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Category Archives: Chapter 10: Marketing Research

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Running Wild with Puma’s Massive Global Campaign

18 Tuesday Nov 2025

Posted by grewallevymarketingnews in Chapter 10: Marketing Research

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brand, campaign, puma, runners, wild

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In their interactions with athletic brands, consumers are accustomed to seeing accounts of unbelievable athletic prowess. Sports legends promote the …

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Flying High: Alaska Airlines Partners With Google’s Meridian

04 Tuesday Nov 2025

Posted by grewallevymarketingnews in Chapter 10: Marketing Research, Chapter 19: Advertising, Public Relations and Sales Promotions

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airline, alaska, Google, plane

There might have been a point in time when gauging the success of an advertising campaign was relatively straightforward: A …

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Eye on the Ball: Using aiScout to Recruit Professional Soccer Players

08 Tuesday Apr 2025

Posted by Grewal Levy Marketing in Chapter 10: Marketing Research

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AI, Analytics, football, players, scout, Soccer

istockphoto / Who_I_am

Soccer is the most popular sport in the world. Played on six continents and in nearly every country, it represents a universal language. And now, for the millions of young footballers who dream of becoming the next Pelé or Maradona, as well as the teams that aim to sit atop the standings of the various world leagues, there’s an app that can help.

The London-based aiScout program hopes to revolutionize the way that teams and leagues scout top soccer talent. It enables individual players to upload their own, self-recorded footage of themselves engaged in a series of 75 drills, which the company identified as critical to defining players’ skills. In turn, the AI underlying the program rates and scores each player. The assessment reflects the players’ displayed skills while also using these data to establish predictions about their future performance, in terms of their athletic ability and their cognitive capacities. Beyond the ratings assigned to the individual applicants, aiScout compares them with existing benchmarks, set by current league players. 

If soccer leagues or clubs choose to join the system, they can access the summary results and then, if interested, watch the videos themselves. In this sense, they can efficiently conduct virtual trials around the world, with the promise of finding an unknown, remarkable talent. Such promise is substantial, considering the wealth of talent found throughout the world, including among small international teams that often lack the sorts of resources needed to attract scouts for the major leagues. Furthermore, teams and leagues can sort players according to various criteria and categories, such as limiting them to certain age ranges, highlighting players in a particular position, or seeking out those that perform best on specific skills (e.g., power, speed).

Although a trial version of the software has been available since 2019, at which point it attracted interest from players from 125 countries, it only hard launched in 2023. Since that time, aiScout claims to have facilitated the signing of 135 players with either national teams or professional clubs. It identifies Ben Greenwood as the first success story: Without ever participating in a formal trial, he was recruited by Chelsea Football Club, then ultimately signed by AFC Bournemouth. In response to such anecdotal evidence, an estimated 100,000 players have signed up, and approximately 100 professional clubs gain insights from it.

Even as aiScout promises to enhance the talent scouting process, it freely acknowledges the limitations of the technology. It recommends that teams and leagues use the AI tools as complements to, rather than substitutes for, their expert human scouts. The company might make scouts’ jobs easier, and facilitate connections between individual players seeking a spot and teams looking for talent, but it cannot provide a clear sense of a player’s “grit” or character. It is a tool—an advanced one to be certain, but still a tool that should be used in addition to and in combination with all the other resources that teams dedicate to achieving success.

Discussion Questions 

  1. How much human intervention is required before using the results produced by this particular AI-based technology?
  2. Are there other relevant market research options for teams and professional scouts that would enable them to gather such insights about players from around the world?

