Name: The Innovation Advantage
Uploaded: 2026-04-14T10:30:05.946Z
Duration: 46 min
Description: The Innovation Advantage

Transcript for "The Innovation Advantage": Hi. Welcome to our webinar, the innovation advantage. I'm Mark Smithson. I'm our analytical solutions director in The UK at Worldpanel, and I spend my time really trying to investigate the shopper behavior and trying to unpick shopper evidence to shed light on all kinds of, sales and marketing problems that you guys in the FMCG industry have. I'm gonna be talking you through the first half of this webinar today, and I'm gonna be looking at the the evidence case and what we can unlock from our shoppers relating to FMCG innovation. And we're gonna try to give you some idea as brand owners and tell you what you need to know, and what measures you need to be looking at to kind of get the best chance of winning an innovation advantage in The UK. I'm delighted to be joined by my, colleague Jackson Woods. Thank you, Mark. And, and hi, everyone. I'm Jackson Woods. I'm a senior research consultant here at Worldpanel, and I'm very close to the topic of, innovation, working with many of our clients, trying to measure both innovation success and, unpick why, some launch succeed while other launches, fail. And I'm very pleased today to be able to share with you our, top 10 launches from 2025. This year, we're trying slightly new approach. We're going to be, looking at which launches are the most incremental across FMCG this year. And I'll be revealing all of that in the second half of the webinar. Thanks, Jackson. And I think it's fair to say we've got quite a varied range of different kind of categories and brands being represented in that top 10 list this year. Quite a few. Yeah. Everything from household, toiletries, food, and drink in the top 10 this year. As I mentioned, we'll be, measuring it by the amount of incremental spend added to the, the competitive set, rather than simply sales this year. And I believe you'll be explaining to our audience exactly why this is, so important. Is that right, Mark? I certainly will. Yes. That is absolutely correct. So today's, webinar is the culmination of a campaign called the Innovation Advantage that we've been running. Hopefully, some of you have have seen some of our posts or seen some of the podcasts that we've been putting out there. By virtue of actually attending today's webinar, that will automatically ensure that you get a link sent to our written reports, and our innovation playbook that we'll be sending out over the next day or two. So please keep a close eye on your inboxes for that. And, as we present this webinar today, there should be an option to post any questions in the, the q and a. They'll be anonymous to everybody else, so, feel free to ask, anything you like. Don't be shy. We'll try and cover a few of these, at the end of the webinar. We've got quite a lot of content to go through, though. So if we don't manage to get back to anyone, we will come back to you, inviting. So innovation. A crocodile. It is a high stakes, high jeopardy game. There's lots of peril lurking there for for those of you who are brand owners who are trying to get innovation, released and out into the marketplace. It's a huge amount of effort for your businesses. You know, there's enormous amount of planning that goes into these initiatives, and and they and they involve, you know, they they they're one of the few things in the world of research that really involves almost every aspect of the business through the operational kind of side, to the sales, to the marketing, to insights, to to RGM and so forth. So plenty of people involved. And and innovations, you know, they have a a a a launch day, a budget, a target. Everybody knows about it. It's high stakes. There's a lot going on. And obviously, as people who are kind of representing or owning the launch of that innovation, there's personal high stakes involved too. So plenty of jeopardy. And of course, you know, innovation is one of those topics that has an awful lot of opinion. Lots of people have got ideas, thoughts about what should be done and what shouldn't be done. Well, today, we're really trying to cut through all of that and and trying to actually really rely on what the shoppers are telling us. And what is the evidence base for what's actually happening? So we really wanna focus on evidence and not opinion today. And just to drum home how perilous innovations are. You know, one of the really alarming stats we see on our panel is that when we look at new products being launched, that the two year survival rate for new things that we see on our panel is only one in three. So two thirds of innovations will will be gone by their second birthday, which is pretty terrifying. So the good news though, what will you learn from us today? Well, we're gonna explain to you why measuring sales isn't enough. And in fact, we're gonna really talk about this metric that Jackson's already mentioned called category incremental, which we believe is really the key way that you see beneath the water to actually see what's lurking underneath. And it's a really important metric to kind of understand. We're gonna tell you why half of launches reduce category value in their categories. And then we're gonna give you some practical advice on the optimal landing zones for price, pack size, promotion, and channel focus. So what kinds of levels of intensity and difference from the the norms and averages in the category should you be going for against those things? And finally, we'll wrap up with Jackson showing you the inspiration from some of the very best examples that we saw in 2025, and that will be our MPD top 10. So a a question or two. First of all, how important is NPD? And specifically, how strong do you think the link is between innovating more and growing faster? So I'll let you have a little think