to buy a blue apron “specialty meal” subscription (A Specialty meal is a meal that caters specifically to your dietary requirements) Analyzing scale: 1 – Extremely Likely 2 – Somewhat Likely 3 – Somewhat Unlikely 4 – Extremely Unlikely Independent Variable: Q391 → How important is personal fitness/health to you? Very Imp = 1 ; Slightly Imp = 0 Q17 = *Q391 Therefore, If Q391 = Very Imp = 1 Q17 = 2.8 (This leans towards Unlikely) If Q71 = Slightly Imp = 0 Q17 = 3.06 (Somewhat Unlikely) This analysis says - those that feel personal fitness/health is important to them are not likely to buy a special meal from B.A Not Statistically Significant, but can be used as backup

A similar analysis was done specifically with people who had heard of Blue Apron earlier. This eliminates the possibility of - people who will not subscribe to special meals from Blue Apron because of a lack of awareness of the service. i.e this goes to show that they are rejecting the service not because they don’t know what BA is, but because they feel it is not a great value add.

Regression 4 Analysis : Dependent Variable: Q17 → How likely are you to buy a blue apron “specialty meal” subscription (A Specialty meal is a meal that caters specifically to your dietary requirements) Analyzing scale: 1 – Extremely Likely 2 – Somewhat Likely 3 – Somewhat Unlikely 4 – Extremely Unlikely Independent Variable: Q71 → Do you currently adhere to a particular diet such as: Gluten-free, Vegetarian, Vegan, Paleo etc. Analyzing scale: (Yes = 0 ; No = 1) Q17 = *Q71 Therefore, If Q71 = Yes = 0 Q17 = 2.54 (This leans towards Unlikely) If Q71 = No = 1 Q17 = = (Somewhat Unlikely) This analysis again says even those that adhere to a particular diet and knew of the BA service are not likely to buy a Blue Apron special meal

Regression 5 Analysis : Dependent Variable: Q17 → How likely are you to buy a blue apron “specialty meal” subscription (A Specialty meal is a meal that caters specifically to your dietary requirements) Analyzing scale: 1 – Extremely Likely 2 – Somewhat Likely 3 – Somewhat Unlikely 4 – Extremely Unlikely Independent Variables: Q71 → Do you currently adhere to a particular diet such as: Gluten-free, Vegetarian, Vegan, Paleo etc. Analyzing scale: (Yes = 0 ; No = 1) Q91→ How likely are you to follow one of these diets in the future? (Ex: Gluten-free, Vegan, Paleo) Analyzing scale: (Unlikely = 0 ; Likely = 1) Q17 = *Q71 – 0.492*Q91 Therefore, If Q71 = Yes = 0 and Q91 = Likely = 1 Q17 > 2 (Still not likely) If Q71 = Yes = 0 and Q91 = Unlikely = 0 Q17 = 2.54 (Leans toward Somewhat Unlikely) If Q71 = No = 1 and Q91 = Likely = 1 Q17 > 2.5 (Still not likely) If Q71 = No = 1 and Q91 = Unlikely = 0 Q17 > 3 (Somewhat Unlikely) This analysis says, even those that dont adhere to a particular diet now but may in the future and are aware of BA services are not likely to buy a Blue Apron special meal

Survey Data

Ratings for Q17-Q23 How likely would you be to purchase a blue apron subscription for $X per week ($60-$90) – 1 = Extremely Likely – 2 = Somewhat Likely – 3 = Somewhat Unlikely – 4 = Extremely Unlikely

Determined Percentages of Population Applied 80% deflator to each “extremely likely” person Applied 30% deflator to each “somewhat likely” person Summed these up and then took percentage to total number of this specific demographic that took the survey.

Percentage of people in each segment 15% of singles would be interested in a specialty meal at $60

Question 16 Divide 100 points equally between food options: – Gluten-Free – Low Sodium – Paleo – Vegan – Low Carb

100 Average among Interested Singles for $60 meal (15% of singles) **Interested Singles = singles who marked either “Extremely Likely” or “Somewhat Likely” for the question: how willing are you to pay for a $60 specialty meal subscription?