Sources:Jack Bantock, “Top Soccer Clubs Are Using an AI-Powered App to Scout Future Stars,” CNN, March 1, 2024; Steve Price, “Artificial Intelligence Could Be About to Change Soccer Player Scouting,” Forbes, June 21, 2022; Vinay Patel, “Turning Data into Goals: AIScout Is Revolutionising How Soccer Talent Is Recruited,” International Business Times, June 6, 2024 

All the Rage: Vuori Corners the Athletic Work Apparel Market

20 Thursday Mar 2025

Posted by Grewal Levy Marketing in Chapter 05: Analyzing the Marketing Environment, Chapter 06: Consumer Behavior, Chapter 09: Segmentation, Targeting and Positioning, Chapter 10: Marketing Research

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atheltic, casual style, dress code

istockphoto / ismagilov

Steve Jobs had his black turtlenecks. Mark Zuckerberg favors hoodies. These famous figures might not be known for their fashion sense, but their example seemingly is defining what young professionals consider to represent appropriate office attire. Especially as working from home continues to represent an appealing option, more companies—whether they allow work from home or hope to encourage employees to come back to the office—are lowering the strict standards for what is required for people to wear. In response, young, affluent executives have embraced work “uniforms” that provide just as much comfort as their casual and athletic gear. And in this broader environment, Vuori is enjoying remarkable growth.

The brand first came to fame for its tech pants, which were designed with a tapering, semi-formal design but produced with human-made, technical textiles, such as nylon and polyester. They offer breathability and moisture-wicking capacities, and they move and stretch far more than cotton, wool, and other conventional materials used to make pants. Therefore, while they look (at least from some distance) like conventional suit trousers, the pants offer comfort similar to that provided by athletic gear like sweatpants. Its offerings have created a new subcategory of apparel, involving active, casual gear that also looks professional.

Although athleisure has long been a meaningful industry sector, athletic styles of work wear are something different. Rather than just a different type or style of leggings, Vuori innovated a distinctive, unique design. When consumers try out this alternative, they also assign it high marks in terms of the fit it offers, its performance, and, particularly, its comfort level. Therefore, once they try it, they seemingly switch quickly away from other versions, like leggings, that also do not offer the same level of professionalism. For example, in 2018, only 1.2 percent of consumers who shopped at Lululemon also shopped at Vuori; by 2024, that rate had increased to 7.8 percent. 

Noting Vuori’s consumer appeal and growing market share, investors contributed an estimated $825 million to its latest round of funding, prompting a late-2024 valuation of $5.5 billion. Thus, even if Vuori has not totally cornered the market for active wear, it can stake its claim for achieving one of the largest initial public offerings in the retail industry. In the meantime, it is working to spread its vision of office wear to global markets, through investments in expanded and aggressive marketing efforts. Already available in 18 countries, Vuori has indicated its plans to sell its products in more than 100 stores, throughout Europe and Asia, by the end of 2026.

Discussion Questions

  1. Take a look at Vuori’s pants design. Does it represent a truly new design, or is it just another type of athleisure?
  2. Is the active casual wear market a growing one, or does it offer limited share?

Sources: Max Berlinger, “How Vuori Became One of the Hottest Names in Fashion,” The New York Times, January 18, 2025; Daphne Howland, “With Latest Investment, Vuori’s Valuation Hits $5.5B,” Retail Dive, November 11, 2024; Gabrielle Fonrouge, “How Vuori Reached a $5.5 Billion Valuation By Taking Share From Lululemon,” CNBC, December 19, 2024;

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Breaking New Ground: McDonald’s Introduces a New Product Line

05 Thursday Dec 2024

Posted by Grewal Levy Marketing in Chapter 05: Analyzing the Marketing Environment, Chapter 10: Marketing Research, Chapter 12: Developing New Products

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anti-trust

Americans have long been fascinated by space. And since the space race began, kids have been encouraged to dream about …

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Check It: The Growing Global Reach of Basketball

10 Tuesday Sep 2024

Posted by Grewal Levy Marketing in Chapter 08: Global Marketing, Chapter 09: Segmentation, Targeting and Positioning, Chapter 10: Marketing Research

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Africa, Basketball, NBA

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For nearly all human history, sports have offered a means to connect people from disparate cultures and backgrounds on a …

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Canary in the Data Mine: The Ethics of Sharing Automobile Data 

