Rethinking Win-Loss to Increase Sales

For marketing research and insights professionals

RETHINKING WIN-LOSS TO INCREASE SALES

PLUS How B2B research compares to B2C Paper surveys deliver for Chicago bank Why context matters with CX

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Quirk’s Marketing Research Review CONTENTS March/April 2020 • Vol. XXXIV No. 2 DEPARTMENTS

page 6 Click With Quirk's

42 8 In Case You Missed It... For marketing research and insights professionals page 11 Ask The Expert

50 12 Survey Monitor

RETHINKING WIN-LOSS page 16 Innovative Products & Services TO INCREASE SALES 56 PLUS How B2B research compares to B2C 24 11 Top Mock Jury Companies Paper surveys deliver for Chicago bank Why context matters with CX page 92 11 Top Ethnographic Companies

60 98 Calendar of Events

page 100 Index of Advertisers

92 102 Before You Go…

page Quirk's Marketing Research Review 4662 Slater Road | Eagan, MN 55122 24 651-379-6200 | www.quirks.com ADVERTISING SECTIONS 11 Top Ethnographic Quirk’s Marketing Research Review Research Companies March/April 2020 Publisher • Steve Quirk 11 Top Mock Jury Companies Volume XXXIV Number 2 www.quirks.com [email protected] | x202 Editor • Joseph Rydholm 70 Taking up a lot of memory [email protected] | x204 ON THE COVER How sticky advertising aids brand-building Digital Content Editor • Emily Koenig By Charles Young [email protected] | x210 42 Verbal instructions News Editor • Sarah Freske Rethinking win-loss to 78 Netfl ix and BritBox and Amazon, oh my! [email protected] | x212 increase sales What do users think of the streaming TV Audience Development • Ralene Miller By Jim Kraus choices in the U.K.? [email protected] | x201 By Hannah Lendrum Directory Sales • Ilana Benusa FEATURES 84 First things fi rst [email protected] | x213 Researchers, the question you need to V.P. Sales • Evan Tweed 50 Not so similar answer is: What question do you want to [email protected] | x205 How B2B research is diff erent from B2C answer? Sales • Tammy Job By Alan Hale By Adam Warner [email protected] | x211 56 Mailed it European Sales • Stewart Tippler 88 DIY on a new high? [email protected] | +44(0)7989-422937 Paper surveys deliver for Chicago bank Client-siders self-assess their By Joe Hopper departments’ DIY success 60 Context is key By Tim Davidson ••• moving? make sure Quirk’s comes with you! Rethinking the role of surveys in Send change of address information customer experience management COLUMNS to [email protected] By John Goodman 10 Trade Talk Pew article series recaps some ‘striking Download the Quirk’s iPad, iPhone 66 Keep the lawyers at bay or Android app to view this issue. fi ndings’ Using research for advertising claims By Joseph Rydholm substantiation An interactive downloadable PDF of this magazine is available at www. By Jerry Thomas 38 Qualitatively Speaking quirks.com/pdf/202003_quirks.pdf. How to help respondents talk about potentially embarrassing topics Follow us on Twitter @QuirksMR. By Steve Hudson 4 Quirk’s Marketing Research Review //March/April 2020 www.quirks.com JANUARY THROUGH DECEMBER 2020

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// Noted Posts ••• awards Quirk's Blog The Marketing Research and Insight Retail therapy? Study reveals Excellence Awards female clothes buying behaviors https://bit.ly/2UgNQXg owered by Quirk’s Media, the Marketing Re- Psearch and Insight Excellence Awards celebrate the researchers, suppliers Eco-friendly packaging in Europe and products and services that are https://bit.ly/37MV758 adding value and impact to marketing research. Help shine a much-deserved Patient or consumer? spotlight on the best in the in- https://bit.ly/2uTBeus dustry by submitting nominations for individual and team achievements as well as projects, MR tools and companies. Nominations open March 30 and close July 8. Take advantage Research Industry Voices of early entry pricing until April 30! The awards are open to all researchers Onboarding and the automotive worldwide. You can nominate yourself, employee journey your co-worker(s), your company or your clients. https://bit.ly/2S0AXOc For information on categories, rules and eligibility – along with a full list of 2019 winners and fi nalists – visit quirksawards.com. Privacy laws’ impact on the sample industry in 2020 https://bit.ly/2uTAtBC

5 trends that will shape market research in 2020 https://bit.ly/31c7VQ9 // E-newsworthy Research Careers Blog The value of research beyond Progress over perfection: The power of small wins ROI https://bit.ly/2GHKVPt quirks.com/articles/2020/20200126-1.aspx

Methodologies and The dark side of consulting (and what it takes to power through) technologies in 2020 https://bit.ly/37Y22by quirks.com/articles/2020/20200126-3.aspx

Solving tough consumer research challenges with 8 steps to welcoming respectful dissent design thinking https://bit.ly/2RL7Srn quirks.com/articles/2020/20200125-1.aspx

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••• b2b research Europe’s tech startups have the edge, survey says oth the vision and business models of European tech startups may be giving ••• health care research Bthem advantages over their U.S. counterparts when it comes to recruiting and growth, according to a survey of more than 1,000 C-suite executives and founders 55 to 65 is of tech fi rms in the U.S., U.K., Germany and France commissioned by accommoda- tion search fi rm trivago. long-term care Technology leaders feel that European companies are superior to U.S. fi rms when it comes to these factors: having a greater focus on brand (97% agree); ben- insurance ‘sweet efi ting from higher online marketing and sales activity in the region spot’ (93% agree); focusing on he vast majority of buyers of tradi- international markets Ttional long-term care insurance more quickly (85% policies are between the ages of 50 agree); and spend- and 69, reports Jesse Slome, direc- ing more time on tor of the American Association for development Long-Term Care Insurance. “Just over before going to 76 percent of new buyers of a long- market (80% term care insurance policy do so after agree). turning age 50 and before they turn Diver- 70,” Slome says. “It is important to un- sity may be derstand the marketplace in order to another key know how to eff ectively communicate benefi t for EU with prospective buyers.” companies; Most buyers today are between 84% of leaders ages 55 and 59 (24.7%) or between 60 feel the EU’s and 64 (23.2%). “The sweet spot for working culture buying traditional health-based long- is attractive to term care insurance is between 55 global talent. How- and 65, before you go onto Medicare,” ever, a key advantage Slome says. “Once on Medicare, many for U.S. fi rms is that they individuals take advantage of the are less risk averse. Nearly nine excellent health preventative tests and in 10 leaders feel EU startups are more covered doctor visits, which is a good cautious than U.S. startups. thing because these exams often detect When asked about growth risks, tech leaders surveyed cited these top con- problems that can be addressed,” cerns: lack of talent (52%), data security (52%) and government regulation (51%). Slome says. “But, the exams also can In the U.S., regulation is clearly the biggest risk. Nearly three-quarters (72%) of uncover conditions that may make it tech leaders feel regulations have made impossible for an individual to health it more diffi cult to access funding over qualify for long-term care insurance. the past fi ve years. In the U.K. and That’s why we urge action prior to France, lack of talent is the most serious reaching Medicare age.” Data on long- concern. In Germany, both regulation term care insurance sales by issue and data security lead the list of risks. age as well as data on benefi t period www.quirks.com/articles/2020/20200301.aspx selected is available at www.aaltci.org.

8 Quirk’s Marketing Research Review //March/April 2020 www.quirks.com

Trade Talk By Joseph Rydholm, Quirk’s Editor Pew article series recaps some ‘striking findings’

ne of my favorite reads in the new most likely to say that forms or on- Oyear is Pew Research’s “striking line profi les that ask about a person’s fi ndings” series in which the organiza- gender should include options other tion annually looks back to the recently than “man” or “woman.” Fifty-nine ended year and off ers up a list of note- percent of Gen Zers hold this view, worthy demographic and cultural data compared with half of Millennials points and trends from the myriad and four-in-10 or fewer Gen Xers surveys and analyses it conducts. (born 1965 to 1980), Baby Boomers ©Clare Pix Photography www.clarepix.com Joe Rydholm can be reached Given the organization’s broad (1946 to 1964) and members of the at [email protected] purview, the Pew fi ndings are a gener- Silent Generation (born 1928 to 1945). ally comprehensive barometer of things • The decline of Christianity is continu- percolating in the larger zeitgeist and it’s ing at a rapid pace in the U.S. Around for local news, around half of non- always good to see some numbers attached two-thirds of U.S. adults surveyed payers (49%) point to the widespread to trends that are talked about in the me- by phone described themselves as availability of free content. Well, just dia and in conversations with friends. Christian – down 12 percentage points be aware that if you continue not pay- As taken from Pew Research Center since 2009. Meanwhile, the “nones” ing, there may not be any free news Senior Writer/Editor John Gramlich’s – religiously unaffi liated adults who left to consume, folks. “19 striking fi ndings from 2019” article, describe their religion as atheist, ag- • Confi rming what any Twitter veteran here are some of the 19. nostic or “nothing in particular” – are has likely long suspected, Pew’s data at 26%, up from 17% a decade ago. shows that the most active 10% of • Hispanics are projected to be the • Roughly six-in-10 U.S. adults say adult Twitter users in the U.S. produce largest racial or ethnic minority they don’t think it is possible to go 80% of all tweets sent by these users. group in the 2020 U.S. electorate, through daily life without having (The median adult user tweets just overtaking the number of black data (online and offl ine) collected twice a month.) When the tweets are eligible voters for the fi rst time. about them by companies (62% say coming from someone you like, it’s Combining Hispanic (13.3% of eligible this) or the government (63%). not so bad but when they come from voters), black (12.5%) and Asian (4.7%) • Two-thirds of Americans support the someone you fi nd annoying it’s, well, voters, non-whites will make up a legalization of marijuana, a dramatic annoying. But that’s what the block third of eligible voters, their largest reversal from two decades ago. The and mute functions are for, right? A share ever. support spans gender, ethnicity and follow-up study focusing on tweets • Roughly a third of Gen Zers (35%) say political affi liation (though Demo- about national politics found that 97% they know someone who prefers to crats remain far more likely than of tweets that were created by U.S. be referred to using gender-neutral Republicans to favor it, 78% vs. 55%). adults and mentioned national poli- pronouns. Survey authors, take note: • Despite the economic troubles facing tics came from just 10% of users. your future respondents (Gen Zers the news industry, 71% of Americans • A single person watching YouTube – Americans born after 1996) are the believe their local news media organi- videos for eight hours a day with no zations are doing well fi nancially. This breaks or days off would need more belief endures even though only 14% than 16 years to watch all the content of U.S. adults said they have paid for posted by just the most popular chan- local news in the past year through nels on the platform during a single subscriptions, donations or member- week. I think my youngest daughter www.quirks.com/articles/2020/20200302.aspx ships. When asked why they don’t pay is certainly up to the task.

10 Quirk’s Marketing Research Review //March/April 2020 www.quirks.com SPONSORED CONTENT ••• advice for researchers ASK THE EXPERT Expert answers to important research questions.

