Understanding your customer is key to business success. Learn how to make your products or services meet customer pain points along the customer journey.

Customers make or break businesses. Companies that meet buyers’ needs are more profitable, while those that don’t will lose buyers and may fail.

Even so, some businesses pay little to no attention to customers’ expectations. Instead, they chase trends or pursue ideas from their top brass, assuming that they know what interests buyers. And companies that check on customer needs often don’t do so frequently enough to keep up with the rapidly changing world.

This guide is about understanding customer needs—what they are, why they matter, how to identify them, and how to use them to win more customers.

What are Customer Needs?

Simply put, customer needs are the physical or psychological factors that motivate a person to purchase a particular product or service. These can be as varied as the hundreds or millions of customers in your marketplace.

Physical motivators are anything that has a measurable or tangible cause. If a person is hungry, they’ll buy food. If they’re cold, they’ll buy a coat. If their car breaks down, they’ll have it repaired.

Psychological needs are emotional reasons for purchase, and they’re almost always more important than physical needs. Any food, coat, or repair shop would solve the problems above, so how does someone pick where to make their purchase?

Opinions, desires, and preferences shape most purchasing. That’s why things like convenience, pricing, reliability, reputation, service, and values often lead a customer to choose one company over the competition.

“Customer needs” are often called “pain points.” While not all marketing professionals agree that these terms are interchangeable, they are indeed similar. Customer pain points are specific problems that people need help solving. Pain points can happen all along the customer journey and can include any physical or psychological issues that stand in the way of their happiness, growth, or success.

No matter what term you use, understanding what motivates buyers in your marketplace is key to winning new business and keeping loyal customers.

Importance of Understanding Customer Needs
customer profiles

As the saying goes, the customer is king because they’re a company’s most valuable asset. Without a solid customer base, a business will eventually die.

Unfortunately, many sales and marketing leaders take for granted that they know what their customers need. These assumptions can be costly, resulting in lost business and lower customer retention rates.

Other organizations view customer feedback as criticism, which may have a negative connotation. Leaning into their critiques, however, allows you to flip problems into opportunities.

When a business takes the time to identify, anticipate, and meet customer needs regularly, it can expect to:

● Improve products/services: Understanding the motivations behind your prospective customers’ purchasing decisions will help you refine your offers. You can identify gaps in your offer stack or enhance existing offers with only limited development costs.

● Generate more sales: The better you know your customer base, the easier it will be to identify relevant marketing channels and cost-effectively promote targeted offers, increasing the likelihood of high-conversion sales.

● Deliver expected results: When you know what your customers need, you can plan appropriately to meet their expectations.

● Improve customer service: Customer service channels constantly evolve, so it’s imperative to keep up with customer preferences. Being available to customers where and when they prefer makes them feel valued and can give your company a distinct competitive edge.

● Boost customer retention: Anticipating, meeting, and even exceeding customers’ needs establishes trust and makes them feel valued and engaged in your business. This, in turn, creates loyal and repeat customers.

● Survive long term: Agile adaptation is key to long-term success in a fast-paced world where the customer needs frequently change. When your offers suit current needs, you’ll develop a reputation that attracts and retains more customers than the competition.

Managing Rapid Change

Another significant benefit of customer needs analysis is ensuring that your company keeps pace in a rapidly changing world.

One of the biggest challenges any company faces is remaining relevant to its target market in the modern world. Customer mindsets and behaviors change so quickly because they have more choice and opportunity than ever.

When consumers can easily switch to a new company with better products or services, it’s imperative to anticipate, predict, and plan for the future. Falling a step behind is a quick path to losing market share.

For example, the recent shift to mass homeworking and the international uptick in tech solutions to support the change has created entirely new pain points for millions of people.

In a short amount of time, the pandemic taught nearly everyone how to communicate online. Zoom has made tech-deficient industries like food service more accessible and shifted many consumers’ preferences from in-person or in-home to virtual options (even in once digital-resistant markets like Asia).

These types of changes have far-reaching tentacles that can affect consumer needs across a wide range of industries.

Avoid the temptation to use customer research as a tool for reflection. Instead, bring a wide-angle lens to work and examine what’s happening in your industry now and in the months and years ahead.

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How to Identify Customer Needs

Understanding your customers shouldn’t be a guessing game based on experience or hunches. To get inside your customer’s mindset, you need to learn who they are and exactly why they need your product or service. The best way to do this is by asking them directly.