on that. And and please feel free to to post ideas and comments in the chat. We will we will get to read all of these by the at the at the end of the, the session. And if we can't talk about them, we will we'll come back to you. So the importance of NPD. Well, long term importance really isn't in doubt. So as you can see from this glorious old image of Coca Cola, every brand had to start at some point as a new product. But, of course, reinvention and renovation is is really necessary. So you have to keep changing with the times, and you have to keep launching NPD to kinda keep up with changing times. Coca Cola is certainly not predominantly found at the soda at the soda fountain any longer. So it is it too has had to evolve considerably since those, glorious days back at the, in the early twentieth century. But if you actually look at, the short term picture, things look a lot more murky. So if you innovate more this year, will you grow faster next year? And how strong is that link? Well, what we found from the evidence is that actually NPD is a very unreliable lever to generate short term growth. So I'm gonna show you one of the first of our charts of of real data evidence. So what we're looking at here is a a a large sample of different FMCG brands, and we're actually looking at each of those brands and and and on the y axis, which is the vertical axis, we're looking at what share of their sales are coming from MPD. And then on the x axis, how did they perform as a brand in growth terms? And you can see that that relationship just looks like a scatter gun. It's everywhere with an r squared of less than no point two. So it's a very, very weak and uncertain relationship. And at best, MPD slightly improves your odds. Generally, if you're growing brands, it's a coin flip. And MPD just nudges that very slightly up to something like six out of 10 brands grow if you're doing more than average MPD. But it's it's quite a minor effect. And that really suggests to us that there is an awful lot of NPD out there that is not very effective. Now the shopper evidence actually shows that it's worse than that. There are there are many NPDs that are worse than ineffectual. They're actually causing harm. So how do we know? Well, using the the behavioral shopper panel, we're able to actually follow shoppers before and at the point of buying MPD and after they buy an MPD to measure their change in behavior. So how do they how do their repertoires change and adapt, and how does their commitment to the category and brand evolve as they buy an MPD? And what we have seen, of course, is that buying MPD really disrupts shoppers' repertoires. And that, of course, is a point of potential peril because it risks trading down shoppers or causing us to do other negative effects by reducing their commitment, for example. And the stats on this are really quite alarming. So what we have seen is that just under half, 48% of MPDs that we've seen launched into the market over the last few years actually shrink their overall category spending. So they take value out of the categories that they launch into. And even if you just restrict that measure to branded MPDs, it's still well over a third, so 35% of them. So there's an awful lot of brands out there that are really not adding very much growth at all and in fact, doing harm. So is your business actually looking out for the right hazards? Are you kind of measuring the right things? And are you seeing the danger that's lurking beneath the kind of obvious flow of of of typical data that people look at? So a really good question and an interesting one to think about is how are you currently tracking the success of your MPDs today? What kind of measures and metrics are you using in your business? Presumably, you're looking at sales. Maybe you're looking at business like rate of sale and distribution, other sort of sales metrics or or, breadth of exposure metrics, even maybe penetration, a shopper metric. But are you looking at anything else? All of those things that I've listed there really are headline sales kind of metrics. They're looking at the volume of what's been going on on in the MPD itself. But we think you need to look a little bit deeper to see the dangers. So what is the problem of just focusing on MPD sales? Well, the key thing is that it won't predict what we believe is a critical outcome, which is whether you're added incremental growth by virtue of launching that MPD. So again, another wonderful scatterplot from our data. This time, the dots on this scatterplot wraps the new launches, that we've collected up over the last three years across Gracie. And what we're really correlating here is we're looking at the launch size. So simply what kind of market share of the competitive set did that launch win against the degree to which the launch spend actually was adding category incremental. So was it actually growing the value of the category? Yes or no? And you can see again, we've got a really, really weak relationship here. This is essentially a random relationship. Very little connection between the two things. It is very possible to have big and, you know, very respectable looking sales for your MPD, but at the same time, actually reducing and shrinking the category value. And we call that situation, innovation sort of drift or a drift in your innovation advantage in your report. So category incremental, we believe, is the key metric. And it isn't just a nice kind of category boosting thing that is not gonna really do the right, you know, the right thing for you as a manufacturing company. It works for both brand owners and retailers. So here, we're just looking at some launches, that are underpinning these lines that we have been looking at and observing in in the chocolate kind of confectionery market. And these are three of the major players. And and when we look at the, you know, 85 launches