How do you keep the brand health. The evolution requires radi- engine running smoothly? cal community trust. This means reframing the he engine in your car will run way people think about the role of Tfor about 15 minutes without oil health care providers beyond sick before the resulting friction causes care and extending into areas like extensive damage. In the world of community nutritional education, branding, trust is the oil or lubricant sponsorships of food markets, af- that facilitates the engine of brand- fordable housing, employment and ing. When we believe a brand aligns creation of walkable communities. with our values and meets our needs, It also means interfacing with we’re more likely to buy, repurchase new stakeholder groups like lo- and give the brand permission to cal governments and community extend itself. organizers, with a growing number Yet trust is becoming an in- of competing interests and needs. creasingly rare commodity. Orga- An increasingly complicated engine nizations like Pew Research and with lots of new moving parts. Trust Gallup have tracked levels of trust is the basic lubricant to ensuring over time and have noted the steady this new engine performs well. erosion of this valuable lubricant. With a complex set of stake- One of the industries that is holders, it’s important to start with experiencing the greatest erosion of mapping the lay of the land. The Kendra Schuchard trust is health care. This is a true model of human decision-making we Senior Consultant Heart+Mind Strategies crisis, because while we can simply use explores the deepest motivations [email protected] stop buying or using most brands that drive each stakeholder group’s we don’t trust, not trusting our primary concerns. Understanding health care can have a dire impact and mapping these concerns pro- on the quality of our life – it can vides a firm foundation for strategy stop our engine cold. Recognizing development. this challenge of low trust, how can For both the existing brand and health care brands create a trusting the future IDN brand, we map equi- or ease the process of reframing emotional link with consumers? ties and disequities. Among those perceptions and extending into We’ve researched and con- different stakeholder groups, who new areas? This map helps chart sulted with health care systems in is all-in? Who are the holdouts and a clear path to achieving strategic the growing integrated delivery why? Where are the points of fric- outcomes. network (IDN) movement. From a tion in this complex engine? In our interconnected world, branding perspective, IDNs make a Creating a master map is essen- engendering trust in a brand particularly fascinating laboratory. tial to developing effective strate- requires an increasingly systemic Their basic premise involves moving gies, particularly given the inter- approach. The lessons we’ve learned beyond the old role of “sick care” to connectedness of the stakeholder while creating strategies for very a comprehensive system – one that groups. Where are the barriers and complex IDN brands apply to brands promotes wellness and community facilitators that will either impede across all industries.

Have a question you’d like to have answered? Submit it to [email protected]. Want your ﬁ rm to be featured as an expert? Contact [email protected] for more information.www.quirks.com/articles/2020/20200355.aspx www.quirks.com March/April 2020 // Quirk’s Marketing Research Review 11 ••• a digest of survey fi ndings and new tools for IN FOCUS researchers // Survey Monitor

fantasy franchises. Fifty-six percent of Star Wars fans are also fans of Marvel movies, as compared to the 36% of all internet users. They keep this lead on other franchises as well, such as Harry Potter (54% to 32%), Spiderman (52% to 32%), X-Men (50% to 27%) and Disney (49% to 33%). While exploring new movies at the theater, Star Wars fans are 44% more likely than the average internet user to discover new brands through ads at the theater. Star Wars fans are active online and they use the internet as an avenue to voice their opinions – in fact, they are 26% more likely than the average internet user to do so, with 40% of Star Wars fans stating that voicing their opinion is one of their main reasons for using the internet. As frequent moviegoers, Star Wars fans enjoy discussing fi lms online, with ••• entertainment research one in four posting their opinion about a fi lm online each month. They also A force of a franchise enjoy discussing music (21%), mobile phones (20%) and technology (20%) and Study identifi es key aspect of Star Wars fans are happy to join in discussions relevant to their interests. This speaks to the two ave you ever been the proud owner when it comes to fans (35%) but APAC in three Star Wars fans who agree that Hof an extendable plastic lightsaber? (22%), Europe (22%), LatAm (24%) and the internet makes them feel closer to Do you look forward to May 4th with an MEA (25%) are not far behind. people. In fact, this space is a valuable abnormal amount of excitement? If so, This group seeks adventure in their way to make new connections, with you may belong to the one in four inter- own lives as well – about three in four about four in 10 using the internet to net users who constitute the Star Wars say they want to explore the world meet new people and three in 10 using fan base. According to a GlobalWebIn- around them and immerse themselves social media for the same reason. dex article by Tom Morris titled, “The with diff erent people, cultures and Given that Star Wars fans are adept Fandom Menace: Profi ling Star Wars’ lifestyles. They’re also an ambitious at connecting with others online, it Infl uential Fanbase,” the love of the bunch, with two in three saying that makes sense that this group is 35% more space opera extends across generations they strive to fi t as much into their day likely than the average internet user to and continents, with similar amounts as possible and push themselves to be visit or use community-based platforms of Star Wars love for Boomers (23%), the best they can be (73%). like Reddit and Twitch, where open Gen X (26%), Millennials (23%) and Gen Being involved with a franchise discourse is the norm. Z (22%). North America is above average as expansive as Star Wars, it’s not In keeping with Star Wars fans’ ac- surprising that two-thirds of this tive internet life, they are more likely group say they’re interested in fi lms/ than the average internet user to engage cinema, while one in three see a with content relevant to them on social movie in theaters at least once every media. In the past month, 35% of this two weeks. What are Star Wars fans group has watched a consumer review www.quirks.com/articles/2020/20200303.aspx watching? Films from other sci-fi / of a product on YouTube and another

12 Quirk’s Marketing Research Review //March/April 2020 www.quirks.com

IN FOCUS // Survey Monitor

36% has posted a comment about a to see a doctor and 63% felt that they follow a conservative dress code. While video on the platform. On Twitter, 20% should be able to text their doctor that might sound extreme, casual dress have tweeted a question or comment directly. Exactly half of respondents really is becoming the new norm, with about a company, brand or product have utilized wellness benefits of 79% of respondents reporting that their and 23% have tweeted or retweeted a their health insurance policies. current employers’ dress code policy celebrity. This group is also active on When it came to ranking priori- is either business casual (26%), casual Facebook, where 22% have commented ties, 68% of Millennials rank health (33%) or non-existent (20%). about a TV show they’re watching and insurance over going out to dinner, Despite more casual workplaces 26% have posted a comment about a going on vacation or going to a concert. overall, most people still prefer more product or brand. Paying for health insurance remained a conservative attire when interview- The survey was conducted by GlobalWe- priority over other forms of insurance ing for a job. Sixty-fi ve percent feel bIndex and polled 145,271 internet users aged as well, though followed closely by car it’s important to wear a suit during an 16-64. insurance. While 51% of Millennials interview, regardless of how formal surveyed had life insurance, an impres- that company’s workplace actually is. sive 25% of pet-owning respondents also In fact, 42% percent say they’d rather had pet insurance, compared to the be 20 minutes late to an interview than average across all ages of 5%. show up looking disheveled or under- When it comes to pets, Millennials dressed. Half (50%) of respondents say rethink where health care stands on they will wear business attire from the their priority list – 62% reported that, waist up and casual clothing from the given the choice to either go to the waist down for a video interview. doctor or take their pet to the vet, they However, U.S. workers do draw would choose to bring their pet in for the line for casual dress at some medical care rather than seek care for point. Most workers feel ripped themselves. jeans (73%) and leggings (56%) are ••• health care research The survey was conducted by HealthPock- not appropriate workwear, even in et and polled 1,000 people in the U.S. aged 20- a business casual work setting. Fifty To insure or not 35. The poll was weighted to get representative percent of respondents believe very samples from each state based on population. high heels (defined in this survey insure as over three inches) look unprofes- sional, while 40 percent say the same Survey examines health about open-toed shoes of any kind. Millennials fi nd themselves at insurance habits among the center of this turning point in Millennials workplace dress – 38% of 25-35-year- olds admit they’ve been asked to dress study by health care resource more professionally by their manager A HealthPocket examined the health or HR and 28% of all respondents say care habits of Millennials and found someone else’s clothing at work has that the cohort has a complicated ap- made them feel uncomfortable because proach to tackling health. Most (89%) it was too revealing. However, most Millennials surveyed have some form ••• employee research (63%) workers aged 18-35 say they of health insurance, which is in line prefer dressing up for work as it boosts with the national average despite Dressed to impress? their confi dence and performance, the generation having high levels of while only 51% of workers aged 35-64 underemployment. However, 54% had The American workplace agree. Forty percent of Millennials been without health insurance at some would rather spill coff ee on themselves point in their lives and 47% had asked is becoming increasingly before a big meeting than show up for help from their parents when it casual wearing the same outfi t as their boss. came time to pay medical bills. Gender diff erences exist as well Millennials are comfortable rely- t’s a fashion revolution in the Ameri- – 74% of men surveyed own a suit, ing on technology when it comes Ican workplace – according to a study compared to 45% of women. On the to their health care. Seventy-nine by Randstad US, 33% of respondents fl ip side, over half (58%) of women say percent said they would Google an ail- said they’d quit their job (or turn down they’ve had to bring a sweater or blan- ment before making an appointment a job off er) if they were required to ket to work because of their cold offi ce,

14 Quirk’s Marketing Research Review //March/April 2020 www.quirks.com Survey Monitor // IN FOCUS

compared to 30% of men. wanted gifts or holiday items within creative activity such as drawing, il- The survey was conducted by Research the fi rst month of receiving them. Gift lustrating, journaling or playing an Now on behalf of Randstad US and polled 1,204 cards can help to alleviate some of the instrument. When asked how they employed people between the ages of 18 and 65+ frustration of post-holiday returns for spend their free time online, nearly and included a nationally representative sample retailers and consumers alike. half (48%) of Gen Z select at least one balanced on age, gender and region. The popularity of gift cards cannot creative activity such as editing photos, be overstated; 80% of consumers report- creating memes or creating digital art. ed receiving a digital or physical gift The internet is a creative haven for card for the 2019 holidays, making the this cohort, 55% of whom say they that cards a signifi cant source of revenue they fi nd social apps and the internet for retailers. According to Blackhawk a more creative space than what they Network, about half (52%) of consumers experience offl ine. A generation of digital expect to spend as much as $30 more natives, Gen Z experience a digitally than the value of their gift cards. Addi- infl uenced perception and experience tionally, 53% plan to spend these cards of creativity and perhaps this speaks to within weeks of receiving them to take the fact that creativity for Gen Z often advantage of holiday sales. involves more manipulation/alteration The survey was conducted by Murphy than observation/description/replication. ••• shopper insights Research on behalf of Blackhawk Network and Gen Z fi nd their creative groove in sampled 3,000 respondents aged 18 and older. social apps (56%) and half of this cohort The rise of the gift Gift card growth fi ndings are based on 2018 (50%) have used AR fi lters/lenses to en- and 2019 sales data from Blackhawk Network hance a photo or video of themselves or card from over 50,000 merchant locations across with friends; 43% have enhanced with the U.S. emojis, 44% with a color fi lter and 51% Gift cards are becoming with text or a caption. One in four (27%) of Gen Z have more popular for both the adapted an app or website feature to do gift giver and receiver something that isn’t typically available (for example, using a picture collage app f you’ve ever viewed gift cards as a or an app to add music, separate from Icop-out present, think again. Accord- the app they were posting with). When ing to a study by Blackhawk Network, asked about digital creative tools, 35% gift cards are the most requested holi- of respondents chose Snapchat creative day gift item in America – and gift-giv- tools for creating art or editing photos, ers are beginning to catch on, spending followed by Instagram (29%), VSCO (8%), 7% more on gift cards during the 2019 Photoshop (23%) and iMovie (12%). holiday season than in 2018. ••• gen z research Gen Z fi nd inspiration for creativi- Digital gift cards also experienced a ty in a variety of places, such as social 4.5% increase, showing that e-gifts are Digital natives and apps (49%), friends and family (44%) gaining ground despite the popular- and personal experience (40%). This ity of physical gift cards. E-commerce creatives creativity speaks to an emphasis on sales during the holiday were up self-expression within Gen Z. When more than 12% and digital gift cards For Gen Z, technology and asked to develop a slogan for their accounted for nearly 20% of holiday creativity go hand in hand generation, respondents overwhelm- gift card sales in 2019. The study found ingly chose some variation of “be that 23% of surveyed respondents re- en Z are a creative bunch and yourself” such as “just be you,” “living ported receiving digital gift cards. Gthey are not afraid to show it. Ac- our best life,” “do you” and “think Consumers who receive gift cards cording to a study by the Innovation for yourself” alongside more slogans can also enjoy skipping the post-hol- Group, over half (51%) of Gen Z agree aimed at social responsibility such as iday returns – and retailers can too. that their generation is more creative “save the planet,” “there is no planet Thirty-three percent of surveyed con- than previous generations. This group b” and “we are the future.” sumers received a gift they were not engages actively with their creative The study was conducted by the Innova- satisfi ed with this holiday season. The sides – when asked how they spend tion Group on behalf of Snapchat and polled National Retail Federation reports that their free time offl ine, over three in 1,208 U.S. and U.K Gen Z respondents. 55% of consumers will return any un- four (77%) Gen Zers select at least one www.quirks.com March/April 2020 // Quirk’s Marketing Research Review 15 SPONSORED CONTENT ••• tools and solutions INNOVATIVE PRODUCTS & SERVICES