A customer needs analysis helps determine a company’s position in their market or how they stack up against the competition at meeting customer needs.The insights can be used to make changes to offers, marketing, and customer service to deliver the best possible value.

The first step in this process is to conduct customer research to understand customer behavior. You’ll use this information to create personas that provide a detailed description of your target audience.

There are several tried-and-true methods for gathering helpful customer feedback. While any one of them can be beneficial, you’ll get the most robust picture of customer needs by using more than one.

Conducting Customer Needs Research

The easiest way to identify your customers’ needs is to ask them. The goal of market research is to learn about your best customers’ backgrounds, what drives their purchasing decisions, their expectations for your product or service, and what challenges may get in the way of their satisfaction.

The most common tools for this type of research include:

1. Customer interviews

The most direct way to collect data is by having one-on-one conversations with existing customers. Interviews typically elicit the most detailed answers, but customers may be less forthcoming without the promise of anonymity.

2. Focus groups

Pulling together a small group of handpicked customers is a quick way to get more feedback. Hiring a market research firm allows participants to speak candidly. On the downside, individuals can sometimes become influenced by the opinions of others in the group.

Focus group research

3. Surveys

The fastest and most cost-effective method for gathering information from a large group of customers is a survey, typically using an online tool. On the downside, response rates tend to drop if the survey is too long or detailed, limiting how much information they provide.

With any of these methods, you’ll first need to craft questions that elicit the type of feedback you’re seeking. After gathering demographic information (age, marital status, location, occupation, etc.), it’s best to devise open-ended questions that allow the customer freedom to say anything without outside influence.

A few examples of helpful market-research questions include:

● What specific problem were you trying to solve when you chose our product/service?

● What made you choose us over a competitor?

● How well does our product/service meet your needs?

● What do you like most/least about our product/service?

● What challenges have you encountered with our product/service?

● What do you wish our product/service could do?

● How would you rate your experience with us?

● Would you recommend us to others (why/why not)?

Questions should primarily focus on your brand, competitors, and customers’ buying behavior and mindset. This may also include asking broader questions about their overall values, interests, and opinions.

While there’s nothing quite as valuable as a customer’s own words, it’s possible to get valuable insights without speaking directly with a person using social media listening or keyword research.

Social media listening is the process of analyzing online conversations and trends related to your brand and to your industry as a whole. It goes beyond monitoring basic metrics like mentions and followers to consider the mood behind the data instead.

People frequently head to Facebook, Instagram, and Twitter to candidly speak about products and services. Watching for this real-time feedback about what they like and don’t about your company or your competitors is a great way to identify opportunities for change or growth.

Keyword research looks at the popular keywords and terms related to your product or service that people type into search engines. For example, try typing an industry-related question into Google’s search bar and see what auto-suggestions pop up. This is a good glimpse into what problems your customers are trying to solve.

Also, use a tool like Moz Keyword Explorer or SEMrush to research words related to your offer and find similar keywords. Check the average search volume to determine what language your customers and prospects use to describe their needs.

Creating Customer Personas

target personnas

It’s a good idea to turn data you collect during customer research into a customer or buyer persona. This fictional representation of your ideal customer will ensure that every part of the customer experience is tailored to their needs.

Focus on your best, most loyal customers. What are the patterns and commonalities among them? What demographics do they share? What are their similar experiences, motivations, and opinions?

Distill all the data into one profile that includes the most common demographics and interests. Include answers to what needs, and pain points brought them to your solution, what considerations went into their purchasing decision, what objections they had, the competitors they considered, and what made them purchase from you.

If you serve multiple market segments or different types of customers, you may need more than one persona to address each group.

This fictional profile provides a simple, actionable snapshot of your prospective customers’ mindset and behaviors. It reveals the specific needs that drive them to choose you, a competitor, or no solution at all.

Customer personas typically include a fake name, stock photo, and beautiful design, but it’s unnecessary. Sharing the same information as a “customer needs statement” in a basic text document is also perfectly acceptable.

Either way, share the profile with your team to give everyone a deeper understanding of your customers’ needs. These profiles should guide everything from product development to prioritizing projects and marketing campaigns to customer service solutions.

Understanding Customer Behavior

Good customer research should uncover the many factors influencing your ideal customers’ purchasing decisions. The best research is robust enough to determine how customer mindset and behaviors change at various points along the customer journey.

The strategic practice of detailing these changes is called journey mapping. The goal is to outline the exact steps that customers take as they move from awareness to research and consideration, purchase and delivery, and finally (hopefully) to loyalty and brand advocacy.

