COMMITMENT LED MARKETING

AND CONVERSION MODEL TM

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Why this training?

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 Do these sentences ring a bell?

AREAS OF INVESTIGATION…..
•“Brands bought / purchased on a regular basis”
•“Brand switching”
•“Brand loyalty”

The client will often ask us to uncover these in our U&A type
studies….
but do we really understand why?
And are we currently doing this with our best tools?
Why are our clients interested in knowing:
Brands bought / purchased on a regular basis”
“Brand switching”
“Brand loyalty”

Experience has shown that consumers who “stick” to

one brand tend to:
•Be willing to pay more
•Stay with a brand longer (can resist competitive
claims)
•Use that brand more often and in higher quantities
•Pay attention to that brand advertising and act as
“advocates of that brand”.
 However, the concept of “sticking with one brand”
is not always understood.
Many marketers use the terms
“loyalty” and “commitment” interchangeably

But to understand the principles of commitment-led

marketing, you have to understand the fundamental
differences between “loyalty” and “commitment”
 What are the differences?

Loyalty: Commitment:
Behavioural - what they do Psychological - what they
(purchase again and again) feel

Denotes likelihood of re- Denotes Psychological

purchase based on past brand attachment
behaviour

Loyalty can exist without Commitment rarely exists

commitment without loyalty

What do our U&A studies usually measure?

Just because a person is loyal - buying the brand again
and again - does not mean that they are committed

You may take the same Xe-om to

work everyday…

But does it mean that you wouldn’t

switch to having your own bike if
you could?
(i.e. are you committed?)
Actually, consumers are of higher benefit to our clients
when they are committed.
Loyalty is not enough.
ONLY THE COMMITTED CUSTOMERS….
Are willing to pay more
• Would you pay the xe om more if he asked you, or would you switch?
• On the other hand, would you pay more for your drink at your favourite coffee
shop?

Stay with a brand longer (can resist competitive claims)

• Would you switch to another xe om if it was newer / cleaner?
• On the other hand, how much changes must another coffee shop make for you
to switch from your usual place to that place?

Use that brand more often and in higher quantities

• Do you feel you use that xe om only when you really need to, or do you use it
for fun too?
• On the other hand, you probably stay at your favourite coffee shop for longer
times, and consume more drinks there than at other coffee shops.
Pay attention to that brand advertising and act as “advocates of that
brand”.
• Would you recommend that xe om to a friend?
• Would you invite people to your favourite coffee shop?
 What about Customer Satisfaction?

Dissatisfied customers And satisfied customers

don’t always defect sometimes do
You may think that xe om is unsafe, and still take You may find the xe om very satisfactory, but
the same one for months never take it again the day you can afford your
own motorbike

Customer Satisfaction alone cannot predict

consumer’s future behaviour
 Satisfaction doesn’t identify at risk customers

40% of dissatisfied
% of customers who consumers did NOT defect
defected to another 27% of satisfied consumers
brand within 1 year of
(who gave the brand a
these results 70
satisfaction score of 10),
defected to another brand 60
60

50
43
40 37

30 27

20

10

0
10 9 8 1 to 7

Level of overall satisfaction

You may be 100% satisfied with the xe om you
take to go to work….
And buy a motorbike at your next salary raise….

OR

You may not really like your xe om, and still use
the same one 2 years later!
 So, what’s missing?

Involvement (importance of brand choice)

When people care about a relationship, they will tolerate dissatisfaction
rather than defect - they will try to fix the relationship
• Imagine the xe om driver was your cousin – how would that influence your
behaviour?

When people don’t care, they are at risk even if satisfied

How attractive are the alternatives?

Customers can be committed to more than one brand
You might love two very cool cafes.

Even if a customer is satisfied with a brand - competitor brands

may be as attractive (and these customers are at risk)
Even if you love one of those cafes very much, you might start going
to the other café more.
How can we improve our current
system?

The Conversion Model TM

is a commitment measure - it
measures the strength of the
relationship between
consumers and brands

“The World’s Leading

Consumer Commitment
Measure”
 The Conversion Model is NOT a
stand-alone product

Instead, it adds value and depth to ALL types of research

(both existing and new research)

Most importantly:
The Conversion Model can be applied
across the entire spectrum of the
market research information system
The Conversion Model can add value to
ALL types of research

Customer
satisfaction
Continuous ad
tracking Product/
concept
testing

Database
integration
Ad
testing

Continuous
tracking
Employee
commitment
Strategic/
U&A
How is the Conversion Model applied?