ethodologies, techniques and technology are rapidly changing in the marketing research and Minsights industry. New products and services are being released at an ever-faster pace. How can you keep up on what is new? Quirk’s has you covered. In this section, you will fi nd some of the newest and most innovative tools and services to keep your research up to speed. From the latest in software, technology, methodology and services, these are the products and service you will want to know about.

several implicit and explicit mea- surements: fi rst choice in a competitive lineup, concept ultimately “purchased,” time spent on each concept, movement between con- Somebody’s got to say it: The cepts and unique questions related to also gain knowledge of online behav- concept test needs a refresh respondents’ commitment to choices. iors by product category. For example, Additionally, the highly engaging in high-involvement and high-inter- lot is on the line to ensure that platform supports feature ranking est categories (pet products, diving A you advance the ideas and con- and open-ended comments. equipment) time spent on concepts cepts with the greatest potential. For For existing products, clients can is an important indicator. In fast- data-driven organizations, the main- learn how to optimize their online moving consumer goods, the metrics stay has been the traditional concept presence. After studies, we have im- linked to interest are diff erent. test and purchase intent survey. In proved online-fi rst choice by testing Chooseology will accommodate niche markets (mostly B2B and some out image and copy variants. Clients up to seven detailed listings. Coming B2C), surveys are expensive to scale, this spring, a new version of Choose- response rates are low and compara- User Comments ology will allow for hundreds of items tive benchmarks are lacking. and fi ltering options – all extremely In these markets, organizations • I could easily click through to see valuable information for optimizing are forced to make decisions on low various details about the items. online selling channels. sample sizes, sequential monadic • Seemed like I was actually shop- Best yet, users love the platform. study designs, qualitative research or ping! After a full slate of studies in 2019, nothing at all. • It’s Amazon-easy! 96% of users positively rated their Chooseology is diff erent. It col- • It’s much easier to understand the experience. Users appreciate the lects more impactful data from each product that is being evaluated. simulator’s ease of use and similari- respondent in a simulated e-com- • I like having more details of the ties to online shopping. merce environment. products and ideas we are being Concept strength is based on asked to evaluate. www.chooseology.com

16 Quirk’s Marketing Research Review // March/April 2020 www.quirks.com SurveyMonkey now offers a agile market research program up and of SurveyMonkey’s platform with: full suite of market research running. It includes SurveyMonkey En- solutions that spans DIY surveys terprise seats, Audience Credits and dedi- Enhanced support: and professional services cated support from our survey scientists. • Dedicated support with phone When our DIY solutions aren’t enough, access nsights professionals that already we’ve got a team of experts ready to as- • Product and feature trainings Iuse SurveyMonkey as their go-to sist you with your survey programming, • Access to best-practice templates solution for fast, global, cost-eff ective translations, fi elding and reporting. • Includes one SurveyMonkey En- market research can now gather deeper terprise license insights with greater speed and service. Scale your DIY market research with premium support from the Project enablement: Agile market research surveys industry leader • Pre-launch survey review SurveyMonkey Audience provides a The appetite for consumer opinions • Qualifi cation rate testing fast DIY market research solution. continues to grow while budgets and re- • Access to exclusive B2B panels Built right into the SurveyMonkey sources stay fl at. How can you do more • Managed deployments platform, Audience is integrated with with less and get support to grow your panels in over 100 countries to enable DIY market research? Our Premium ser- Other add-ons: global market research. Companies can vice off ering is optimized for active mar- • Access to custom research services target respondents by demographics, ket research teams looking to increase • Survey translation services fi rmographics or custom screening their speed to insights, maximize their • Stat-tested crosstabulation outputs questions and start seeing results in a research capabilities and move beyond • Additional enterprise license seats matter of minutes. project-based market research. Survey- Monkey Audience Premium combines Contact us to learn more about Audi- Professional services dedicated support from our research ex- ence Premium at audience-sales@ SurveyMonkey Audience Premium is perts with an intuitive survey platform surveymonkey.com. our latest off ering and was designed as a and exclusive panel access. bundle of tools and services to get your Audience Premium extends the value www.surveymonkey.com www.quirks.com March/April 2020 // Quirk’s Marketing Research Review 17 ••• innovative products & services SPONSORED CONTENT

Introducing the Catalyx consumer activities to capture what Consumer Activation System™ your consumers do, feel, think and want, in order to answer a vast range ou need to capture the thoughts, of research objectives. Yfeelings, actions and desires of It’s easy to confi gure – we can your consumers. You want to be in con- co-create and design your research We synthesize all the data into trol but supported when needed. And project in minutes. And you can cre- key insights and actionable recom- you want the fi ndings translated into ate new activities on demand. mendations, delivered in outputs tai- brand-building, action-focused insight. You get complete visibility and to- lored to your needs – from visually So, do you use a resource-inten- tal control. There’s real-time access to compelling reports to insight videos sive “self-drive” DIY platform? Or a all consumer-generated verbatims, im- to in-person workshops. traditional “chauff eur-driven” big- ages and videos. You can even engage If you would like a demo please agency model? directly with participants if you like. visit our website www.thecatalyx.com.

How about neither? The Catalyx Consumer Activation System™ allows you to customize, plan and track your research project journey alongside our teams. You can take the wheel whenever you want. But you’ll also receive expert service and support when needed.

How does it work? The system boasts an expertly curated library of 5,000+ market-tested

Introducing quantilope’s automated brand tracker

uantilope automates brand tracking qto make it easy to monitor changes to a brand’s perception, performance and consumer behavior patterns over time. Managed on quantilope’s end- to-end automated research platform, brand tracking is set up through waves (monthly, quarterly, annually, etc.) in local or multi-country studies to stay on the constant pulse of your consumers brands will be those who leverage and brand KPIs. Additionally, quantilope off ers ad tracking to continuously measure tracking to measure the eff ectiveness of the impact of new product launches, Benefi ts of quantilope’s brand tracking advertising campaigns such as changes to marketing campaigns and changes to a brand’s awareness and preference before your brand funnel. Qualifi ed brands • Live data with real-time results and after a campaign. are invited to run a free pilot study • Automatic analysis and instant Each tracking project involves a using quantilope’s advanced automat- visualization single setup process. New waves begin ed platform by reaching out to sales. • Graphs and charts that continu- automatically and new data is seam- [email protected] using the subject ously update with new waves lessly added to your report while a team line “qlp + quirks 2020.” • Create custom crosstabs and build of certifi ed research consultants are new segments in just minutes available for ongoing project support. www.quantilope.com • Automatic signifi cance testing In today’s market, winning

18 Quirk’s Marketing Research Review // March/April 2020 www.quirks.com SPONSORED CONTENT innovative products & services •••

Toluna Celebrates 20th tion and speed? Anniversary with New Suite of In May, Toluna will launch a new Solutions suite of solutions designed by clients to meet their specifi c needs. Features and oluna technology revolutionized benefi ts will include: Tand drove the future of the market award-winning methodologies created research industry. Speed became and • Agile research and ease of use: Our and honed by sister company Harris remains an industry constant and methodology-embedded templates Interactive Europe. A full-service digi- relentlessly needs updating. What was will seamlessly integrate quant and tal research consultancy, Harris makes fast last year may not be in 2020 but re- qual or allow clients to upload their complex decisions easier with action- search has also to off er the fl exibility to own existing templates. able consumer insights that keep cli- fi t with iterative innovation processes. • Collaboration: Global teams and ents at the forefront of their industries. These iterative processes are the au- companies will share research re- Technology is only as good as the tomation enhancements in our signature sults across campaigns to minimize engine that powers it. The new solution product, Toluna QuickSurveys. QuickSur- duplication. suite is driven by TolunaInfl uencers, veys enabled the industry to maintain • Data fl exibility: Data can be our global panel community that is 30 research quality and reach that was once merged and exported from mul- million members strong. The breadth unimaginable: hundreds of thousands of tiple projects to a single platform. and depth of our panel community panel community members comparing • Insights with interactive dis- enables businesses, agencies and re- tens of thousands of products and shar- plays: The real-time insights Tolu- searchers to make informed decisions, ing results in real time. na is known for will be presented uncover new opportunities, speed Toluna technology also empowered in fl exible, interactive dashboards. products to market and answer essen- agility. The dexterity required to test • Quality: From sample to results, tial questions that impact bottom lines. a concept, turn on a dime, test its op- the suite will leverage industry New, dynamic profi ling capabilities en- posite and arrive at the best packaging, best practices to ensure data and able researchers to access such specifi c advertising copy and pricing to inspire research quality. and hard-to-reach audiences as Millen- existing and new customers. nials or doctors or new car buyers. How does a company improve upon Programmed into all Toluna in- the research trinity of agility, automa- novations, the new suite also shares www.tolunacorporate.com www.quirks.com March/April 2020 // Quirk’s Marketing Research Review 19 ••• innovative products & services SPONSORED CONTENT

s the market research indus- insights community professionals Atry adopts new technologies to are finding and booking facilities improve data capture and analysis, to conduct studies. As focus group one thing is certain: the prevalence facility owners battle rising costs, of cloud computing will continue and with the shift in content con- facility managers have an oppor- to rise as facility owners, field sumption behavior, new opportunities tunity to evolve their strategies to researchers and service companies are emerging, forcing businesses to scale and manage their properties. embrace SaaS and marketplace ser- rethink how and where they access Hub’N Hive has rolled out its facil- vice providers that offer real-time consumer communities for new ideas. ity management platform designed access to on-demand tools to create The rise of the sharing economy specifically for insight experts and additional company-wide value. and cloud computing are pushing remote field data collection teams to With new platforms in streaming researchers to select shorter term, connect with facility operators and and social media shifting attention flexible facility space options, and private businesses that have space away from traditional data gather- facility owners are finding ways to to share. Facility operators can take ing practices, powerful creative tools adjust to the ever-changing land- advantage of customized listing have democratized the way consumers scape of opportunities and chal- tools to communicate directly with share their opinions. These tools pro- lenges. These business requirements research professionals looking for vide comfort and safety where users force facility owners to rethink how space to book. Perfect for facility can express their own unique voice they deliver their real estate. Tradi- operators of all sizes, Hub’N Hive free of judgment. This shift in con- tional lease agreements can’t solve streamlines back-office activities sumer behavior has given unprec- the flexible requirements of today’s including listing, marketing and edented insight into the personal field insight professionals. booking space online. lives of respondents. With vast Hub’N Hive, a new space rental archives of self-produced content marketplace, is transforming how www.factsnfiguresinc.com