If your research sample is large enough, segment the results based on where participants fall along the journey map. This allows you to analyze how your customer’s mindset and behavior changes over time.

Look for recurring trends or common roadblocks for each of the different stages. This added context can help you make more specific improvements to the entire customer experience.

How to Deliver on Customer Needs

Once you have all the necessary insights to identify your ideal customer and their needs along the buying journey, it’s time to put the information to good use.

First, review the research for any glaring problems that need a quick solution, especially anything driving customers away. Prioritize these issues and assign the appropriate staff to implement changes.

For example, if multiple customers expressed frustration about long wait times for answers to simple questions, you may decide to add a FAQ section or a live chat option to your website.

Customer research is about more than finding problems. Just as important is using the information to make proactive changes that allow your company to grow. Every part of your company can benefit from the insights of a customer needs analysis.

The key is to look for gaps between your business and customer needs. Finding innovative ways to reduce even minor gaps can make a significant difference in customer acquisition and retention.

Marketing

A customer needs analysis almost always offers insights for optimizing marketing efforts. The better you understand customer mindset and customer behavior, the more effectively you can tweak your marketing messages.

Use the data to speak specifically to the needs of customers at every point along the journey map. Your research should tell you exactly what will motivate them to make a purchase.

In addition to understanding what content will resonate best with customers, you’ll also know their preferred social media or other marketing channels.

Offer development

Asking questions about what customers wish your product or service did can help you discover areas for improvement or create an entirely new offer.

Examining the data to determine a need before taking action dramatically improves the success rate of new product or service offers.

Also, when you repeatedly and consistently conduct customer needs research, you’ll be more likely to notice a shift in market trends early. This can help you be the first to address a burgeoning need and capture market share before the competition.

Customer service

Identifying the varying needs of customers along the journey map can help you better tailor good service solutions. It’s easier to capture questions, comments, and suggestions when you know the preferred social media channels.

Knowing where roadblocks tend to occur along your customer journey map also allows the customer service team to provide perfectly timed help. This includes upsell and cross-sell offers that solve the exact problem that your customers face.

Customer retention

Studies have shown that acquiring a new customer costs at least 5x more than retaining one. The best use of a customer needs analysis is to devise methods for reducing customer churn and creating repeat, loyal buyers and brand advocates.

Customers’ expectations include special recognition when they’re a “good customer,” according to Accenture. Use your research to ask about ways your customers would like to be acknowledged (handwritten notes, social media shoutouts, discounts, etc.).

You can also ask questions to test whether a referral program might be beneficial in growing your market share.

Ongoing Market Research

Ongoing market research

After making changes based on customer research, communicate them to your customer base. Share the story of how you identified customer pain points and the efforts you took to resolve them. It demonstrates that you care about customer experience, which builds trust and increases engagement with your brand.

It’s also essential to ask for customer feedback on how well those efforts meet their needs. This is an excellent opportunity to send another survey and collect more data.

Your research shouldn’t end there, however. It should never end. Build feedback loops into your business operation so that you are constantly revalidating your unique selling proposition (USP) and always striving to understand your customers’ needs.

Keep a pulse on how your customers feel with interviews, surveys, and social media polls. Also, frequently review metrics like conversion rate, acquisition cost, and customer lifetime value to track how well you’re meeting customer needs.

Some businesses may assign a dedicated team to collect customer insights, while others may prefer to add it to the responsibilities of existing departments. Either way, develop a system for discovering, analyzing, and delivering on customer needs.

By creating a repeatable process, you’ll shine a bright light on customer experience and stay one step ahead of the competition on addressing customer needs.

Global manufacturing leaders are carefully considering the pros and cons of both.

China still leads the world in manufacturing, with close to 30% of the country’s economic output coming from this sector. Many industry experts and leading economists believe that China will no longer be the manufacturing powerhouse it once was within the next five years.

How the pandemic changed the manufacturing industry

The global pandemic caused a notable decrease in manufacturing production in 2020 due to containment strategies in economic and social lockdowns. Both had a significant impact on both supply and demand. 

Consumer demand declined overall due to uncertainties triggered by travel restrictions, remote working, business cessations, and job losses. At the same time, the production of many goods came to a halt worldwide for many months. 

A shift away from Made in China

For some major manufacturing companies, the pandemic spurred a sea-change in where they manufactured their product. The American Chamber of Commerce in Shenzhen, China, surveyed its manufacturing membership and learned that over 30 percent were in the process of moving some of its manufacturing out of China.