for these different players over the last two or three years, what we're actually seeing is that the launches that are generating high category incremental are also generating the highest manufacturer of incremental. So they're adding value to your portfolio as a manufacturer, and they're adding value to the category at the same time. Those two things travel together very strongly. So it really is an important metric. And the reason why this is so important and why it works is, of course, these are big manufacturers. There's lots of cannibalization when you launch a new product. It it tends to risk a huge amount of cannibalization from your portfolio. And if you can break beyond that and ensure that cannibalization is happening in a good way or that the behavior of shoppers is adding value to the category, you will get both desirable outcomes, growing yourself and growing the category at the same time. So if that's the key metric that you really, really should be looking at to see the crocodiles under the surface, how do you then navigate that incremental success? What are the kind of mechanisms and roots to kind of ensuring that you're gonna end up with a positive outcome and not a negative outcome? And to help guide you, we looked again at the shopper evidence. And to do that, we designed a research study where we looked at 400 branded innovations across all of FMCG over the last three years. We excluded some of the really minor kind of things like pack size alterations. So we're looking here at launches that were genuine kind of new flavors, new subsectors, new brands, things that extended into different areas of the Caspery. And we looked at that collection, and then we did our tracking and tracing of shopper behavior before and after the kind of purchase of those innovations to see how shoppers changed and evolved. And from that work, we are able to segment all of those launches into four segments of outcome. So the the very positive incremental launches, those that kind of added a lot of category value, you know, from from the launch spend. Some that were slightly positive, so they were still reasonable. And then the negative ones in the red boxes. Boxes. And the key question we're trying to ask is, are those NPDs that sit in the successful green segments actually doing anything differently to those that end up in the red segments? Well, what do you think? So if we compare to the category average, where would you be setting your MPD features in terms of price? So would you be charging a premium or not? And and to what extent? How much of a premium? How would your pack size be be positioned? So what kind of size versus the average pack would you be positioned? What kind of promotion intensity would you be giving? And would there be any particular bias in the channel that you'd be trying to launch into? So what we've seen from, again, from the shopper evidence is that price premium balanced by pack size to stay affordable is is the right thing that you need to do. You need a price premium. And in fact, when we have a look at these different segments playing through and in these charts, the average for the category is a a 100%. You can see that typically those green incremental kind of launch segments where we're seeing great outcomes, they're typically one and a half to 1.8 times the average price. And this is price per volume. So the stuff that's inside the packets and bottles and packages is more premium. It's kind of being charged at a higher level. Now price per pack, again, is premium typically, but it is a much gentler kind of premium, and it's being managed. So we're only seeing the typical pack pack price being just above or up to 1.2 times the average price per pack. So people are really managing that premium in terms of the volume content by by actually launching smaller packs. So a naught point eight, times the average pack size. So 20% smaller than the average pack size is fairly typical if you're gonna be in the more successful launches. So you're modifying your premium, but the premium is really, really important to have. Now on promotion, what we see is that you should promote extensively, but you need to avoid above average discounts. So pro promote extensively, but don't promote too deeply. And, again, if we look at the same sorts of charts here, you can see that the index on volume on deals, so what proportion of your lot of spend is going from promotion, it's typically somewhere in the region of 1.4 to 1.7 times the average for the category. So quite a lot of promotion intensity. That would be reflected in lots of weeks on deal, reasonably high uplifts, those kinds of things. But, actually, the discount that you want to be charging should sit just below the category average. So what we're actually seeing is that peep the the the really successful launches are not promoting deeply at all. And on channel, what do we see the evidence there? Well, again, the key thing we believe here is that you need to focus on channels where strong premiums are permissible. We've already shown you that price and premium kind of, aspect, and you need to be in the channels that will permit you to do that. So supermarkets, we tend to see a slight over bias, in launch spend towards supermarket channels for those, launches that are kind of successful. And so 1.1 to 1.2 times the average kind of share that the cash we would take in in supermarket. And specialty stores have a very similar picture. So this would be kind of, you know, retailers like Boots and so forth where, again, premiums and kind of discovery are kind of permissible. Discounters, on the other hand, much, much harder. So we see that the really successful, really positive incremental launches are are less likely to have any kind of bias and discounts as, in fact, tend to undertrade in those areas. So, you know, a naught point six to to parity kind of index