20 Quirk’s Marketing Research Review // March/April 2020 www.quirks.com SPONSORED CONTENT innovative products & services •••

Sibyl Surveys by Signet tech stack. This allows for a flex- Research is the CX and survey ible in-house/third-party hybrid software platform we’ve been solution to your research needs. waiting for. Pricing of the Sibyl platform is based solely on usage (number ntil recently, the options of survey responses). All function- Uavailable to researchers ality is included in the platform have been less than ideal. Free or so there are no extra fees for the lower-end, “simple survey” tools number of login accounts needed just don’t have the functionality Additionally, when you or upcharges for more advanced necessary for most objectives. On license Sibyl you’re not just get- analysis functions like crosstabs the other end of the spectrum are ting access to a survey platform. and stat testing. Customer service large, legacy enterprise tools with In essence, you’re licensing is handled by Signet Research staff underwhelming customer service – an extension to your internal directly so there are no offshore not to mention enormous licensing research department. Signet’s phone banks or ticketing systems fees. Either way, when it comes staff is available for everything to deal with. With Sibyl, you’re time to set up and launch your from best practice advice to full assigned an in-house account man- campaigns, you’re on your own. survey design, fielding, reporting ager and a researcher. Enter Sibyl Surveys by Signet and third-party independently The result is an affordable, Research, a 50-year-old full-service validated research studies. They easy-to-use, full survey logic plat- market research company that has can help set up your ongoing CX form serviced by research profes- developed a survey software and CX tracking campaigns, program com- sionals with an active interest in monitoring platform with an intui- plex surveys and even take tasks helping you achieve your goals and tive UX and ease of use reminiscent that you may not have the inter- the expertise (and staffing) to back of less evolved, “simian” survey nal bandwidth to handle off your you up when you need it. platforms, paired with the advanced hands completely. They’re also Reach out for a demo at byron@ survey logic and reporting function- extremely responsive to special signetresearch.com or 201-945-6903 x23. ality needed to serve a full-service programming requests and custom professional research company. integrations with the rest of your sibylsurveys.com www.quirks.com March/April 2020 // Quirk’s Marketing Research Review 21 ••• innovative products & services SPONSORED CONTENT

Global leaders in market research facilitation

onducting successful market Cresearch studies is no easy feat. Insights professionals around the globe face ongoing challenges in adapting to the needs of both their clients and respondents in a modern world. Civicom Marketing Research Services exists to aid market researchers by off ering contemporary market research solutions and options to enhance the research process. Services include facilitating telephone and web- ThoughtLight™ mobile insights app for plus respondent recruiting through enabled in-depth interviews and focus collecting in-the-moment insights and CiviSelect™. We are a Strategic Alliance groups through Civicom CyberFacility®, See Me Navigate™, a qualitative solution Partner with Schlesinger Group. conducting respondent activities using for analyzing app and website usability. What diff erentiates Civicom from Civicom Chatterbox®, an asynchronous Civicom off ers CCam™ Focus, a other marketing research services compa- research platform for online commu- portable recording and streaming solu- nies is dedication to service quality, 24/7 nities, and accelerating analysis by tion for live, in-person focus groups, a customer support and our drive to meet eff ectively managing a multitude of natural extension of our IDI and focus and act on clients’ ideas and requests. data using Glide Central®, our online group facilitation services worldwide. Your Project Success Is Our qualitative project management and Civicom operates in over 96 coun- Number One Priority. video curation platform. tries and includes translation and tran- Civicom off ers the Civicom scription services (TranscriptionWing™) CivicomMRS.com

Bringing Insights to Light!

ivicom ThoughtLight® is a qualitative and capture the respondent’s location to tivity once it is loaded to their device. Cmobile app for collecting richer in-the- verify credibility, quality and authenticity. Respondents can easily complete tasks moment insights. It is utilized for patient GEO fencing allows you to nar- and view their answers uploaded once journeys, audio/video diaries and shop- row down activities based on specifi c an internet connection is available. alongs – perfect for research on-the-go. locations through a virtual barrier to A dedicated support team will be ThoughtLight® can accommodate prevent your respondent from complet- available to assist you and your respon- multiple respondents for studies with ing tasks in another location. dents throughout the duration of the varying lengths. You can capture im- GEO triggering allows you to whole study. We help with the project ages, audio, video and text responses gather authentic insights by triggering setup from user registration, data deliv- and consolidate these data through a certain activities to start or end based ery and respondent recruitment. robust set of administrative tools. on your respondent’s location with the Contact us today for more informa- ThoughtLight® has four valuable help of GPS positioning. tion or to get a project quote. features: GEO location, GEO fencing, Offl ine access allows respondents GEO triggering and offl ine access. to access research questions from [email protected] GEO location allows you to observe remote locations without data connec- www.civicommrs.com/mobile-insights-app/

22 Quirk’s Marketing Research Review // March/April 2020 www.quirks.com SPONSORED CONTENT innovative products & services •••

www.quirks.com March/April 2020 // Quirk’s Marketing Research Review 23 11 Top Mock Jury Companies SPECIAL ADVERTISING SECTION

••• special advertising section 11 TOP MOCK JURY COMPANIES

A mock jury can be a valuable resource for companies considering litigation or for lawyers looking to improve their argument. These research groups help to identify the strengths and weaknesses in a case and its elements, and help lawyers understand how a jury will respond. Research, Uncomplicated.

The following companies provide mock jury research to meet your 20 | 20 Research litigation research needs. By recruiting representative jurors Founded 1986 | 167 employees and providing top-tier facilities, these companies will make your Kathryn Harlan, CEO, 20|20 Facilities research process a seamless experience. As one of the industry’s leading providers of in- person research facilities, 20|20 has hosted hundreds of mock trials across our locations in Miami, Charlotte, N.C., and Nashville, Tenn. Our tenured team understands the unique requirements for this type of project and we have everything you need for a seamless experience – including spaces for large groups and smaller breakouts, the right equipment for your audiovisual quirks.com/articles/2020/20200344.aspx needs and on-site catering to keep you and your participants fueled and fo-

24 Quirk’s Marketing Research Review //March/April 2020 www.quirks.com 11 Top Mock Jury Companies SPECIAL ADVERTISING SECTION

Concepts in Focus Founded 2000 | 20 employees Mary Pat Julias, Owner

Concepts in Focus has over 20 years of experience conducting mock juries utilizing cused. Speaking of those participants, our trained we have our own large and growing staff as well as panel for each city, along with high- hired con- touch recruiting services to ensure sultants. Our you get a representative and engaged impeccable in-house recruiting services sample jury. ensure all guidelines required for Phone 1-800-737-2020 potential jurors are followed, including www.2020research.com of setups for presentations and easy breakout into conference rooms. All of but not limited to registered voters or our spaces have one-way mirrors and valid driver licensees. With over 6,000 luxury client backrooms for your legal sq. ft., our facility can accommodate up team. Our outstanding client service to 30 potentials jurors. The facility lay- combined with our expertise in recruit- out includes three breakout rooms with ing jury studies will make your litiga- private viewing and video/audio moni- tion research a seamless experience. toring, as well as recording of delibera- Our audiovisual services include all the tions and follow-up focus groups. Our equipment you could need as well as highly trained staff provides immediate videography and in-house videostream- tabulation of all balloting summaries, ing. witness and issue evaluations and any other requested data. Contact us today Phone 1-310-440-2330 Los Angeles; Adler Weiner Research 1-949-870-4200 Orange County for a free consultation! www.adlerweiner.com Phone 1-904-264-5578, 1-800-685-7424 Founded 1989 | 75 employees www.conceptsinfocus.com Michael Willens, Director and Partner

Adler Weiner Research has the ideal facilities for your Los Angeles or Orange County, Calif., mock jury research needs. Both facilities offer a large double room that can easily accommodate 40 or more jurors with a variety

www.quirks.com March/April 2020 // Quirk’s Marketing Research Review 25 11 Top Mock Jury Companies SPECIAL ADVERTISING SECTION

Creative Consumer Research Founded 1976 | 83 employees; 13 full-time; 70 part-time Patricia Pratt, CEO Copley Focus Centers Founded 1998 | 10 employees Creative End to End User Frank Amelia, Partner Consumer Research Research (CCR) is a leading Founded 2017 | 12 employees Copley Focus Christy Harper, Managing Partner and market re- Centers Monica Snideman, Managing Partner became the search and con- largest facility sumer insights in downtown firm, providing Boston by accurate and ac- offering a tionable infor- unique experi- mation to develop strategic solutions. ence focusing Among our wide breadth of research on strong services, we also provide mock jury recruiting and nurturing our relation- services for law firms and mediators ships with clients. With our fourth looking to test and prepare for upcom- Enjoy state-of-the-art recording, live expansion and renovation complete, ing trial work. Whether your focus is streaming and comfortable observa- we now offer a room that is 17x33, al- in our home state of Texas or elsewhere tion areas in your choice of three large lowing theater-style seating for up to in the U.S., CCR can scout potential research rooms at End to End User 50 participants. As Boston’s leader in jurors and host your mock juries in Research (E2E). Each E2E room offers a qualitative research, we listen care- an appropriate setting. Our resources large TV/monitor display, one-way view- fully to our client’s needs and deliver allow us to thoroughly conduct studies ing mirror for observers and magnetic accordingly, gathering feedback and quickly and efficiently – no matter the glass white boards. Conveniently located processing criticism constructively, size or scope. Maximize your business minutes from IAH airport in Houston, guaranteeing we only improve. We with the CCR market research and Texas, E2E is the ideal host for your know what you’re looking for and the consumer insights team. mock jury trial research. With easy value of your research. Phone 1-281-240-9646 www.ccrsurveys.com access to Houston’s large and diverse Phone 1-617-421-4444 population, E2E will recruit excellent www.copleyfocus.com research participants who match your location or demographic requirements. Experience first-class customer service as we help with all your jury research needs from End to End! Phone 1-281-741-9496 www.endtoenduserresearch.com

26 Quirk’s Marketing Research Review //March/April 2020 www.quirks.com 11 Top Mock Jury Companies SPECIAL ADVERTISING SECTION

The MSR Group Founded 1994 | 165 employees Precision Research Inc. Don Beck, Ph.D., CEO Founded 1959 | 25-49 employees Scott Adleman, President