In July 2020, Apple announced it was shifting the assembly of its iPhone 11, the most advanced model in its product line, from China to India.

A couple of weeks later, Samsung and several other Apple suppliers applied for the Indian government’s incentive program targeted towards large-scale manufacturers of electronic products, which would see a significant part of these companies’ manufacturing transferred to India.

In recent years, China has attempted to replace the term “Made in China” with “Engineered in China”: the country would no longer be known as the world’s factory, a cheap place for countries to outsource manufacturing. Chinese manufacturers have increased automation and switched to using robots instead. In these instances, up to 80 percent of workers were sent home and replaced with specialized production line workers — typically experts in machine maintenance and machine learning. Mechanized factories boast much higher output with fewer errors and accidents, and a higher dependence on technology and automation meant wage costs were no longer critical.

With these changes, China is slowly losing its foothold in the global manufacturing sector for reasons with nothing to do with costs and output.

Other factors affecting this shift also include; trade tensions between China and the US (along with its western allies), the realization by global manufacturers during the pandemic of the flaw in the supply chain delivery due to over-reliance on one country for production, increased costs, and tariffs, and consumer sentiment of products made in China.

Even so, manufacturing in China is expected to recover in 2021, growing by 9 percent.

The growth in manufacturing in India

By comparison, India is expected to grow by 10 percent, recovering from significant economic strain during the pandemic.

The average age of a citizen in India is 28 years versus 38 years in China. This country has a massive population, and the demand for technology is high. Manufacturing overseas is not always about importing; it is also about global supply. If you have a product that appeals to 20 somethings or 30 somethings, manufacturing locally in India makes sense.

India is a lot less controversial geopolitically, and the Indian government is poised to capitalize on that notion.  

The government of India has launched several policies over the past few years to create a favorable environment and attract investment in manufacturing, with a focus on electronics manufacturing, including mobile phones, industrial electronics, consumer electronics, electronic components, computer hardware, and LED products.

Due to these commercially favorable initiatives, India’s electronics production has more than doubled in the last five years (2015-2020). According to the Indian Ministry of Electronics and Information technology, India’s electronics market is expected to reach US$132 billion by the end of 2021.

In China, manufacturing labor wages by location (in USD per hour) is $3.80 compared to India’s 0.70. Even with China’s focus on automation and robotics, labor in India is five times less than in China.

While the shift from solely or wholly manufacturing in China has seemingly begun, China will still be a global manufacturing hub. 

Perception of manufacturing locale 

Supply is synonymous with manufacturing. In economics, the rule of supply and demand states that if all other factors remain equal, the higher the price of a good, the fewer people will demand that good. For most, regardless of generation, price and availability are essential, if not the most important, in buying decisions. 

However, in economics, “movements” and “shifts” represent different market phenomena concerning supply and demand. 

In the past, companies chose to manufacture from an outside country due to price. Now other factors could negatively affect demand and brand perception.

Price, or cost of goods sold, is an easy measurement to evaluate in manufacturing. However, more and more companies see that consumer sentiment is a factor contributing to growth and demand.

Consumer sentiment is becoming an essential factor in manufacturing. After all, it does not matter how cheaply you can manufacture a product, whether that is in China or India, if the demand is not there or if consumers will choose a different, competitively priced product based on the manufacturer’s location.

A key question a company should ask is whether consumers would feel differently and ultimately decide to buy a product based on a “Made in India” label versus “Made in China.” 

For Gen Z and millennials, these two generations are much more brand conscious. In one study, 62% of millennials surveyed said buying from brands that support their own political and social beliefs is essential. In another study, Gen Z consumers are more likely to switch brands that meet specific values like sustainability. 

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The role of research in manufacturing 

Moving the manufacture of parts or components to multiple countries is a huge undertaking. Deciding to enter a new market, along with evaluating manufacturers, can be incredibly daunting if “on the ground” knowledge is limited or non-existent. Commissioning a research agency to find out where to direct your attention is a crucial first step. Selecting a research company with direct market knowledge can save time and capital investment.

Understanding how your target audience perceives where your product is manufactured, alongside any impacts on demand, should be researched and evaluated. 

Read case studies from the Manufacturing sector here

Kadence International is proud to be announced a finalist for the 2021 Marketing Research and Insight Excellence Awards.