4 dimensions contribute to a consumer’s psychological

attachment to brands in a market...

The model is based on a set of

questions which cover these
dimensions
 The four dimensions are:
Needs fit: How satisfied are consumers with the brands they
are currently using?
The famous “how satisfied are you?” question

Involvement in the category: How important is brand choice

in the market / does it matter?

Attitude to alternatives: How attractive are competitor

brands?

Ambivalence: How much are consumers torn between the

appeal of different products?

… Creating a segmentation of Customers by

their brand commitment:
 The model segments the market as follows:

USERS NON-USERS

Entrenched Average Shallow Convertible Available Ambivalent Weakly Strongly

Unavailable

Committed Uncommitted Open Unavailable

Users Users Non-users Non-users
 Validation study
Beverages in Canada (after 1 year)
% who had
switched

60

Users - 54 Non-users -
50 50
defection rates acquisition rates

40
36

30
26

20
15 16

10
7
4
0
Entrenched Average Shallow Convertible Available Ambivalent Weakly Strongly
unavailable unavailabe
 What the validation shows:

The Conversion Model segments are an extremely powerful

predictor of future behaviour…

…without knowing what is in consumers’ minds, marketers

cannot effictively build strategic, brand-building plans
 So What?

What does the client do with that info?

WAKE UP!

IT’S YOUR TURN TO WORK

 WHAT DO YOU THINK?
WHAT TO DO WITH USERS?

Entrenched Average Shallow Convertible Available Ambivalent Weakly Strongly

Unavailable

Committed Uncommitted
Users Users

Uninvolved:
What should you do?
How to maintain an already
good relationship? Involved, but dissatisfied:
What should you do?

Committed to other brands:

What should you do?
 Managing the relationship with users

Entrenched Average Shallow Convertible Available Ambivalent Weakly Strongly

Unavailable

Committed Uncommitted
Users Users

Uninvolved:
Manage at the point of purchase
Successful advertising will
help maintain an already Involved, but dissatisfied:
good relationship Understand reasons why and take
appropriate action (direct marketing)

Committed to other brands:

Ignore
Managing the relationship with non-users

Entrenched Average Shallow Convertible Available Ambivalent Weakly Strongly

Unavailable

Open Unavailable
Non-users Non-users

Committed to other brands:

Prefer our brand:
What do you recommend?
What do you recommend?
Active dislikers:
Prefer the brand, but What do you recommend?
can’t afford it
Unaware:
What do you recommend?
What do you recommend?
Managing the relationship with non-users

Entrenched Average Shallow Convertible Available Ambivalent Weakly Strongly

Unavailable

Open Unavailable
Non-users Non-users

Committed to other brands:

Prefer the brand:
Above-the-line advertising ineffective - force
Distribution is key
into field of vision through product sampling

Prefer the brand, but Active dislikers:

can’t afford it Understand reasons and take appropriate action
Maintain aspirational
Unaware:
image
Build awareness
 The Conversion Model will answer the
following:

How strong is my brand? And how strong are each of my

competitors?
What motivates customers: how can I make my brand stronger?
Who should I be targeting: who might defect, who can I convert?
To which competitors are my customers thinking of switching?
And from which competitors can I win new customers?

Brand users Non-users

Entrenched Average Shallow Convertible Strongly Ambivalent Weakly Strongly

Available Unavailable Unavailable
CONVERSION MODEL
A QUESTIONNAIRE
<Section: Satisfaction and Attraction to
Alternatives>
(*1.) – Imagine an ideal company. Now think about the company you work for at the moment. When
you take into account everything that you look for in a company, how would you rate the company
you work for at the moment - on a scale from ‘1’ to ‘10’ - where ‘1’ means it is terrible and ‘10’ means
it is perfect?
You can use the whole scale like 2, 4 or 7, as long as it reflects what YOU really think.

(*2.) – When you think of other companies you could work for, how do you rate your company in
comparison to them?
My company is better than most others 1
My company is about the same as most others 2
My company is worse than most others 3

(*3.) – Now lets think about the work you do. When you think about everything that you look for in a
job, how would you rate the work you do, again on a scale from ‘1’ to ‘10’ – where ‘1’ means it’s
terrible and ‘10’ means it’s perfect?