there. So, they're kind of some of the features that you really need to drive category incremental. And, of course, we believe that's a really, really fundamental measure. That's what the shopper evidence is showing us. But you still want to scale that up. You can be super efficient, but you still want scale. High volumes and high sales volumes won't create an an incremental category benefit as we've already seen from some of our scatter plots. But if you are incremental and also big, then you're gonna get maximum returns. So how do you scale up? Well, we would advise that you really need to think first about the price pack promo and channel features that are gonna enable trade up. So those kind of lessons that we've just shown you in those landing zones for the for the level of bias and degree of differentiation you need. Another key aspect to designing incremental category benefit is also to think carefully about whether you can target new consumer needs to minimize that cannibalization that we see underneath the surface of all of these launches. So if you can position your launch into new needs, new shopper types, new occasions, new missions, that will give you a stronger, better chance to differentiate and not eat your your own lunch, so to speak. And then after that, think about how you're gonna scale up. So to scale up, the evidence is really clear here and it follows the general how brands grow rules of growth. You should focus on winning penetration, not repeat rate. And, again, here's some evidence to show you why. So each dot is a is an FMCG MPD. And, again, we're looking here at the spread of and the penetration that each of those MPDs achieved and the launch spend that each of those NPDs achieved. And you can see for penetration, there's quite a strong relationship. The naught point five r squares, there is a a healthy relationship between those two metrics. When we look at the same thing from repeat rates, what we see is complete randomness. There isn't really a pattern. Repeat rate and launch spend do not directly travel together. And repeat rate tends to be much more of a function of the type of category and the type of product you are, because, you know, that will control things like the frequency and the need for repurchasing. So penetration is the main metric. What advice can we offer on helping you scale up penetration for your launch? Well, to help us do this, we actually examined our archive of MPD surveys. So we we run surveys essentially. When some products get launched, we will go and interrogate and ask questions to those real buyers that are kind of actually purchasing the category and ask them for some views and opinions related to the the presence of MPD. So we'll survey those new shoppers when a new launch appears. We'll ask their, their opinions and observations or metrics like awareness, their consideration to buy, you know, their prior intention to purchase and indeed their experience of the product as well. And we can do a very similar thing to the types of segments that we created earlier from our transactional data. This time, we're just gonna rank three boxes. Those launches that actually achieved and over exceeded the achievement on their penetration. So did they get more penetration than we'd expect given that the market that they're in? And those that actually were quite weak, which is the red segment. So the ones that didn't deliver on that. And what do our shoppers say about those that were the winners? Well, three things that we've looked at here, visibility being noticed in store, persuasive features which relate to the consideration, and then product experience as well. So which of these things would you prioritize for your next innovation? I mean, obviously, all of these are gonna be important to some extent, but money sometimes can't do everything. So be quite interested to have a think about what you guys consider as the most important thing to to do out of these three. Well, the clear winner really is being noticed. Visibility is absolutely key. So when we have a look at the three segments again, with the average this time being those kind of launches that just performed, that that that kind of achieved average penetration. So that's the 100 line here. What you can see here is that visibility actually does have a clear relationship. The best penetration cases had high visibility, and the ones that had weak penetration had poor visibility. And that will be something that you can control through things like pack queues, through the location on shelf, through the theater and the in store display and signage, and indeed through the the kind of, intensity of your promotions as well. Consideration has a slightly weaker relationship, but, what you can see here is that for these very best cases, they were also had high consideration too. So this is gonna be about the persuasive product features. So it's certainly still an important thing, but it isn't quite as clear a relationship across all three segments this time. And it's actually quite a similar case for whether these products were being bought in a spontaneous, I e, I hadn't planned by the category kind of way. So again, disrupting routine and maybe being visible to shoppers who aren't in the category aisle, and trying to really disrupt routines. Again, it it's one of the things that we see the very best case is doing, but it isn't quite as consistent a pattern running through all three segments. So I think here the winner for clarity is gonna be visibility. Get your pack cubes, location, theater, and signage right. That's gonna be the absolute key one, and then do as much as you can on the other two. And if we just keep that visibility chart, what and then we we can have a look at some other metrics, for example, your your experience of the product. What's really interesting here is although we see the relationship, the kind of indices