Known as the Quirk’s Awards, Kadence learned that placed as finalists under the Best New Product/Service Innovation category. The category honors a research product, tool or service making an impact on the marketing research industry.

The award nominations are open to all researchers worldwide. All attempts are made to ensure the judging is blind so that the judges do not know the name or company they are evaluating.

“Being named a finalist for a Quirk’s award is a huge accomplishment in itself” said Darren Lewis, Kadence International’s UK Country Manager.

“To be judged by your peers in the research industry, who know firsthand what “best in show” research truly looks like, means to be named a finalist is a badge of honor,” he said.

Even so, Lewis and the entire Kadence International team are hopeful of a win. Winners will be announced at a virtual awards ceremony held on November 9, 2021.

“Being a finalist in an award category that acknowledges an impact in the industry is humbling,” said Ramsey Yomen, who leads the Kadence International brand through the 10 countries it operates.

“Kadence has always been about pushing the boundaries in the research data and insight industry. Being named a finalist, and hopefully a winner, will prove we continue to be on the right track and forefront of innovation in research.”

Kadence International has won multiple industry awards in recent years including winning Gold as Consultant of the Year – Agency of the Year Awards, 2021 and Market Research Agency of the Year, Agency of the Year Awards, 2021. The international agency last won a Quirk’s Award in 2019 for Market Research Supplier of the Year.

Kadence International prides itself as a being a boutique, yet global marketing research agency. Whether it be strictly for delivering well-sourced data for company’s research divisions or conducting end to end full data research and insight reporting, Kadence delivers it all. With offices in 10 countries (USA, UK, India, Malaysia, Sinapore, Phillipines, Japan, Thailand, Indonesia and China), Kadence is provides research expertise across the globe.

Exploring the priorities of APAC’s business decision-makers —past, present, and future 

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The global business community was hit hard in 2020, with COVID-19 creating unprecedented challenges for organizations worldwide. 

Supported by Kadence International, Bloomberg Media embarked on a research program with 3800 executive business decision-makers in six markets across APAC —Singapore, Thailand, Malaysia, Hong Kong, Japan, and Australia in waves 1 – 4 and India and Vietnam in wave 5. 

Wave 1: 22nd April – 3rd May 2020 (n=714) 

Wave 2: 16th – 22nd June 2020 (n=700) 

Wave 3: 17th – 25th August 2020 (n=700) 

Wave 4: 2nd – 9th November 2020 (n=729) 

Wave 5: 5th – 23rd February 2021 (n=969)

Spanning five waves – from April 2020 to February 2021, we’ve stayed with business decision-makers at every step of the way —from the immediate aftermath of the outbreak to the economic reopening and beyond.

Not only does this research provide unparalleled insight into how organizations adapt during uncertain times, but it also helps us anticipate the key trends, challenges, and strategic focus areas for the future, which we will explore in this report.

Overall Business Outlook

The sustained roll-out of vaccines in major economies and more informed knowledge of controlling the virus has led to a positive outlook amongst decision-makers. More than half of the decision-makers (55%) anticipate a recovery period following the uncertainty of 2020. 

The pandemic has spurred the speed with which organizations embraced specific ideas and priorities, most notably in the areas of new technology, flexible work, commitment to staff wellbeing, and businesses’ roles in contributing towards a more sustainable and equitable world. 

Get more insights into how business decision-makers perceive the overall business landscape here by downloading our free report.

Critical concerns for business decision-makers 

For decision-makers, there has been a shift in the focus areas. During the first wave of this research conducted in April 2020, their top three concerns centered around the protection and safety of their employees, guarding against disruptions to business operations, and working capital and funding. 

Concerns around protecting employees against disease have remained consistent throughout the five waves; however, other focus areas have shifted. The fear of disruptions to business operations is far less prevalent today as organizations have innovated and painstakingly adapted to continue operating despite challenging conditions.  

Focus has shifted to facing the unknown, data security, and overcoming work visas and international travel issues. Compared to the pandemic’s start, more business decision-makers cite facing the unknown as a critical concern. Data security has come into sharper focus as a result of working conditions in the new normal. 

For 68% of the decision-makers, overseas business travel is either very or of utmost importance for meeting new and prospective clients and for training and development. This has brought the importance of mitigating work visas and international travel challenges posed by the pandemic. 

As decision-makers actively follow COVID news coverage to navigate the challenges posed by the pandemic, news organizations have played a significant role in supporting businesses. With 77% of business decision-makers telling us they use their smartphone more often to follow the news, we see smartphones playing an increasingly important role in accessing information. 