(*4.) – Now think about other kinds of work you could do, how do you rate the work that you’re doing
at the moment compared to the other kinds of work you could do??
My work is better than most other jobs 1
My work is neither better nor worse than most other jobs 2
My work is worse than most other jobs 3
<Section: Involvement and Ambivalence >

(*5.) – Lets think your company again. People can work at a company because it’s just a way to make
a living. Or people can work at a company because they really want to. Using a scale from ‘1’ to ‘4’ –
where ‘1’ means it’s something I really want to do; and ‘4’ is it’s just a way to make a living. – how
would you rate working at your company?

(*6.) - Please indicate which of these three statements best describes your feelings about your
company:
I can think of many good reasons for continuing to work at my company, and no good reasons to work somewhere else.
I can think of many good reasons for continuing to work at my company, but there are also many good reasons to work
somewhere else.
I can think of few good reasons to continue working at my company, and there are many good reasons to work
somewhere else.
(*7.) – Now not thinking about your company, but thinking about your work: Is the kind of work you
do at the moment just away to make a living – or is it something that you really want to do? Using a
scale of ‘1’ to ‘4’ – where ‘1’ means the work you do is something you really want to do, but ‘4’ means
it’s just a way to make a living, how would you rate the work you are doing at the moment?

(*8.) - Please indicate which of these three statements best describes your feelings about the work
you do:
I can think of many good reasons to continue doing the same kind of work.
I can think of many good reasons to continue doing the same kind of work, but there are also many good reasons to
change to something else.
I can think of few good reasons to continue doing the same kind of work.
 <Section: Other>

(11) Dimensions
Please say to what extent you agree or disagree with the
following statements - where ‘1’ means “I disagree
completely”, and ‘7’ means, “I agree completely”. You may
feel you do not have all the facts to answer some questions
– but it is your opinion we are interested in.
1My manager helps me be successful at my job.
2There are opportunities for me to advance within this company.
3I am encouraged to be innovative and find better ways of doing
things.
4I am proud of the work I do
5People at work have a real interest in my well being.
6Our company is the best at what it does1
 Strategic Brand Diagnosis:

Global Laundry Detergent Case Study

 Question 1
How strong is my brand?
And how strong are each of my competitors?

We answer this question by

looking at how big each of the
Conversion Model segments is for
each brand.
Strength of commitment to all brands in repertoire
Users of each brand

Total Average 40% 10 30 40 20 60%

Lavomatic (n:81) 21 32 43 3

Ariel (n:162) 7 32 44 17
Fab Total (n:162) 8 31 44 17
Inextra (n:57) 9 23 38 30
Top (n:26*) 12 14 21 53
Ace (n: 53) 9 17 28 46

Entrenched Average Shallow Convertible

Global Laundry Detergent study

 How strong are each of the brands?

Users : 18% Non users : 82%

59
Ace :
Average penetration in this market,
23
low commitment, but potential to grow. 13
5

Committed Uncommitted Open Unavailable

Users : 55% Non users : 45%

Ariel :
High penetration, but vulnerable – 33
22 26
stands to lose more current users 18
than gain new users.

Committed Uncommitted Open Unavailable

Utilisateurs : 28% Non-utilisateurs : 72%

Lavomatic :
Average penetration, but above 35 37
average commitment & high 15 13
availability with potential to grow.

Committed Uncommitted Open Unavailable

 Question 2
What motivates my customers?
How can I make my brand stronger?