and the and the differentiation between launches is much, much more muted than it is for the visibility one. So what we're kind of seeing here is that experience can help, but it certainly isn't such a big driver as being noticed. So you you need to be good, but you don't have to be amazing. And again, if we look at whether people would recommend the products, this is looking at promoters of the products, would you go and recommend to friends and family? What we can actually see again is the relationship is a little bit unclear. In fact, what came out most clearly on these types of measures was if you're gonna have poor penetration, often they have very, very negative recommendation. So I think the key lesson is be good enough, but don't really disappoint your shoppers, but make sure you're getting noticed on shelf in store. That's the key thing. So hopefully, we've spotted and pointed out some of the crocodiles for you and given you some of the rules and some of the tips to avoid them. You know, that key measure of category incremental is something that allows you to peer beneath the water and see some of the perils and and understand how to avoid those. So to summarize, what are our main takeaway points for you? Well, the key thing is to use the guiding metric, category incremental. That metric does different things to looking at sales and the and the measures that relate to sales, and our business can certainly help you do that. We can run scorecards, for example, for your launches and help you understand your category incremental and how you fit in the general, pattern of what's normal for your category. And then to win against category incremental, here are our six rules. First of all, build a premium that makes sense at the shelf. So what we're tending to see is one and a half to 1.8 times the category average for price per volume is associated with the greatest and clearest levels of success. But that needs to be balanced by familiar pack value. So you don't want such a premium on your actual pack. And therefore, what you're really needing to do in point two is to use pack size to keep trial easy, to not put shoppers off and keep the price within a reachable kind of increment from from the norm. So that 15 to 25% reduction in size from the average is the way that you can kinda do that. We believe you should promote for discovery, not dependency. So run more volume and deal, typically 40 to 70% higher than the competitive set average, but keep those discount debts controlled. Keep them slightly below average. You want to make noise, but you don't wanna give loads of value away. And your channel choice is important. Choose channels that support that added value. And as we've just seen in the final charts I showed you, focus on install visibility. Focus on being noticed and standing out. We believe you should chase penetration before you should chase loyalty. So launch scale is driven by penetration and repeat rate follows that as a metric. So focus on winning and acquiring shoppers. That's the key job that you need to do. And finally, if you can innovate into new needs to avoid self competition and keep those levels of cannibalization low, then that is also a great route to kind of maximizing your category incremental. Okay. Thank you very much. I'm gonna pass over to Jackson now. He's gonna show you what some of the great MPDs look like. Good. Thank you very much, Mark. So, yes. Now, hopefully, we're gonna see, how some of these things play out in, in real life. As I mentioned at the beginning, now we're ranking by, all these launches by how much incremental value they're adding to their competitive set, which does raise, a bit of, an issue with our ranking. If we, go to the next slide, we'll see we've got a few honorable mentions to, to speak about first. The reason for this is, if we're looking at categories that are, relatively emerging or, perhaps even ambiguous if somebody's found white space between two existing competitive sets, then it becomes quite difficult to, compare one launch to another. So these are launches that performed really well in market, that show in all the attributes that we've, discussed earlier. But we're not including them in the formal ranking because it's a little bit, unfair to compare them in that way. So the first example here is a number of, Ambient Ready Meal launches we've seen, in the latest year. This is really interesting because, we're hearing all the time about how shoppers are facing price pressures and things like that, But, ultimately, convenience can still drive a premium in that context. So relatively, newish category, ambient, ready meals. There's been products around before, but it's really starting to come together as a category. And, in addition to the convenience that a typical chilled or frozen ready meal can add here is, obviously, you can keep it in your cupboard for much longer, so it's available when you need it rather than having to buy it specifically for that need. The next one we've got here, really interesting launch where, Nescafe have spotted some white space between ready to drink iced coffee and, a a home brewed equivalent. They make it easier for people to prepare iced coffee, at home. And, obviously, that's been really strong in terms of, performance this year. But, obviously, not entirely clear whether it's competing with those ready to drink drinks or, the existing, ground coffee and, and beans market. More likely both. And then, last but not least, this is actually representative not just of, Bayless. They had a few good examples launched just before, Christmas. But this is just to acknowledge that we're not exclusively looking at brands that are finding brand new white space and entirely new competitive sets because that is really difficult to do. Ultimately, a large chunk of innovation is just new news for the category and something interesting and