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But you have to admit that at least youre not sure if you will learn the most about what you want to test for from these segment consumers. So which consumers will you learn the most from? Those should be the Double-Down consumers or at least its triers (both Jollibee and non-Jollibee customers) and those familiar with the langhap-sarap taste. In fact, if you want this test to be an acid test, then you should specify not only familiarity with the langhap-sarap taste but are dedicated fans of that taste. It should be clear that when it comes to testing with consumers your product innovation, socio-demographically defined consumers are not a help. This is especially true when your product innovation is positioned in non-socio-demographic terms but in terms of product needs and values. In such a case, select consumers for the test who have had experience with those product needs and values. Now suppose you went ahead anyway testing with your socio-demo defined consumers. Then because your respondents are Jollibee customers most of whom have not tasted Double-Down because its too expensive, its most likely that in the product test, they may just score the product innovation average or just like the langhapsarap taste of Chicken Joy and give it a mere 15 percent to 20 percent definitely will buy purchase intention. This is the case where the socio-demo based segmentation is wrong. Your brand manager who attended the seminar failed to remember this context. So as you can see, in product innovation testing such as in the above example, socio-demo segmenting is not only wrong but can be a barrier to successful continuous product innovating. It is as if the test was made to protect the dominance of the existing product from being replaced by the new and the better product. Its a subtle way of resisting change. Beware of this well-meaning but misguided guardian of the status quo and the traditional. Thanks to all of our readers who sent their birthday greetings to Dr. Ned! In response to the birthday surprise column entitled My Marketing Mentor that the Jr. MarketingRx co-columnist wrote last Friday, Dr. Ned would like to send some acknowledgements: Thanks again for all the birthday greetings. Thanks also to my son and co-columnist, Ardy, for what you wrote in last weeks column. It was thoughtful and touching and brought back fond memories. But let me acknowledge and put forth the real story behind the Jollibee LanghapSarap and Happee success stories that Ardy shared with our readers. Readers might get the impression that I was the inventor of Jollibees LanghapSarap positioning strategy. This was the singular creation of the Creative Guild lifetime awardee, MinyongOrdoez. My involvement was in the research that validated with the consumers the concept and that was after that campaign took off. This was documented in the Asian Institute of Management (AIM) 1986 marketing case that I wrote and which Tony Tan (Jollibee founder) cleared. In the Hapee toothpaste campaign, the leading role in the story was Josiah Go who accompanied me in the visit to Happee founder, Cecilio Pedro, when I wanted to write a similar marketing case. The case was never written. Instead, I did relay the story of Happees success and my encounter with Cecilio Pedro with my son, Ardy.