We answer this question by looking at

the image of our brand compared to
other brands. We look at why people
say they use our brand, or why they
don’t use our brand
Analysis of Factors Driving Commitment to Ariel
Committed Users
Attributes ranked in
order of importance
Best Competitor Ariel
The brand for me
Cleans well at any temperature
High quality
Gets clothes really clean
Works well on white items
Doesn’t spoil the clothes
Has a good smell
Removed completely at rinsing
Leaves clothes gently
Keeps clothes smelling fresh/clean
Doesn’t irritate the skin
Doesn’t fade colour
Removes all kinds of spots/stains
Good value for money
Economical for use
Respect the environment
No need to add fabric softener
Perfectly suitable for baby clothes
4 24 44 64 84
(n: 295) Compared scores
Analysis of Factors Driving Commitment to Ariel
Uncommitted Users
Attributes ranked in
order of importance
Best Competitor Ariel
The brand for me
High quality
Gets clothes really clean
Cleans well at any temperature
Has a good smell
Works well on white items
Leaves clothes gently
Doesn’t spoil the clothes Skip
Keeps clothes smelling fresh
Good value for money
Doesn’t irritate the skin
Removed completely at rinsing
Doesn’t fade colour
Economical for use
Removes all kinds of spots/stains
Respect the environment
No need to add fabric softeners Le Chat Dash 2 en 1
Perfectly suitable for baby clothes
4 14 24 34 44 54 64
(n: 295)
Compared Scores
Analysis of Factors Driving Commitment to Ariel
Uncommitted Users of Ariel who are committed to Skip
Attributes ranked in
order of importance Ariel Best Competitor
The brand for me
Cleans well at any temperature
High quality
Leaves clothes gently
Doesn’t spoil the clothes
Gets clothes really clean
Removes all kinds of spots/stains
Doesn’t irritate the skin Skip
Good value for money
Works well on white items
Doesn’t fade colour
Has a good smell
Removed completely at rinsing
Keeps clothes smelling fresh/clean
Economical for use
No need to add fabric softeners Le Chat
Respect the environment Dash 2 en 1
Perfectly suitable for baby clothes
4 24 44 64
(n: 36 small sample)
Compared scores
 Analysis of Factors Driving Commitment to Ariel
Uncommitted Users of Ariel who are committed to other brands
Attributes ranked in
order of importance
Best competitor Ariel
The brand for me
Gets clothes really clean
High quality
Good value for money Xtra
Removed completely at rinsing
Doesn’t spoil the clothes
Leaves clothes gently
Doesn’t fade colour
Cleans well at any temperature
Economical for use Axion
Doesn’t irritate the skin
Works well on white items
Has a good smell
Keeps clothes smelling fresh/clean
Removes all kinds of spots/stains
Respect the environment
No need to add fabric softeners Le Chat
Dash 2 en 1
Perfectly suitable for baby clothes
4 14 24 34 44 54 64
(n: 66)
Compared Scores
 Question 3
Who should I be targeting?
Who are in the segments?

We answer this question by profiling

the Conversion Model segments by
different demographic, usage or other
questions.
 Who are in the segments?

Users (55%) Non Users: 45%

Committed users of Ariel are more likely to be aged either

under 18 or over 35 years .Uncommitted users are more 33
22 26
likely to be aged between 25 and 34. 18

Committed Uncommitted Open Unavailable

n : 296 (n:65) (n:76) (n:58)
(n:97)
^ weighted base size

Users Non users

Segment Demographic Profile: Total (n:162) (n:134)

Age: Under 18 yrs 25 22 27 18 28 28 28

18-24 yrs 31 29 29 28 35 38 29
25-34 yrs % 31 36 26 43 24 20 30
35-49 yrs 14 14 17 11 14 15 13

Open non-users are likely to be aged between 18 and 24 years

 Question 4
To which competitors are my users thinking
of going?
Where can I gain new users from?

We answer this question by looking

at the “traffic” chart
for each brand
To which competitors are my users thinking of going?
Where can I gain new users from?

Users : 55% Non-users : 45%

33 Users can possibly be

Coca Varela, Fab Total 22 26
18 gained from Fab Total et
and Lavomatic are the
Inextra.
main threats
Committed Uncommitted Open Uncommitted

% at risk % to be gained

7.9 Ace 2.2

9.9 Coco Varela 1.6
9.7 Fab Total 5.1
8.5 Inextra 5.2
10.7 Lavomatic 2.3
1.3 Moquitop 0.0
3.8 Top 3.6
1.7 Varela 0.3
0.8 Viva 0.0
 The track record

The Conversion Model has been used:

