Major Computer Company Refines Merchandising to Guide Global Market Entry

Immediate pain point: Without reliable observational and shopper-level insight, the client risked poor in-store execution and wasted merchandising investment just weeks before a global launch.

We empathized with the team — a confidential global client in the PC/tablet category under pressure to validate a newly developed merchandising system and build an improved merchandising platform prior to market entry and expansion. They needed a robust, global evidence base, including MRS and observational shopper-level research, to predict real-world performance across diverse markets.

Stakes were high: ineffective POS/messaging, diminished launch performance, and lost merchandising ROI. The central question: how could they ensure consistent, high-impact in-store execution and messaging across key and emerging markets without comprehensive, shopper-level evidence?

Key differentiator: A two‑phase, in‑store shopper research approach using trained in‑store interviewers who combined behavioral observation with systematic shelf/context documentation and in‑store intercepts.

1. First we designed and deployed a two‑phase program across multiple countries (US — Rochester, Chicago, Petaluma; Brazil; India; Poland), targeting 600 interviews per country per phase.
2. Second at targeted store outlets trained in‑store interviewers observed shopper behavior in the product category, documented shelf and context conditions, then intercepted qualifying shoppers for structured in‑store surveys (in‑store intercepts, behavioral observation, shelf/context audit).
3. Third we added follow‑up qualitative depth via focus groups and an online survey to probe motivations, POS messaging and merchandising reactions.
4. Our role vs. client: SIS both designed and executed the research program; the client’s specific responsibilities were not specified in the source text.
5. Steps involved: study design → multi‑market deployment → in‑store observation & intercept surveys → focus groups → online survey analysis.
6. Implementation speed: Timeline/turnaround not provided in the source material.

Outcome: A clear, actionable understanding of the PC/tablet shopper experience across multi‑vendor big‑box and other retail formats.

1. Identified which POS materials and messages drive consideration and purchase
2. Mapped regional variations in shopper behavior and specific competitive threats/substitutes
3. Delivered practical recommendations on shelf placement, POS design and merchandising execution

Business impact: These insights were used to refine the merchandising system and to guide the client’s global market positioning and expansion strategy, particularly in emerging markets — enabling more targeted in‑store investments and better market entry decisions for senior leaders and commercial teams.

No client testimonial was provided in the source material.

Forward-looking benefit: Positions the organization to scale merchandising programs, accelerate iterations on POS tactics, and drive stronger ROI from targeted retail investments — supporting shopper insights savings and improvements in mobile survey turnaround time.

1. How quickly were results delivered? Not specified in the original summary.
2. What was the ROI? Not stated in the source material.
3. Was the method scalable or replicable? Yes — the client applied these insights to global market positioning and expansion, indicating applicability across markets.