different to choose the brand instead of a, a competitor. And it's really important to understand that these kind of launches can be just as incremental as those that are finding brand new space as well. So having covered that, let's start with the, the ranking. So I think we'll go in reverse order. So starting with number 10, we have Sensodyne Clinical Repair. So, we talked earlier about a price premium of, about, one and a half to two times the, the average for the category. The impressive thing that Sensodyne has done here is they're driving a price premium that's, four to six times the, the category average. I believe the tube is, £12 at full price in my local Tesco. So what they've done, the, the price of the product there is obviously trading people up, but the impressive thing is to launch that at scale. So make sure you get the, the distribution, the visibility, the understanding of what benefits that product is providing enough to get, enough people to buy a shelf. So it's a sustainable proposition in the, in the long term. So really impressive that, Sunshine has reached number 10. Number nine, we've got, a breakfast cereal, which is quite unusual to see in the, in the ranking. What, is special about this launch is obviously, an established brand, moving into, a new category. So that helps with the, the scaling of the product. But also, protein, as a general trend, is one of the, the biggest premiumizing trends we're seeing out there at the, the minute. So for years, sugar and fat have been, demonized, leaving protein as the one food group, left that's, permissible to enjoy. So, what's currently driving the protein trend is less so the, the kind of hyperintense gym bunnies and more of a broader trend now that is impacting everyone, as a healthy food group that fulfills your, your hunger needs. So really successful launch there for you. Next up at number seven, we've got Sif Infinite Clean. So what's infinite about this clean is a, a cleaning bacteria that continues to clean after you've used the, the product. And the additional benefit here is, there's bit of an environmental angle. We've got, refills listed as well as the, the full, dispenser with spray. So, there's a lot of benefits to, to make that product stand out and drive a, a trade up of the fixture despite the, the wide range of, of choice in that category. In at number six, another interesting one with, McCain with, vibes. This is, meant to be act acting, similarly to, a crisp or targeting the, the crisp occasion. So it's really quick and easy to pair in, an air fryer, another trend that we're, seeing a lot of at the minute. They've done really well to trade people up. They're paying more than they otherwise would have, for their frozen potato products. And, obviously, the, the different flavors there sort of, emulating crisps, but the, the mango chutney one was, was particularly enjoyable for myself. Number five. Again, we spoke about new flavors and variants earlier, but, this launch from PepsiCo has really flown off the shelves. So there's a, a cream soda and a strawberries and, cream flavor. Flavors are, obviously not new for carbonated soft drinks, but, these are, quite distinct from recent offers and, has, taken what is ultimately not a huge increment for each individual sale, but obviously scale that up over a lot of sales to lead to, a large amount of incremental growth overall. In at number five, we've got Sure Whole Body. So the concept here is, deodorant is formulated for your, your underarms, what Unilever have done here. We're talking here about the female variant, but there's a, a male one too. This is a deodorant that's formulated for you to to be able to use all over your, your body. So, interestingly, we do see most of the benefit here come from trade up from, from existing shoppers. So it's not necessarily consuming a lot of people to consume more deodorant, but it's more appropriate for those, need. Perhaps they were using it all over their body anyway, but now they're buying a product that's more appropriate for it and paying a premium to do so. So, again, really impressive to see it in that number five there. Number four, we've got, Ariel, the big one. Effectively, two standard sized pods in one. So it's, consolidating and making people's, laundry routines a little bit easier. Context behind this is, increasingly the machines that are being sold in The UK, have higher loads than they did in the past. So, more and more often, people are double dosing with their deodorant, so it makes it both easier and more cost efficient for the consumer while still ultimately driving a, a premium for Ariel. Then number three, we see quite a mix of, flavors and brand new news in this, in this ranking here. Crisps, we've seen plenty of flavors before, but this is another combination of both the, scale and being able to trade people up at that scale as well. You'll also see that walkers have driven, additional trips into the category as well, which is really good for, a category like multiple trips, which has been struggling in the context of, HFSS legislation and other, various headwinds. Then, number two, we've got, an ice cream, which, features quite frequently. Utopia has, some really interesting flavors there. The, the ice cream itself is marbled. So, it's not a, a brand new concept by any means, but being able to trade people up at, at scale has put it in the, the position of being number two here. So, a really strong launch for Magnum there. And then last but not least, the big reveal. We see fairy skip the soak in at number one. So this is a really interesting one. Again, they found, completely new space in the, in the category. This, this product you spray on heavily soiled dishes helps it break down, then it means that you, you're able to, as the product says, skip the, the long overnight scope, the soak even. So, that's really impressive