In over 2800 research projects

By over 90 multinationals

For nearly 200 product/service categories

In over 80 countries
 By over 90 multinationals
Adcock Ingram Guinness Pizza Hut
Air Products Heinz Procter & Gamble
Andersen Consulting Helene Curtis Reckitt & Colman
Anheuser Busch Hewlett Packard Renault International
AT&T Honda Revlon
Baxter International IBM RJ Reynolds
Bayer Janssen Pharmaceuticals Roche
BMW Jergens Rothmans
British American Tobacco (BAT) Johnson & Johnson Sandoz
British Petroleum (BP) Kellogg’s Sara Lee
Burger King Kimberly-Clark SC Johnson
Caltex Oil Kodak Seagram
Canon KPMG Shell
Castrol Kraft SmithKline Beecham
Ciba-Geigy Levi Strauss Subaru
Coca-Cola Mars Subway
Colgate-Palmolive McDonald’s Tattersalls
Danone Microsoft Tetrapak
Deloitte & Touche Mobil Time Inc.
DHL Molsons Breweries Toyota
Ericsson Monsanto Unilever
Firestone Tyres Multichoice United Distillers
Ford Nestle Visa
Frito Lay Nike Volkswagen
General Foods Nissan Volvo
General Mills Nokia Warner Lambert
General Motors Parmalat Weight Watchers
Gillette Pepsico Whirlpool
Glaxo Philips Wrigleys
Goodyear Pillsbury Yardley
 For nearly 200 product/service categories
Financial Beverages Foodstuffs
Banks Alcoholic fruit drinks Biscuits Diet foods Sauces/gravy
Building societies Beer Bread Fresh fruit Soup
Car insurance Bottled water Breakfast cereal Frozen food Sour cream
Credit cards Carbonated drinks Canned food Ice-cream Sugar
Financial exchanges Cider Cheese Jam Sweetener
Health insurance Coffee Chewing gum Maize Sweets
Insurance Cordials Chicken Margarine/butter Tinned food
Mutual funds Flavoured milk Chips Mayonnaise Tomato sauce
Payment methods Fruit juices Chocolates Pasta Vegetables
Savings and loans Milk Condiments Processed meat Yoghurt
Short-term assurance Port Cooking oil Red meat
Travel insurance Sherry Cooking sauce Rice
Unit trusts Sparkling wine Crackers Sandwich spread
Spirits
Retail Transport
Tea
Convenience stores Airways
Wine
Motor-related Departmental stores Bus services
Drug stores Railways
Cars & Trucks
Media Fashion chains Transport systems
Gasoline
Motor clubs Information kiosk Fast food chains
Hair salons
Social Issues
Motor oil Magazines Democracy
Oil/air filters Newspapers Hardware stores
Environmentalism
Tyres Publishing Video shops
Political parties
Petrol stations Radio stations Presidential candidates
Vehicle tracking Television stations Utilities
devices Videos Electricity
 For nearly 200 product/service categories
Personal Care Household Care Pharmaceutical Sports & Leisure
Bath additives Air fresheners Analgesics Arts - music
Conditioner Bathroom cleaners Antacids Bicycles
Deodorant Bleach Antiseptics Gambling
Facial care Dishwashing liquid Bandages Golf balls
Feminine protection Fabric softeners Cold remedies Horse racing
Foot care Floor polish Contact lenses Playdough
Hair care Household cleaners Cough mixture Toys
Hand & body lotion House paint Dietary plans
Incontinence products Insect repellents Herbal supplements Telecommunications
Lip balm Insecticides Hospital products Fixed network phones
Mouthwash Laundry detergents Indigestion remedies Mobile communications
Moisturiser Pool chemicals Itch treatment
Perfume Sponge mops Laxatives Information Technology
Petroleum jelly Stain removers Medical equipment Computers
Razor blades Washing powder Slimming aids Internet
Razors Waste disposal Stomach remedies Online service providers
Shampoo Weed killer First-aid Printers
Shaving cream/lotion Window cleaner Vitamins Household Goods
Soap Garden care Electrical goods
Tissues White goods
Toothpaste Clothing Baby Products
Toothbrushes Footwear Baby bottles
Jeans Disposable diapers
Pet Care Hosiery Baby toiletries Services
Cat litter Menswear Hardware/Industrial Courier services
Baby food
Pet food Sportswear Postal services
Ladieswear Employee Commitment Real estate
 In over 80 countries
The Conversion Model can be applied in ANY market