18 Tuesday Jun 2024

Posted by Grewal Levy Marketing in Chapter 04: Conscious Marketing, Corporate Social Responsibility, and Ethics, Chapter 10: Marketing Research, Chapter 12: Developing New Products

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automobile, Car, data, ethics, Insurance

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Smart cars are getting smarter. To achieve this outcome, automakers such as General Motors, Ford, Honda, Kia, and Mitsubishi have …

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From A(nime) to (Gen) Z: Leveraging Fans’ Anime Favorites to Promote Other Products Directly to Them

30 Tuesday Jan 2024

Posted by grewallevymarketingnews in Chapter 10: Marketing Research

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Anime

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The transformation of anime has been remarkable—not in its style, which has remained largely consistent for decades, but in its …

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Estée Lauder Is Tracking What You Say About Them Online

17 Tuesday Oct 2023

Posted by grewallevymarketingnews in Chapter 10: Marketing Research, Marketing Tidbits

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Analytics, Aramis, Clinique, ELC, Estee Lauder, Marketing Research

Cosmetics represents a deeply personal, hedonic product category, and consumers often express strongly affective opinions and evaluations of these items. For ELC, the corporation that owns Estée Lauder and several other cosmetics and fragrance brands, gauging such sentiments is critical, prompting a growing collaboration with Google Cloud to use AI to track people’s feedback on social media in real time. With such input, brands such as Clinique and Aramis can respond more quickly to viral trends, which appear especially commonly in the cosmetics sector. This development builds on an existing relationship, in which Google helped ELC link all its various in-house data within a single system, then produce personalized recommendations for clients. But by adding in AI-powered large language models, this partnership also can gauge how well those personalized (and other) offerings actually appeal to influential users. Not that expectations are high or anything, but according to ELC, it hopes this expanded collaboration will allow it “to better track consumer sentiment, inform research and development goals and simplify internal workflows while increasing productivity.”

Sources: Peter Adams, “Estée Lauder Bets Generative AI Can Keep Pace with Shifting Consumer Tastes,” Marketing Dive, August 29, 2023

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Giving Advertisers Insights into In-Store Behaviors: How Sam’s Club Is Taking Omnichannel to New Levels

10 Tuesday Oct 2023

Posted by grewallevymarketingnews in Chapter 10: Marketing Research, Chapter 17: Retailing and Multichannel Marketing

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Analytics, Marketing Research, Member Access Platform, Retailing and Omnichannel Marketing, Sam's Club

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If a consumer buys a particular brand while shopping at Sam’s Club, should that sale be attributed prior promotional campaigns, …

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Archived Articles by Chapter

  • Chapter 01: Overview of Marketing (81)
  • Chapter 02: Developing Marketing Strategies (152)
  • Chapter 03: Social and Mobile Marketing (176)
  • Chapter 04: Conscious Marketing, Corporate Social Responsibility, and Ethics (183)
  • Chapter 05: Analyzing the Marketing Environment (243)
  • Chapter 06: Consumer Behavior (204)
  • Chapter 07: Business-to-Business Marketing (91)
  • Chapter 08: Global Marketing (129)
  • Chapter 09: Segmentation, Targeting and Positioning (164)
  • Chapter 10: Marketing Research (109)
  • Chapter 11: Product Branding and Packaging Decisions (224)
  • Chapter 12: Developing New Products (197)
  • Chapter 13: Services: The Intangible Product (158)
  • Chapter 14: Pricing Concepts for Establishing Value (105)
  • Chapter 15: Strategic Pricing Concepts (109)
  • Chapter 16: Supply Chain Management (124)
  • Chapter 17: Retailing and Multichannel Marketing (222)
  • Chapter 18: Integrated Marketing Communications (172)
  • Chapter 19: Advertising, Public Relations and Sales Promotions (204)
  • Chapter 20: Personal Selling and Sales Management (65)
  • Marketing Tidbits (49)
  • Uncategorized (17)

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