National Field & Focus The MSR Group Inc. is a full-service Precision has research firm been recruit- Founded 1990 offering coming mock juries Vinny Stolo, Director of Operations plete consumer for more than and business- 30 years. Our Recruiting to-business re- robust data- representative search services. base covers jury panels The MSR Group the nation, is all about specializes in allowing us to location and customer experience management, recruit to any National Field mock jury studies, brand awareness, venue. Beyond high-quality recruiting & Focus is advertising and creative testing, along we have a spacious four-room facility located in the with a wide array of custom quantita- next to O’Hare Airport in Chicago. This optimal area tive and qualitative project offerings. unique, spacious facility can comfort- from which In addition, we can provide you with ably seat 60 jurors with viewing for 25 to pull participants served by the U.S. groundbreaking verbal and facial clients. After presentations, respon- District Court of Massachusetts. Our recognition AI technology to provide dents can break out into four delibera- extensive database allows us to reach real-time CX feedback to managers on tion groups. Because we are located throughout eastern Massachusetts, customer and employee sentiment, a near O’Hare, we can more easily draw north and south of Boston and west to powerful new tool to improve coach- participants from Chicago’s five collar Worcester, making us an ideal choice to ing, training and ensuring business counties: Lake, DuPage, Will, Kendall recruit and host not only federal panels compliance. Specifications: 150-station and McHenry. Of course, we have all but also those for Middlesex, Worcester, TCPA-compliant CATI call center, web the tech you need: ultra-high-speed Suffolk and Norfolk counties. National and IVR surveys, executive interviews fiber internet, HD video, projectors, Field & Focus boasts a presentation and focus groups. document cameras, etc. For all RFQ’s, room capable of comfortably seating Phone 1-402-392-0755 or 1-800-737-0755 please e-mail [email protected]. 45 jurors with presentation space for theMSRgroup.com Phone 1-847-256-0827 attorneys. In addition, we are able to www.preres.com accommodate panels splitting up into three breakout rooms for deliberations. For remote observers, our in-house video conferencing system allows them to get a live look at the proceedings. Phone 1-508-370-7788 www.nff-inc.com

www.quirks.com March/April 2020 // Quirk’s Marketing Research Review 27 11 Top Mock Jury Companies SPECIAL ADVERTISING SECTION

WAC Research Founded 1997 | 8 employees participate in your research. We recruit Gary Altschul, CEO Schlesinger Jury and assemble members of the popula- Recruitment & tion who represent an actual jury in terms of gender, age, ethnicity, back- Facilities grounds, political opinions, etc. We pro- Founded 1966 | 1,000 employees vide spaces ideal for legal focus groups Maleica Grant, Director, Client Solutions or mock juries in several of our locations and we have double-size rooms to allow for more complex research or We understand the particular needs of full mock trials. Contact Maleica at jury researchers. Trial and jury con- [email protected]. sultants trust Schlesinger to help them Phone 1-215-564-7300, x118 When it comes to mock juries, WAC conduct legal focus groups, mock juries SchlesingerGroup.com or mock trials to create a strategy or ad- Research is the “Bu ll” of South Florida. just an approach to help them win their We conduct well over 40 juries per year legal cases. We help you achieve a final in our two expansive locations in Fort set of 12 well-targeted individuals to Lauderdale and Miami. Both locations have three oversized conference rooms with the ability to seat up to 48 jurors theater-style. Our two diverse locations give you the ability to select your juries from any groups represented in Florida. In addition, we provide videostreaming and conferencing, recruiters and staff experienced with mock juries, two-way mirrors, client lounges and catering for clients and jurors. When it comes to putting together mock juries, experience counts! WAC Research is one of the most experienced companies in South Florida, as well as in the U.S. Phone 1-954-772-5101 www.wacresearch.com

28 Quirk’s Marketing Research Review //March/April 2020 www.quirks.com FOR MARKETING RESEARCH AND INSIGHTS PROFESSIONALS

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Do you know your chickens? A case study in online panel Neuro-physiological techniques development for CX and UX research Ron Pocs, Regional Market Research Manager • CNH Industrial Jose Gonzalez, Manager, Consumer Insights • Verizon As a large manufacturing organization, the idea of creating Devin Harold, UX Research Manager • Verizon an online panel of B2B customers to efﬁ ciently and cost- Claire Kearney-Volpe, UX Research Consultant effectively conduct market research seemed a bit far- • Verizon fetched. When I ﬁ rst broached the idea among others within the organization, I was told that I don’t know my chickens (i.e., this will Zero to sixty (concepts) in the never happen). Today, the panel has been successfully running for over 3 blink of an eye: How the sausage years with 900+ members. How did it happen? is made Karen Kraft, Senior Consumer Insights Manager • Johnsonville Katherine Figatner, Senior Vice President/ Partner • C+R Research Monica Grant, Innovation Process Designer and Facilitator • Ideas To Go Worth more than 1,000 words: Using consumer-generated video Segmentation at scale: Combining Stacy Shaleen, Market Insights Manager • Cargill behavioral analysis and attitudinal How do you conduct ethnographies and gather in-use insights to win every occasion insights when you have limited time and budget? Let consumers take you into their world with their phones. Rick Stringer, Vice President of Customer Solutions • Crayola In today’s smartphone-run world, everybody can provide a high-quality view into their buying decisions and usage habits. Like traditional ethnographies, the learning goes well beyond the questions Stars and scars of segmentation: asked. Without a bunch of strangers in their barn, consumers were Hacks for success comfortable showing all their routines and challenges. La Sridhar, Global Director of Insights and Consumer Excellence • Molson Coors

Counterintuitive thinking: Visual semiotics: Shouting without Evolving CX measurement at Reframing research baseline words – QRCA curated session Progressive assumptions Michael Sack, Founder and Owner • Brand Mona Stronsick, Director of Market Research • Kinetics LLC Progressive Insurance Susan Fader, Insight Navigator • Fader & Todd Trautz, Chief Innovation and Solutions Mike Franke, Senior Market Research Analyst • Associates Offi cer • Maru/Matchbox Progressive Insurance How to leverage research to build The privacy paradox Closing the experience gap: meaningful brands Reg Baker, North American Regional Diagnosing your gap and Emmanuel Probst, SVP, Brand Health Tracking Ambassador • ESOMAR identifying the best strategy to and Adjunct Professor • Ipsos and UCLA close it Cutting-edge research in Rhonda Hiatt, Chief Strategy Offi cer, USA • AI for automated insight associations and nonprofi ts: CLear M&C Saatchi generation Hitting the goals and making a Suresh Kumar, Head of AI Solutions • Palo Alto “profi t” in a nonprofi t world Purdue University Masterbrand: Research Center (PARC) John Laprise, Market Research Manager • Finding the essence Radiological Society of North America David Moore, Market Research Consultant • The impact of cultural codes on Lisa Herceg, Director, Business Insights, Research Purdue University • National Association of REALTORS consumer behavior and brand Keri Downs, Consultant • Brandtrust Randa Ulankiewicz, Market Research Analyst • Ethan Braden, VP of Marketing and Media • relevance Society of Actuaries Purdue University Shruti Saini, Senior Director, Brand Strategy and Insights • Anheuser-Busch

www.TheQuirksEvent.com Sessions as of February 6, 2020; additional sessions online Beyond customer journey- Using hybrid methods to mapping: Understanding impact supercharge your qual research Managing online of touchpoints Ray Fischer, Founder and CEO • Aha! Strategic Online Qual Platform communities to achieve Suresh Kumar, Business Insights Manager • Pella Corporation ROI Accelerating the innovation John Voda, Senior Market Research and Analysis Manager • AT&T Rotary International identifi es process from 21 weeks to 21 days global engagement trends and with AI-powered prediction Learn best practices for managing an drivers using cross-disciplinary Nikolas Pearmnine, VP Client Services • Black online research Swan Data insights to understand community, to participants’ journey develop topics Anja Van Ostrand, Research and Evaluation ISO the next big trendy ingredient for weekly research and to Partner • Rotary International and its impact on product ensure you don’t drown in Michelle Roseborough, Senior Research and performance – featuring a new work (since it never ends). Evaluation Partner • Rotary International Most importantly, learn how to Amanda Reid, Manager, Reserch and Evaluation study on CBD using quali-quant • Rotary International ensure results are noticed by with social listening management to ensure your Silvena Milenkova, Chief Research Offi cer • community achieves a ROI Ride the ripples or get soaked: BuzzBack Market Research (and maintains funding). How to capitalize on disruptive trends Wake up, Tracker, and make Julia Eisenberg, Vice President, Insights • 20|20 yourself useful – It’s 2020! Research Data, analytics and storytelling – Lori Georganna, Senior Director, Consumer Mary McIlrath, Senior Vice President/Partner • Insight and Research • Wyndham Destinations C+R Research perfect together! Holly Carter, Director of Product Marketing • Confi rmit

Sessions as of February 6, 2020; additional sessions online www.TheQuirksEvent.com Be more than a forgotten footnote: Improve the activation of research and insights in your organization Vanessa Roddam, Manager, Shopper Insights and Analytics • Constellation Brands CHICAGO APRIL 6-7, 2020 Sometimes large research projects create fantastic looking reports and powerpoint slides but they see disproportionately small adoption within an organization. And outputs from robust research sometimes get overshadowed by one or two statistics from the research instead of illuminating actionable insight. How can we better connect insights to action? And how can even the most complex projects deliver salient, actionable solutions? Keep the research Hacking life shifts: How AARP methods robust and make the deliverables more embraceable. has taken a leadership role in partnering with brands in launching innovative insights Alison Bryant, Consumer Strategist, Media and Multigenerational Families Expert • AARP Which one is not like the other? The differences between UX Lisa Cooper, Senior Vice President • RTi Research and market research Lori Bitter, CEO • The Business of Aging Cara Woodland, Market Research Manager • eMoney Advisor Evan Eiswerth, Supervisor, User Experience • eMoney Advisor Decoding signal vs. noise: How To better inform the digital age, market research and the methodologies Microsoft uses proactive insights have adapted in many ways. A new breed of researcher to stay ahead of the curve has also formed out of the digital age to focus on user Tanya Pinto, Director, Customer and Market experience design and user-centric development. Research • Microsoft The goal of this session is to help deﬁ ne the similarities and differences Marc Goulet, Vice President • Russell Research between a user experience researcher and market research. Driving change and lessons learned Chuck Sharp, CEO • Sharpr Mary Colleen Hershey, Vice President Consumer Stop, automate and listen: From story to glory and Marketplace Insights • Nestlé Demystifying report automation Jeffrey Henning, Executive International • MRII Benjamin Rietti, CEO • E-Tabs Rapidly enabling breakthrough Develop decisive insights with ideas for Barilla while building Learn where to focus your media behavioral science capability Kit Burton, Brand Manager • Barilla spend Irina Zilberman, • Protobrand Heather Christman, • Meg Weltzer, • Tyson Foods Director, Lean Growth The Eva Gott, Vice President, Research • Savanta Garage Group

The implicit playbook: Develop The generation of responsible How much enjoyment can an a competitive advantage by shoppers – Does Gen Z put their indulgent snack really bring when appealing to your consumer’s money where their activism is? life gets in the way? subconscious Ally Aleman, SVP Qualitative Research • Keren Novack, VP of Client Services • Curion MarketCast Thomas Fandrich, Co-Founder and Managing Lisa Saxon Reed, Director, Global Sensory • Mars Julie Arbit, Global SVP, Insights • VICE Media Director U.S. • quantilope Wrigley