Get more in-depth analysis of the most significant business concerns for decision-makers. Download our free report here.

Priorities for the future —Harnessing technology is a top priority.

In the final research wave, we asked decision-makers to reflect on how their priorities have changed now compared to before the pandemic. Digital transformation was the predominant theme as businesses have had to make rapid changes to ride the pandemic and survive it. In fact, 82% attribute their company’s increased prioritization of digital investment to COVID-19. This is not a short-term trend, and decision-makers will continue to harness technology for their companies in the future.  

According to the report, 77% expect their company’s overall technology budget to increase in the next 1 to 3 years. 

So, where do companies expect to be investing their digital spending? IT support tops the list as organizations recognize the importance of securing and installing new tools. 

Download our full report to find out what other areas are envisioned for increased tech budgets in 2021 and beyond.

Attitudes towards foreign investment

In the near future, business decision-makers are most confident that Singapore, Australia, New Zealand, and Japan are the markets they would like to invest in. 

This is because these top five countries are perceived to prosper across four critical pillars of market confidence: political stability, economic reopening, virus containment, and society’s resilience. 

Discover how APAC business decision-makers rate the factors that will play a critical role in informing which foreign countries to invest in the future by downloading our free report.

The role of the office

The pandemic caused a significant shift in the office’s role, with many companies moving fully remote and others offering the flexibility of a hybrid work model. 

Read the full report to learn what percentage of companies allowed the flexibility to work from home or office over the three waves.

Flexibility is not limited to where people work from, but also the hours they work. Working from home during the pandemic meant juggling household responsibilities, like childcare while schools were closed. Again, this trend is not short-term as many companies have made flexible work a part of their long-term strategy. 

Flexible work has not been without its share of challenges. Therefore, decision-makers are adopting new tools and methodologies. 

Find out which areas companies are focused on developing and how they are planning to overcome post-pandemic human resource challenges by downloading our full free report.

People Management

There has been an emphasis on physical and mental health both in their personal and business lives. Throughout the research, decision-makers have placed health and wellbeing on top of their list, considering it more important than their career and business, financial stability, and even relationships with family and friends.  

According to the research, 79% of business decision-makers say that their company has become more aware of safety, personal values, and their employees’ wellbeing. 

Read the full report to find out how decision-makers are translating this awareness of the health and wellbeing of their employees and how they plan on continuing to increase investments in their company’s healthcare and wellness programs. 

Decision-makers have also made helping employees manage their mental health a priority.

Companies are increasingly engaging with an expert or vendor to provide healthcare/wellbeing training or services for their staff. According to the research, this percentage has jumped from 55% in wave 4 (November 2020) to 66% in wave 5 (February 2021).

Businesses are considering several options to support staff, but mental health and stress management are on top of their list, with almost half (49%) of firms considering this. 

Discover the other top areas considered to enhance the company’s corporate wellness program by downloading our free report here.

Aligning personal and business values 

The pandemic experience has caused many people to re-evaluate what’s important to them, extending to the world of business. 

According to the research in wave 5 (February 2021), 75% of business decision-makers say they have placed greater emphasis on giving back to society. 

Not only is an increasing focus on altruism informing business strategy, but it’s also influencing brand choice. 

Read the full report to discover the two most prominent social causes that are the focus of decision-makers. 

After witnessing what might be the most challenging year in recent history, there’s a sense of optimism from APAC’s business decision-makers. 

With new shifts in the way we work and feel, there are evolving challenges. However, flexibility, wellbeing, and altruism are here to stay long-term, allowing business decision-makers to align their values with their commercial goals. 

In this research, we take a deep dive into major focus areas within each trend and discover what decision-makers consider their top priorities in the near future. If you need more detailed information to help make decisions for your organization or brand, download the full report here. 

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The automotive industry has a clear, shared vision of a dramatically transformed future with electronic vehicles, autonomous vehicles, connected cars, shared ownership, and subscriptions. But are consumers ready to transition just yet? The pandemic has changed how much people travel, and this leaves us with the big question: how will the economic damage caused by COVID impact the car industry?

To further understand where consumers stand and what economic recovery looks like for the automotive industry —one of the hardest hit by the pandemic —we looked at five significant trends. We explored what’s at stake for each of these five trends, evaluated the rate of progress, and put the spotlight on innovative brands and solutions leading the way.