because it's added an entire new, feature, to, to routines and, is, obviously trading people up even where, it's perhaps reducing the amount of washing up liquid being used. So, to wrap up, I think a big congratulations to, our podium finishers here. But, the same for all of those, new products in in the ranking. They've all performed really well. They've grown at scale, and they've also added value to their, competitive sets. Perfect. Buyers, see if we've got any questions waiting for us. So I think first one here, how do I know if my recent launches are building incremental value or just creating activity. I suppose how I'd answer that is we've provided some, general rules here, which were applicable across all all categories, as as to what kind of things and, incremental value, and which things are just gonna subsidize your own portfolio. I think, to to really understand it, you would need to measure it. So understand the shopper behavior before and after they, they buy this new product. It's it's really difficult to tell this kind of thing from just your sales value, because what you've gotta bear in mind is it's it's not necessarily just replacing a choice being made in that moment. You could well bring sales, forward from when they otherwise might have considered purchasing. So somebody might still have half a can of deodorant left, but they see that new, whole body example, on the shelf, and, they'll buy it before they otherwise intended to buy deodorant. So you've gotta bear in mind this, displacement aspect of, of purchase behavior. I don't know if you'd add anything to that, Mark. Well, yeah. I think only to say that, you know, obviously, we can help you do that. We you know, the pan shopper panels are the are the great have the great advantage of being able to kinda see that change and shift in behavior. So please get in touch with us if you'd like to, you know, work with us to get a scorecard for your launch or to see scorecards for your past launches, we can tell you, how that category incremental was or wasn't added, and we can sort of explain and understand how that came about and, and shed light on on how you're performing really, like finding the crocodiles under the water for you. Indeed. Speaking of crocodiles, how do we separate healthy portfolio interaction from harmful cannibalization? Because there's inevitably gonna be some. Right? I I think we've got a stat of if if you've got over a a third share of of a category, if you're a manufacturer with a third of the share, you may as well start from the starting point of, expecting 60 or so percent of your, MPD spend to be cannibalized from your own portfolio just because of the, links people make, in in their mind with brands and the associations. And at the end of the day, it is gonna seem like a similar proposition to them. So launches are, cannibalistic. What you'd really want to be looking for is where the spend is coming from within your portfolio. Because if you're trading people up, then that's a positive thing. If you're trading down within your portfolio, then that's obviously going to, to take away from the, the incrementality. So measure it, but bear in mind that that's, strongly related to, the market share you have in in your, your particular category. An example might be, the machine wash, one that we've mentioned. You've got a clear pricing structure there for powder, liquid, and then, pods. You would obviously then, when you're launching, want to understand how much you're switching from your powders in your portfolio, the liquids, and the, the capsules to understand whether you're trading it or down. Anything for you, Luke? No. I think unless only to shamelessly plug our our scorecards for MPD to say, look, we can help you look at that. So one of the things that we can do is kind of segment and separate that cannibalization and steal out for your launch and actually show you and tell you, you know, which brands in the wider category and in your own portfolio are being impacted. So shameless plug over, Jackson. Perfect. I think, we're starting to run out of time. So I think, as I say, we'll cover one last question. Everybody who's asked a question, today will get a response from us. So do, do look out for that. I think the last one that would be interesting to tackle is, can we apply this framework, to, to any any category? And I suppose I'd say to that, yes. We, we've deliberately been category agnostic with this because we've got a diverse range of clients over many categories. So anything you've heard today is broadly applicable for any launch. There is, a lot of nuance by, by category. So just as an example of, off the top of my head, something with, more of an emotive connection with shoppers, something that's more of like a a personal expression of their personality. So, the deodorants are a good example, but most health and beauty products, count in the same way. You've got a, high level of brand loyalty within that because of the, the the emotive aspect of, of brand relationships there. So, what you find is cannibalization is much higher within these personal care markets, Whereas, if you think about food and drink, there's obviously a much more diverse, array of products you could substitute with, and it's less so, not entirely without a bit of, personal expression. So, you can get away with a lot more, within food and drink, say, than you can within, personal care categories. So, it can change quite a bit. Each situation is different, but what you've heard today is, is applicable across categories. Okay. Thanks, Jackson. And I think all that's left for me to do for now is to is to wrap up and thank everybody for their attention on this webinar. And, please look out for the emailed links to our report and to, the playbook and other materials that we'll be sending you. But thank you very much for listening. Goodbye. Thank you very much.