Gaining clarity through on- Mind modeling: Identifying Cheez- We are what we...feed our kids? demand behavioral research It’s distinctive attributes The what, where and why of Greg Stucky, Chief Research Ofﬁ cer • Terrae Schroeder, Head of Insights USA • today’s grocery purchases InsightsNow Kellogg’s Bess Devenow, • Sarah Kirkmeyer, Sr. Director Client Partnerships Tim Hoskins, President • Quester Director of Marketing • InsightsNow ProdegeMR Maureen Lawer, Senior Director, Data Solutions Overcoming a crisis: How insights • ProdegeMR Behind the curtain: Perspectives have saved the past decade’s from corporate insights leaders most high-proﬁ le crisis Clean label: “Better for you” Tyler McMullen, President and CEO • Rex Repass, President • Research America consumer trends and generational MarketVision Research Dan McGinn, CEO • McGinn and Company Becky Shultz, Vice President, Qualitative • differences MarketVision Research Antje Sardo, Senior Research Analyst • GutCheck

www.TheQuirksEvent.com Sessions as of February 6, 2020; additional sessions online Choosing from a feast of options: Tapping organizational How to integrate qualitative tech change to increase market for maximum impact Kelley Styring, Principal • InsightFarm research relevance Jason Horine, Vice President Client Solutions • CHICAGO Monika Wingate, CEO and Schlesinger Group APRIL 6-7, 2020 Co-Founder • Digsite Heather Vossler, Director of Insights and Innovation • Hormel Foods Reality Voice: Tune in to new Many perspectives organizations Garnette Weber, COO • itracks are seeking Kathy Fitzpatrick, VP Business Development • out agile itracks Christine Keller, Program Manager, Customer Embracing the new world of data approaches Centricity • MassMutual as they privacy adjust to Erin Avery, Senior Vice President, Global Real business example of text the accelerating pace of Marketing • Vision Critical innovation. As a result, analytics in action: Takasago insights teams are shifting to International Corporation case Hire right: Changing today’s agile research methods that study staffi ng process for success allow them to simultaneously Normand Peladeau, President, CEO • Provalis Phil Reeve, President • Reeve & Associates build, test and learn. In this Research presentation, Hormel Director of Insights and Innovation Niche audiences: How to reach Beyond the screener: Reducing Heather Vossler and Digsite the unreachable CEO Monika Wingate will fraudulent and disengaged Rodolphe Barrere, CEO and Co-founder • Potloc discuss how combining respondents Katelyn Good, Marketing Director • Potloc the right tool with an agile Adam Dietrich, Vice President • CloudResearch research approach enables Leib Litman, Co-Founder, Director of Research • teams to quickly get in- CloudResearch Market research meets UX context learning and deep research: Understanding the consumer insights. Product data, meet in-context interaction between NPS and research – a product development usability metrics dream Randal Ries, Research and Analytics Manager, IBM CIO Design • IBM Better behavior predictions LiMei Ruan, Senior Manager, Knowledge and Insights • fairlife through better behavior testing Keren Novack, VP of Client Services • Curion Getting to the future fi rst: How Anne Stephenson, Partner • Explorer Research to identify early trend signals to From feeling to doing: How to support bold bets in innovation 7 steps for building a scalable DIY turn empathy into tactics that in product development and research program that infl uences grow brands category management business growth Jim Chastain, Co-Founder and Human Insights Mark Garratt, Partner and Co-Founder • Morgan Molnar, Head of Product Marketing and Strategist • RealityCheck in4mation insights Insights • SurveyMonkey Stuart Schwartz, Managing Director, Client Growth • in4mation insights Viewer disrupted: The psychology Everyone wants to be heard, of media engagement How technology helped Irwin no one wants to be studied! Mark Doherty, Vice President, Practice Leader • Broh transform their business How brands are leveraging Chadwick Martin Bailey conversational methods for Bob Rowe, EVP • Irwin Broh deeper experiential insights New breakthroughs in wearable Matt Kleinschmit, Founder and CEO • Reach3 eye-tracking Insights Sylvia Knust, Director of Research • Tobii Pro Dara St. Louis, SVP and Founding Partner • Reach3 Insights Panning for gold: Using AI and One app instead of the lab: machine learning to ensure the Measuring CX + UX on mobile at purity of your data scale is a new reality Michael McCrary, CEO • PureSpectrum Dmitry Gaiduk, CEO • UXReality by CoolTool

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If you have the The IMA is the world’s leading authority ambition to on transforming corporate Insight teams. transform your We provide our members with inspiration Insight team, and guidance through benchmarking, please contact us: publications, advice, training and forums. info@insight- Membership options are available to suit management.org all Insight teams. // qualitatively speaking How to help respondents talk about potentially embarrassing topics | By Steve Hudson

snapshot ears ago when I was a newbie qualita- the interview or group. Patients with a specifi c Ytive researcher, I was asked to conduct indi- condition, for example, may be more motivated With empathy vidual interviews for an adult diaper brand. As to participate if they know that the research part of the discussion guide, the mostly-older will be used to help others like themselves. and the right respondents were asked to try the new diaper • One-on-one interviews are often ideal. It’s approach, designs on over their pants in front of a two-way diffi cult enough having to open up to one mirror full of clients and then talk about how person about dealing with premature ejacula- qualitative they felt. I can still picture some of them – the tion or crushing fi nancial debt, let alone a research can stylish African American woman and her stoic room full of strangers. For usage tests such as expression; the retired accountant in corduroy the diaper study mentioned above, use online help our clients pants getting fl ustered with the sticky attach- diaries so respondents can try out products in and enrich our ments. Looking back, I cringe with my own em- the privacy of their home and report back. For barrassment when I think of how humiliating group discussions, anonymous online discus- understanding of the experience must have been for them. sion boards can allow for a wealth of feedback what it means to From diarrhea and credit card debt to you might never get from in-person research. impotence and wart removal, uncomfortable • In-person focus groups on sensitive topics be human. or embarrassing topics are a fact of life for can provide an abundance of insights as consumers – and for marketers who rely on hon- long as all respondents are recruited to the est insights to create and promote meaningful same specs and assured of anonymity. Indi- products and services for them. For qualitative viduals who have been largely suff ering alone researchers, these projects can either feel like may be delighted to be in the company of oth- navigating through minefi elds or, if run well, ers in similar situations. Once the fl oodgates be both enlightening and kind of liberating for open, the group often almost runs itself with respondents and moderator alike. a few nudges here and there from the mod- How can qualitative researchers help research erator to steer the conversation through the respondents open up without leaving them feel- guide. At the start of the group, let respon- ing shamed or worse? Here are six tips I’ve picked dents know that they may fi nd themselves up over the years from my own experience and interested in continuing the conversation the advice of fellow qualitative researchers: with fellow respondents after the group is over and if so, they may share their informa- • Tell respondents the purpose of the study, tion with others if they wish but should feel both in the recruiting stage and at the outset of no pressure to do so. This can create a self- fulfi lling prophecy where participants feel more invested in each other and the topic. www.quirks.com/articles/2020/20200304.aspxww • Spend a little more time than usual in the introduction stage in order to build

38 Quirk’s Marketing Research Review //March/April 2020 www.quirks.com

// qualitatively speaking

trust and openness. You may want I’ve heard is to work with clients in friends. Sometimes such projects give to reveal some information about advance to develop a distress protocol. us much more than facts from a discus- yourself – where you’re from, your This may include off ering to call a sion guide – they give us a unique living situation and why you fi nd it respondent’s friend or family member window into the human condition. meaningful to talk with people like for them, providing contact numbers Like the time I moderated a hospice them – in order to prompt the same for support services or having a local care group and listened to a veteran openness from them. licensed therapist available on call. with kidney failure talking about com- • Normalize! We’ve all heard the phar- B2B projects can present another ing to terms with the end of his life. Or maceutical ads that let us know that type of roadblock when it comes to the beer group in which an electrician one-in-four people live with this or getting respondents to be candid. The explained that though he loved his that condition. Reassure respondents owner of a local landscaping company family, home life was much more chal- that they are not unusual and that in a highly competitive market may be lenging than work life. Or the feminine many others share their same situa- rightly guarded about revealing how products group moderated by a fellow tion or condition. much she spends on weed killer each quallie in which an older woman • Strike a matter-of-fact tone. Some of year. Rather, ask business owners or opened up about an aff air that she had the topics discussed may cover very managers about the trends they see in never been able to talk about with oth- sad or depressing territory. In such in their industry and market. Inevita- ers before. With empathy and the right case, the best advice I’ve found is to bly they’ll end up talking about their approach, we can uncover truths that acknowledge what was said, show own experience. build better solutions for our clients empathy and continue on with the while enriching our own understand- discussion. It’s a privilege ing of what it means to be human. Ultimately, it’s a privilege to have In covering sensitive topics, you research respondents let us into parts Steve Hudson is an independent moderator may come across respondents in real of their lives or businesses that they and president of Let’s Talk Research Inc., Chicago. He can be reached at steve@ emotional distress. The best advice probably don’t discuss even with close letstalkresearch.com.

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OUR MISSION To unify, inspire and activate the marketing research community to focus its collective resources to educate children and youth worldwide. ••• b2b research Verbal instructions Rethinking win-loss to increase sales

| By Jim Kraus

Traditional win-loss programs continue to provide significant value snapshot to organizations that sell to other businesses (B2B) and represent an untapped opportunity to improve win rates for those that have yet to Jim Kraus oulines how to move the implement such a program. However, there are three distinct ways traditional sales win-loss program to a that win-loss efforts can deliver even more value: First, by implementing a strategic win-loss program that in- strategic win-loss program. volves interviews with recent prospects but takes a broader and more Trobust view that focuses on an organization’s entire value proposition and ability to compete for business rather than focusing on the performance of sales professionals alone. Second, by adding an internal and past-deal perspective to these programs to better pinpoint specific actions an organization can take to improve win rates and prioritize sales opportunities that have a better chance of closing. Third, by enhancing efforts to activate win-loss insights to bolster idea-sharing and accountability across the organization that leads to improved sales performance (rather than just “reporting out results”). Not coincidentally, each of these opportunities is focused on improving the ROI of win-loss programs by creating a tighter linkage between learnings, actions and, ultimately, performance.

Three battlegrounds Undoubtedly, there is work to be done for any organization that wants to build brand awareness and consideration for its products and services. However, once you are in the consideration set along with other companies vying for the same opportunity, closing new business fun- damentally comes down to the three battlegrounds shown in Figure 1. www.quirks.com/articles/2020/20200306.aspx Companies that are able to close more business excel in each of these areas and get ongoing feedback from prospects that tells them

42 Quirk’s Marketing Research Review //March/April 2020 www.quirks.com Sales/distribution – provides direct feedback on how sales and support teams can sharpen their performance throughout the sales process (building rapport, identifying needs, offering value, overcoming objections, closing the sale) to increase win rates. Product development and pricing – informs how well a company’s products and services stack up versus key competitors at the moment of truth (when the purchase decision is made). Which features or benefits are helping you win new business? Which are putting you at a competitive disadvantage? Are you price-competitive? Marketing – helps determine if your value proposition and messages are breaking through and whether they are relevant and differentiating to qualified prospects. Win- loss interviews also help the marketing team better understand the buying process from the prospect’s lens and consequently provide insights about when and how to best engage with them during their purchase journey. Competitive intelligence – gain on-the- street intelligence about competitor sales tactics and pricing that is often hard to uncover without speaking to prospects interacting with these companies directly. This type of information is invaluable when developing competitor- specifi c strategies to optimize sales. Senior leadership – provides an ongoing look into whether your organization’s offerings are winning in the market, what key competitors are doing and their results and where the organization has competitive advantages and disadvantages across its overall value proposition. The other distinct advantage of a strategic exactly how they’re doing and where they can improve. win-loss program is that it focuses on distilling A strategic win-loss program involves ongoing interviews with and communicating these insights across the decision-makers at prospect companies from a broad sample of won and organization so there is one “single source of lost deals. Unlike sales win-loss (Figure 2), interviews are focused on an the truth” that all stakeholders can buy into organization’s entire value proposition to determine how well it’s per- and action-plan around. It also helps galvanize forming across all key battlegrounds in the prospect’s purchase journey. cross-functional teams that all ultimately con- By collecting thorough and objective input from prospects over tribute to sales success (and failure). time, a strategic win-loss program provides answers to key questions What types of companies can benefit most that benefit multiple stakeholders across the organization, including: from a strategic win-loss program? Companies www.quirks.com March/April 2020 // Quirk’s Marketing Research Review 43 that sell to other businesses where new opportunities often involve:

• a highly competitive bid process; • a more substantial investment required from the customer; • multiple decision influencers involved in the purchase decision; and • differences in what competitors offer, their value proposition and how they go to market.