  1. Post-COVID caution: A battered industry navigates massive uncertainty.
  2. Plugged In: The electronic vehicle revolution is happening but still powered by subsidies.
  3. In Control: Artificial Intelligence is enhancing, not replacing, human driving abilities.
  4. Connected Vehicles
  5. Older Drivers, Younger Drivers

Ｄownload the full report and read the summary of the top 5 trends shaping the future of the automotive industry, with a spotlight on the brands that are capitalizing on these trends with their cutting-edge innovative solutions.

#1 Post-COVID caution: A battered industry navigates massive uncertainty.

According to analysts, Jato Dynamics, global new car sales fell by over 12% in 2020, that’s around twice the drop recorded in IEA figures for the worst year of the last financial crisis (2007-2008).

While this drop was only 2% in China, the automotive industry felt a heavy blow globally. France, Germany, the UK, and Brazil saw declines of over 20%.

Consumer behavior changed dramatically, and while new car sales declined due to the pandemic, the automobile aftermarket flourished as people tried to preserve their existing vehicles. Consumers started putting off purchases of luxury cars, hybrids, and EVs.

The early COVID-19 spread brought with it a new innovative trend —virtual showrooms, whereby consumers could move all or at least some part of their car buying experience online. In many parts of the world, COVID restrictions will become a part of life indefinitely, and therefore, this trend is here to stay.

Learn more about how the pandemic has reshaped the automotive industry here by downloading our free report.

#2 Plugged In: The electronic vehicle revolution is happening but still powered by subsidies.

As with much of the electronic vehicle (EV) revolution, subsidies and regulation may be needed for mass EV adoption.

In Norway, subsidies and tax breaks make the cost of an EV virtually identical to that of a non-electric car. 74% of the new cars sold in Norway are EVs, whereas it’s just 2% in the US. In the USA and China, EV sales plateaued when subsidies were reduced or phased out.

In 2021, US President Joe Biden took a step toward cutting greenhouse gas emissions signing an executive order aimed at making half of all new vehicles sold in 2030 electric, a move made with backing from the biggest US automakers.

Amazon is started testing electric delivery vans in 2021. The vehicles were developed in partnership with start-up Rivian, which raised $8 billion from investors, including Amazon through its $2 billion Climate Pledge Fund. The fund includes an agreement to purchase 100,000 electric vehicles from the start-up as part of its ambitious push to make Amazon’s fleet run entirely on renewable energy. Each van has a range of 150 miles per charge.

Before consumers join the EV revolution, they want to know there is a plan for infrastructure for charging stations.

A Deloitte study showed that consumers were putting off plans to buy EVs due to price and driving range. With ranges for EVs now often well over 400km, that is taken care of, but there needs to be a visible EV infrastructure in terms of charging stations. Therefore, at the moment, innovators need to tackle the two most critical factors —price and infrastructure.

Wireless charging stations are an essential solution. Although the technology exists, firms don’t want to build the infrastructure without enough cars; and manufacturers don’t want to create more expensive wireless options without that infrastructure.

Learn more about how Electronic Vehicles or EVs are perceived and the challenges ahead here by downloading our free report.

#3 In Control: Artificial Intelligence is enhancing, not replacing, human driving abilities.

Even though Tesla has made huge strides with its self-driving cars, the adoption is still slow due to consumer trust issues.

Moreover, driverless cars pose problems —of AI, of laws and ethics, and public perception. 

In this scenario, autonomous vehicles with Driver Assistance Systems are becoming the norm in many markets. 

The ultra-high-end Cadillac Escalade Platinum, launched in Summer 2021, is the first vehicle to boast GM’s Super Cruise technology. The vehicle handles your highway driving for you on major mapped roads. However, your car monitors you and will warn you if you stop paying attention to the road for more than five seconds before switching back to manual.

AI is set to become more prevalent in vehicles, learn more about the challenges for these enhancements here.

#4 Connected Vehicles

So far, automotive and infrastructure innovation has happened chiefly at the individual car level. However, traffic jams and rush hours occur at a network level when all those individual cars interact.

We see a change in this direction as businesses and transportation planners recognize the idea of the “mobility ecosystem” —where software platforms can connect, manage and mitigate network-level inefficiencies between transport services and their users.

Navigation apps showing real-time traffic data are already being used widely. We also see more adoption of smart speed limits and smart traffic light systems.

The next generation of connected vehicles goes deeper and broader with tools that allow bikes or mobility scooters to connect to the same systems cars use. Connected vehicles also make fleet management —of buses or utility vehicles, more efficient.