UK / Europe
Austria Germany Romania Asia
Belgium Greece Russia Bahrain Malaysia
Bulgaria Hungary Scotland Bangladesh Myanmar
Bosnia Iceland Slovakia Cambodia Oman
Croatia Ireland Slovenia China Pakistan
North America Czech Italy Spain Cyprus Philippines
United States Denmark Netherlands Sweden Guam Saudi Arabia
Canada England Norway Switzerland Hong Kong Singapore
Finland Poland Ukraine India Sri Lanka
France Portugal Indonesia Taiwan
Israel Thailand
Japan Turkey
South America Korea UAE
Bolivia Jamaica
Africa Kuwait Vietnam
Brazil Mexico
Egypt Lebanon
Chile Panama
Colombia Peru Ghana
Costa Rica Puerto Rico Kenya Australia/New Zealand
Ecuador Trinidad Nigeria Australia
El Salvador Uruguay South Africa New Zealand
Guatemala Venezuela Uganda
Honduras
 To conclude

The Conversion Model is essential in order to identify

what’s in the consumers’ minds…

…without knowing what’s in the consumers’ minds, it is

not possible to effectively manage the consumer-brand
relationship
Commitment norms:
Broadest Categories
 Broadest Categories

Household goods 86
Baby products 73
Pet care 72
Beverages 71
Services 71
Household care 68
Foodstuffs 64
Motor related 62
Personal care 62
Social issues 60
Financial 57
%
0 20 40 60 80 100
% of users who are committed
 Broadest Categories (Continued)

Pharmaceuticals 56
Utilities 56
Media 55
Clothing 52
Retail 52
Transport 49
IT 48
Sports & leisure 46
Hardware/Ind. Goods 43
Telecomm. 40
Empl. Comm. 36
%
0 20 40 60 80 100
% of users who are committed
Commitment norms:
Sub-categories & products
 Beverages
Commitment Norm - 71%

Milk 79

Beer 77

Tea 72

Spirits 64

Coffee 61

Carb. Soft drinks 60

%
0 20 40 60 80 100
Products

Sub-categories
% of users who are committed
 Financial
Commitment Norm - 57%

BANKING 59

INSURANCE 56

INVESTMENTS 45

%
0 20 40 60 80 100
Products
% of users who are committed
Sub-categories
 Foodstuffs
Commitment Norm - 64%

CONDIMENTS 70

CONFECTIONERY 69

TINNED FOOD 69

CEREALS 64

Cheese 60

FROZEN FOOD 59

FRUIT & VEG 52

%
0 20 40 60 80 100
Products % of users who are committed
Sub-categories
 Household Care
Commitment Norm - 68%

Detergents 78

Dishwashing liquid 74

GARDEN CARE 39

%
0 20 40 60 80 100
Products
% of users who are committed
Sub-categories
 Media
Commitment Norm - 55%

TELEVISION 53

NEW SPAPERS 48

MAGAZINES 47

ADVERTISING 40

%
0 20 40 60 80 100
Products
% of users who are committed
Sub-categories
 Motor related
Commitment Norm - 62%

Petrol 63

Oil 60

MOTOR VEHICLES 57

TYRES 40

%
0 20 40 60 80 100
Products
% of users who are committed
Sub-categories
 Personal Care
Commitment Norm - 62%

Toothpaste 73

SHAVING 72

HAIR CARE 68

Deodorant 67

FACIAL PRODUCTS 66

%
0 20 40 60 80 100
Products
% of users who are committed
Sub-categories
 Pet Care
Commitment Norm - 72%

Dog food 83

%
0 20 40 60 80 100
Products % of users who are committed
Sub-categories
 Pharmaceuticals
Commitment Norm - 56%

Analgesics 73

Indigestion
remedies
57

%
0 20 40 60 80 100
Products % of users who are committed
Sub-categories
 Retail
Commitment Norm - 52%

Fast food
restaurants
61

Supermarkets 38

Shopping centres 37

%
0 20 40 60 80 100
Products % of users who are committed
Sub-categories
 Services
Commitment Norm - 71%

COURIER SERVICE 87

%
0 20 40 60 80 100
Products

Sub-categories
% of users who are committed
 Telecommunications
Commitment Norm - 40%

FIXED NETW ORK

PHONES
58

Cellphone service
provider
43

Cellular phones 41

%
0 20 40 60 80 100
Products

Sub-categories
% of users who are committed
 Transport
Commitment Norm - 49%

AIRLINES 47

%
0 20 40 60 80 100
Products

Sub-categories
% of users who are committed
 Utilities
Commitment Norm - 56%

ELECTRICITY 56

%
0 20 40 60 80 100
Products

Sub-categories
% of users who are committed
 Other

TOBACCO
75
(Cigarettes)

%
0 20 40 60 80 100

Products % of users who are committed

Sub-categories