Highly dynamic industries can take particular advantage of strategic be happening internally that is ficiently which, in turn, slowed win-loss because an up-to-date view contributing to this effect. Too often, down bids and led to a backlog that of what’s happening in the trenches, when only prospect interviews are was hard to catch up with. Only after where deals are taking place, is man- conducted, diff erent issues are identi- this root cause was identified was the datory to keep your competitive edge. fi ed that impede a sale but there is organization able to take specific ac- no clear linkage to what might have tions to remedy it. The ultimate report card caused that result internally, within A second example involved a tele- So, can a strategic win-loss program an organization. Consequently, the com company that provides network focused on interviewing qualified action that can be taken to improve a equipment and support services prospects provide useful insights to particular outcome isn’t identifi ed or to other businesses. Through the improve win rates? Absolutely! We of- is done so with less confi dence as there win-loss interviews, the company ten refer to this as the external foun- are other plausible reasons that may (correctly) determined it was losing dation component of win-loss since or may not also play a role. Here’s a new opportunities because prospects you’re interviewing prospects outside couple of real-life examples from win- didn’t feel like their business was be- of your company and there is no bet- loss programs KS&R has worked on: ing valued enough. Competitors were ter judge of how you stack up versus A technology company that sells giving these prospects the feeling that the competition than a prospect who enterprise business applications to their business mattered and provided is comparing your offer to that of other businesses was losing new deal white-glove service throughout the other competing firms when they are opportunities because its competi- sales process – asking thoughtful in a position to make a purchase – it tion was delivering bids two to four questions, demonstrating an under- is the ultimate report card! times faster than it was. These delays standing of their business, being However, there are two additional reflected poorly on the organiza- responsive throughout the bid pro- components to strategic win-loss tion in terms of its responsiveness cess, etc. It was only after conducting programs – sales and support team and many times resulted in bids internal interviews with the com- interviews and new opportunity that were delivered AFTER a final pany’s sales teams that we learned deal analysis – that many companies decision had already been made. of aggressive new customer acquisi- overlook (Figure 3). Each, by itself, For months this information was tion sales quotas that had been put has definitive value. Together, they passed along to management with in place over the past year that put represent a formidable and inte- no action taken to reduce bid times significant pressure on them to close grated approach that better pinpoints because no one was completely sure as many deals as possible each and specific actions to improve win rates what the root cause was. Possible every month. This had the undesir- and predict opportunities that have reasons included too many informa- able effect of reducing the amount of the best chance of resulting in a sale. tion requirements to produce a price time they could spend with any one Let’s discuss each of these two ad- quote quickly, manual/inefficient prospect and sales professionals told ditional components in turn. processes, lengthy/cumbersome us about shortcuts they were forced to exception processing and so on. Only take that hurt their ability to develop Sales and support team interviews: after conducting internal interviews relationships with new prospects. linkage to external market with sales and support teams was the Once this information was funneled The purpose of periodic inter- true root cause identified and it had to management, remedies were iden- views with your sales and new busi- more to do with chronic turnover of tified and performance improved. ness support teams is twofold: new business development team staff The second reason to conduct The first, and primary purpose, than inefficient processes. This turn- interviews with sales and support is to better understand cause-and- over resulted in an overreliance on teams is to get frontline suggestions on effect linkages between what is support team members who were not ways to improve win rates. It’s often going on in the external market trained or seasoned enough to handle the people in the trenches day-in (with prospects) and what may certain proposal requirements ef- and day-out who are best equipped

44 Quirk’s Marketing Research Review //March/April 2020 www.quirks.com

to identify why their organization is • size of the opportunity (in dollars) these types of needs in the future. winning or losing business. These in- • pricing details/specifics, e.g., pric- • If losses are occurring more terviews, particularly if conducted by ing unit, use of discounts, etc. frequently when facing a certain an outside party, give them a voice to • geography competitor, approaches can be express their views honestly and fully • competitive brands being consid- developed to bolster a company’s and to offer suggestions for improve- ered (if known) positioning versus that provider. ments that otherwise may not be as • who, if anyone, is an incumbent • If there are inefficiencies in the apparent to management and other provider pipeline, intervention techniques back-office functions. In addition, • number of decision makers (or can be applied to reallocate re- we often identify approaches and be- even the different roles involved in sources and improve the chance of haviors that ultimately feed into best the decision) closing future deals. practices that are more widely shared • sales approach – any information across the organization. on people, processes and market- Unlike the first two win-loss In terms of timing and process, ing/sales assets used components, deal analytics involves there are different approaches to • sales professional characteristics, analyzing data a company already has conducting sales and support team e.g., amount of time on an account, rather than conducting interviews to discussions including ongoing, peri- experience with the product/ser- obtain that information. It is a great odic or even one-time interviewing vice, number of concurrent oppor- addition to any win-loss program depending on the size and complexity tunities open with the client, etc. because it provides forward-looking of the organization, sales territories, insights integrated into the sales product/service portfolio and other Any data that is available on a giv- pipeline, building on the “why” ad- factors. The important point is to in- en opportunity – whether internal or dressed by the first two components. clude an internal perspective in your appended external data – can be used strategic win-loss program so you can to help determine which factor or What is really driving wins and make cause-and-effect linkages that combination of factors is most likely losses lead to improved action planning. to result in a win or a loss. Once As mentioned at the start, doing any identified, predictive algorithms can one of these three win-loss compo- New opportunity deal analysis: predict be developed and used to: nents (win-loss prospect interviews, future outcomes Develop “red alert” flags when sales and support team interviews, New opportunity deal analysis new opportunities come in that new opportunity deal analysis) has (NODA) is the final component and have a higher chance of closing. By value and can significantly improve also one that most companies don’t doing so, a company can create pro- win rates and sales performance. One do as frequently, if at all. Unlike the cesses to quickly get on top of those of the biggest benefits of execut- first two components, NODA involves opportunities that have the best ing multiple components is it helps analyzing data from past opportuni- chance of becoming a sale. develop one “single source of the ties to identify predictors of wins Manage sales resources to truth” across the organization. The and losses. As the famous saying goes, prioritize new opportunities that importance of this benefit cannot be “Those who cannot learn from the have a higher chance of closing. If overstated. Rather than anecdotal past are doomed to repeat it.” available sales resources are limited, information being spread across the Using advanced analytical meth- a company can direct its sales force organization (that is frequently NOT ods (e.g., AI, machine learning or to those opportunities that are the true in all cases), a well-thought- regression-based algorithms), NODA most likely to bear fruit and even out and multi-component program looks at different factors that might deprioritize those that have a lower has the added benefit of identifying be present in any given opportunity chance of closing. what is really driving wins and losses to identify which characteristics are Inform pricing strategy and based on multiple inputs that are more likely to result in a win or a tactics. For example, certain price analyzed holistically. loss. Typically, the types of data we discounts or premiums might be Which brings us to the second look at to identify these predictors considered depending on the particu- opportunity to improve strategic win- include things that are commonly lar sales objective at that time and loss programs: by enhancing efforts available in a company’s CRM or re- whether a given opportunity has a to activate these insights that ignite lated systems such as: better chance of closing or not. idea-sharing and action across the Develop strategies to remedy organization. • prospect’s business need for the conditions that are a key driver of So, you have a strategic win-loss product or service losses. For example: program or there is discussion about • type of product or service includ- starting one. The types of reporting ing presence or absence of certain • If it is determined that losses often you’re doing or considering likely features/functions involve a particular type of client involve things such as: • number of days at each stage of need, strategies can be developed the opportunity lifetime to help a company better meet • raw data from the interviews – au-

46 Quirk’s Marketing Research Review //March/April 2020 www.quirks.com Scale your agile market research program with premium support The new SurveyMonkey Audience Premium enhances our fast global survey panel with expert services and dedicated support.

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Learn more: surveymonkey.com/mp/audience/market-research-services dio files and/or written transcripts track of progress against KPIs so needed) and those selected are imple- of the interviews they can ignite action when, where mented with alignment to win-loss • scorecards/snapshots – this is usu- and how it’s needed. KPIs to measure and monitor progress. ally a one-to-two-pager that high- Red-alert sales notifications. -- Sales tools. These typically in- lights key findings and metrics These apply predictive algorithms to volve sales assets that are developed from one prospect interview (e.g., your ongoing sales pipeline to notify based on win-loss interviews and business need, product/service, account teams of high-priority deal complementary inputs. For example, deal amount, competitors involved, opportunities that have the best a “sales battle card” is developed that reason(s) for the win or loss, etc.) chance of closing. This analysis can arms an organization’s salesforce • summary and/or detailed reports also be incorporated into online with information for how to effec- – these reports, done periodically dashboards to provide an up-to-date tively compete against a particular (e.g., quarterly, semi-annually or view of pipeline health. competitor. These cards will include annually), aggregate and sum- Activation workshops. There things such as common sales tactics marize findings across a set of are different forms and approaches, used by a particular competitor, how interviews so drivers of wins and but activation workshops typically they position themselves, pricing losses are identified holistically on involve getting all key stakeholders and discount tendencies, etc. They an ongoing basis in a room and: also provide specific recommen- -- Communicating key results from dations to help prospects see the These types of reporting mecha- win-loss interviews and comple- tangible and differentiating value of nisms are very useful in order to mentary inputs so there is a mutual your product or service. effectively analyze and communicate understanding about what is actually -- Sales training. One opportu- what is going on. In this regard, they going on both externally and inter- nity often missed is to incorporate are a fundamental component to any nally. This is a critically important learnings from win-loss programs strategic win-loss program. However, first step because there are often into an organization’s sales training. they’re simply not enough. Why? Be- multiple factors that influence sales These insights are particularly useful cause, while they do an adequate job performance and it’s important that to sales professionals just entering of reporting what’s going on, they do key stakeholders across key functions the company because they provide an inadequate job of activating these (sales, marketing, product develop- a crash course from the voice of the insights so they result in improved ment, finance, strategy, etc.) all buy prospect on how to win (and lose) win rates and sales. into the same set of facts. We often their business. To truly move the needle on per- use pre-reads for these sessions so None of these outputs and ways formance, we recommend that each this step can be covered efficiently of using win-loss insights is manda- of the following be a core component during the workshop. tory but each should be considered of any win-loss program: -- Brainstorming potential steps to as we have found they significantly Win-loss KPIs. As they say, “You improve performance using different improve the ROI of these programs. get what you inspect, not what you techniques that help bubble up the expect” and if there are no targets best ideas. This step involves identi- Eight best practices set and measured on an ongoing basis fying all the possible approaches to At our firm, we are pro-win-loss then there is no way to monitor how improving a particular situation or because there are few research stud- well your improvement efforts are circumstance that is impeding sales ies that can directly improve sales going or to ensure they remain one of performance. performance as much, and as quickly, the key focal points of the organiza- -- Selecting one (or a few) ap- as these programs can. Based on our tion. KPIs could be as simple as win proaches to improve performance. experience partnering with clients in rates overall and for high-priority This typically involves preliminary different industries and B2B environ- segments (e.g., product/service cat- voting to identify a handful of high- ments, we offer the following eight egory, geography, customer type, potential action steps based on all best practices: etc.), in addition to other financial of the initial ideas identified. As measures most companies monitor needed, there is further discussion 1. Position win-loss as a sales im- already (revenue, profitability, etc.). to identify a manageable number to provement program (not “market Online dashboard. Online dash- investigate further. research”). Good market research boards that provide (near) real-time -- Next-steps planning. The final is the underpinning of a strong information and metrics on wins step is to identify action steps for win-loss program but these are and losses accomplish two things. each of the top ideas and assign in- investments focused on improving First, they provide that one single dividuals to move them forward. Fu- win rates and sales. Thinking about source of the truth that key stake- ture meetings are scheduled to report them in any other way misses the holders across the organization can on progress and ensure key linkages point. tap into in order to see what’s really are being made. 2. Cultivate an internal champion going on in terms of wins and losses. Once the ideas have been fully (sales, marketing, product, etc.). Second, they help management keep vetted, a business case is developed (as Win-loss provides valuable insights