What are the implications for individual drivers? For the mobility ecosystem to work, each car requires a digital identity. They do, however, present the issue of privacy.

Your car’s digital identity can also be linked to your own distinct identity as a driver, which makes the car more secure with keyless entry using facial or voice recognition and biometric sensors.

Our innovation spotlight is on Foxconn, the Chinese manufacturing giant which makes the iPhone. Foxconn is developing an EV platform that any brand can use to bring vehicles to market —in the same way as the Android phone platform. Foxconn bets that the real differentiator in the future EV market won’t be looks or performance; it’ll be the array of connected features and AI capabilities they possess.

A connected mobility ecosystem is one of the trends emerging in the transportation and automotive industry. Download our report to discover more about this emerging trend.

#5 Older Drivers, Younger Drivers

The automotive trends influenced by the aging population and the changing expectations of Gen Z are creating significant changes. For older people, AI can help extend their driving lifetime. For the young, the big question is whether ownership will decline in favor of sharing and subscription mobility.

Late Millennial and Gen Z consumers are a post-ownership generation —they prefer renting to buying houses or vehicles. Car manufacturers have been trying to introduce the idea of Mobility-as-a-Service solutions, which replaces car ownership with car-sharing or subscription-based offers at a lower cost.

However, while Mobility-as-a-Service has had some successes in the bikes and e-Scooter sectors, especially in busy cities, it’s been tougher ask for cars.

Overall, we see a shift away from the brand to features and capabilities.

If you need more detailed information to help make decisions for your organization or brand, download the full report here.

To learn more, download the full report: Automotive Trends For 2022

To learn more about how these trends, download the full report. Alternatively if you’d like to speak to us to understand more about how these trends are playing out in your market, get in touch.

Our lifestyle is still undergoing significant transformation in response to Covid. The overseas trend is getting blurred even more. Our Introduction to Overseas Trend’s seminars series is for getting rid of such a problem when considering overseas marketing research.

This time, our local team members from across our Southeast Asia offices introduced the lifestyle changes during the pandemic as well as provided anecdotes and case studies of the products and services that are rapidly growing in the region. Let’s catch up by watching the recordings below.

Watch the session in English

Watch the session in Japanese

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Trusted by

We are delighted to share our recent successes at the Agency of the Year Awards in Singapore, winning 2 golds and 1 bronze. We took home Market Research Company of the Year Singapore as well as Consultant of the Year, marking the first time a market research company has ever won two awards in one year. Managing Director of Kadence Singapore, Phil Steggals, was also recognised with a bronze in the category of Agency Leader of the Year.

Commenting on the award successes, Phil said:

“Whilst the last year has presented more of challenge than many of us have faced previously, it also provided us with opportunities. We were able to maintain strong business performance through our existing partnerships with clients and were able to showcase the impact that research can have with new clients. I am extremely proud of all the team at Kadence for their energy, team spirit and resourcefulness in continuing to provide genuine openness and innovation to our clients.”

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About the Agency of the Year awards

The Agency of the Year awards are organised by MARKETING-INTERACTIVE and seek to recognise Singapore’s top performing agencies. Finalists are assessed by a panel of esteemed client-side marketers to determine the standout agencies.

Our award wins:

Market Research Agency of the Year Singapore – GOLD

We are absolutely thrilled to have been named Singapore’s Market Research Agency of the Year for 2021! This is the second time that Kadence has won this award. We were also recognised as Market Research Agency of the Year (Singapore) in 2019. The judges commented on the concerted effort that Kadence took to help promote the impact that research can have, its flexibility to transition strategic projects from a real world to a digital setting and its focus on educating clients, helping them to minimise the challenge of operating with reduced research budgets.

Consultant of the Year – GOLD

This is the second year in a row that Kadence has been recognised as Consultant of the Year, also taking home the gong in 2020. The judges recognised the pivot made to help clients minimise the changes brought about by the pandemic and the company’s commitment to being a thinking partner focused on innovation and resourcefulness.

Agency Leader of the Year – BRONZE

Managing Director of Kadence Singapore, Phil Steggals also picked up a bronze for Agency Leader of the Year, recognising his success in navigating the agency through the challenges of Covid-19. Phil was able to embody a community spirit amongst the team ensuring that help was available when needed during the uncertain times. He also oversaw a major pivot to digital methods and a consultative approach to understanding clients ever changing requirements.