48 Quirk’s Marketing Research Review //March/April 2020 www.quirks.com across a number of key functions of existing reporting mechanisms at asking questions, listening to in the organization which are usu- to incorporate win-loss insights and answers and probing further – ally realized over time. Having an KPIs so they become part of how will dig deeper to identify the internal champion to promote the your organization manages sales. real causes of wins and losses; an program and get buy-in helps oth- 7. Focus the program on encour- outsider lens is often the very view ers see that value. age-and-enhance, not punish-and- necessary to break out of old habits 3. Start small, prove, expand. Pi- penalize. Win-loss insights should and legacy rationale; external lots are critical for internal buy-in be used to make the organization support usually results in a more and success. Starting small could smarter so it can perform at a more systematic and reliable win-loss include focusing win-loss on a par- optimal level. It should not be used program over time (e.g., ongoing ticular product/service, a particu- to call out sales professionals or data collection, regular reporting, lar geography or any other segment any other function that enables consistency, etc.). of the market. and supports the sales process. 4. If you can only do one compo- 8. Engage an outside firm that Tangible enhancements nent, prioritize prospect win-loss specializes in strategic win-loss A well-executed strategic win-loss interviews initially. Insights to improve the program’s objec- program with deliverables that trig- from these interviews provide the tivity and credibility. There are ger tangible enhancements to a com- critical foundation of any win-loss a few key benefits in working with pany’s value proposition and sales program. an experienced partner: prospect performance will improve win rates, 5. Pay attention to the real de- and internal interviewees are more it’s that simple. If your company sells liverable: identifying specific likely to open up to an objective to other businesses in a competitive actions to improve win rates. third-party and provide candid environment, consider how one or Go beyond just reporting results feedback, including information on more components of a comprehensive and incorporate KPIs, dashboards, competitors; it eliminates biases strategic win-loss program can help workshops, sales tools and sales sales professionals may have doing your organization. training protocols. the interviews (particularly impor- 6. Integrate results with ongo- tant since the sales process often Jim Kraus is vice president and principal ing internal reporting tools and contributes to wins and losses); at research firm KS&R, Syracuse, N.Y. He can be reached at [email protected]. business cadence. Take advantage professional interviewers – skilled

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www.questmindshare.com www.quirks.com March/April 2020 // Quirk’s Marketing Research Review 49 ••• b2b research Not so similar How B2B research is different from B2C

| By Alan Hale

There have been claims that B2B marketing research is really no dif- snapshot ferent than B2C research. While there are some commonalities, our firm wholeheartedly pushes back against this and believes there are far Alan Hale explores B2B vs. B2C research more differences than similarities. and offers tips for more effective B2B The primary purpose in B2B voice-of-the-customer (VOC) research is to obtain the required insights as input into crafting actionable strategies insight-gathering. and tactics. The goal is to achieve success in terms of new products, new Tmarkets and making key customers “raving fans,” to use the term made popular by Sheldon Bowles and Ken Blanchard’s book of the same name. This article will offer guidelines for how to conduct more effective B2B research while addressing some major differences between B2B and B2C, along with some implications on the research design. Conduct research with a strategic perspective. Using a strategic perspective is important in B2C but it is more critical for B2B in our opinion. B2B research is like a jigsaw puzzle, piecing together diff erent bits of information to make a complete picture. How will the client use the research? What are they going to do with the information? Is there a commitment from senior management to act upon the research fi ndings? In terms of customer satisfaction and loyalty, it is creating a story for each major account. For entering new markets, the issues are: How does this market work? What are the dynamics of the market? And, what are the key levers for success? For branding research, it is: What does your brand mean and how is it diff erentiated from the competition? Focus your research efforts. In the B2B arena, there is almost always an 80/20 rule. This is defi ned as 20% of your accounts accounting for 80% of your revenue. This concentration of revenue is much higher than B2C. Optimizing your wallet share in these accounts will generate more dollars and profi ts than trying to raise your win rate in other accounts, as well as www.quirks.com/articles/2020/20200308.aspx acquiring new customers. Raving fans are usually less price-sensitive, are open to purchasing additional products, services and solutions and will be

50 Quirk’s Marketing Research Review //March/April 2020 www.quirks.com not expand on the answer. Last, they do not prescribe any recommended solutions. B2B research requires qualitative discovery questions that are asked as part of a dialogue. For customer satisfaction and loyalty, the following qualitative diagnostic questions are useful: What are we doing well? Where do we need to improve? How do we compare to other competitors? How do we compare to your best-in-class vendors? Are we a vendor or a partner? How can we become a partner? How can we make you a raving fan? How easy are we to do business with? In the end, identifying the whys is the critical issue. We recommend using a heavy dose of qualitative discovery research in addition to obtaining ratings and rankings. A rule of thumb is that if your key ac- advocates for your fi rm in referring you to other companies who are not counts make up 80% of your volume, you competitors to them. We are not saying you should not acquire new ac- should spend 60% of your marketing research counts but you need to spend extra eff ort on the lowest-hanging fruit: your dollars there as well. If you want to contact key customers. Conversely, if one of those large key accounts churns over other current customers, who are not your to a competitor, it would have disastrous eff ects on your bottom line. top accounts, then employ a less-expensive Implications on research design. In the B2C world, there can be thou- research technology such as web surveys. sands to tens of millions of customers. Research thus requires statistical To identify other companies for research, signifi cance, random sampling and heavy use of data analytics to tease out you can sample into accounts who have potential opportunities. Then, after hypotheses have been constructed, one recently left you (within the last 18 months can use qualitative research such as focus groups, ethnography, mall inter- so they can still recall details) to determine cepts, etc., to provide the understanding and insight behind the numbers. why they left. This will yield great insights, B2B research is much diff erent due to the high concentration of rev- although the answers may be difficult to hear. enue. For assessing customer satisfaction and loyalty, as well as launching Useful questions include: What didn’t you new products and services, the fi rst priority should be to identify which like? Why did you go with a competitor? What customers are your major accounts. Major accounts are the 20% of your could have we done differently? customers, those who control 80% of your revenue. If you have 200 custom- If you are looking at entering a new mar- ers, you probably will have 40 or so of these accounts. ket or offering new products and services, Second, spend the vast majority of your research dollars on under- consider sampling into other target prospects standing and gaining insight on your performance in these accounts. as well as competitive large accounts. The Forget about statistical signifi cance – you are gaining insight into research with competitive customers will also what makes up 80% of your revenue. B2C research providers sometimes provide you some information on your compe- struggle with the concept of not being statistically signifi cant. tition, making it easier to conduct competitive Third, use a methodology that will give you deep understanding interviews, as you are confirming rather than and insights. It probably will not be web surveys, which are relatively fishing for information. inexpensive but are unlikely to provide you the required understand- Determine the stakeholders and titles to ing and insight, regardless of the platform utilized. When a web be interviewed. In B2C, usually one or two peo- survey asks a qualitative question there are several key problems. ple make a purchase decision. In B2B, there are The vast majority of respondents will not answer a qualitative ques- many infl uencers and decision makers forming tion. Those who do answer give two- or three-word answers and do a buying unit. For example, you have economic www.quirks.com March/April 2020 // Quirk’s Marketing Research Review 51 buyers who evaluate the cost; and us- it more productive to identify the Factor in recognition and risk. ers, specifi ers and purchasing agents sponsor of the research. You won’t Although this occurs in both B2C and who create the actual purchase order. spend as much time chasing and B2B, the consequences are much more Design a research plan to talk to each of explaining and the customer tends to severe in the B2B setting. If you buy them to obtain their perspectives. give you longer and deeper answers. the wrong toothpaste, you will just Sometimes the people in these ac- In fact, we ask the client to send out pick another brand next time. If you counts are known, other times one needs e-mails and hard-copy letters request- buy the wrong car, your spouse may to determine who they are by networking participation. Response rates are get upset with you but hopefully you ing to reach the correct person. (The generally 70%-80%, which is far higher will be forgiven. In the B2B arena, if salesperson assigned to that account than B2C survey response rates. you buy the wrong ERP or CRM soft- can assist but they can sometimes be Identify the frequency and length ware, expect to be fi red. An example of wrong.) Who buys cutting fl uids at an of surveys. In the B2C world we see real risk with a past client is introduc- industrial account? Is it purchasing, an a lot of satisfaction survey research ing a new product to civil engineers engineer, manufacturing or the main- employed at every customer interac- who specify road construction materi- tenance manager? Who buys a copier at tion, usually in the form of “Please take als. They are very reluctant to specify a law fi rm? Is it the managing partner, our fi ve-question survey.” This provides a new product unless it has been purchasing, offi ce manager or other? little insight and, in fact, causes survey successfully tested for years or even Here are some examples from actual fatigue. We prefer utilizing 25-30-min- decades of winter freeze/thaw cycles. projects: ute qualitative discussions (usually Implications for research: The research in-depth phone interviews) every 12-18 for developing a go-to-market strategy • A manufacturer of plastic bottles months to track progress – or lack needs to determine how the solution sold its products to bottling plants thereof – within each major account. will be evaluated and the role of each of cola products. The following Determine the importance of the of the infl uencers and decision makers. titles were interviewed: packaging product or solution. Is it expensive or Also, it is critical to identify what can engineers, to determine the impact relatively inexpensive? Is it like copy be utilized to reduce the perception of on the bottling line; purchasing, to paper or pens, where it is not worth risk. This could be length of time in the discuss any issues with delivery, qual- a lot of time to constantly evaluate marketplace, other big-name companies ity and pricing; marketing, to discuss vendors? Is it bought in a package with using your product, testing results from colors of labels and impact on their other products, like metering pumps an independent lab, an engineer being branding; and senior management, on a skid for pharmaceutical manufac- provided on-site during the testing to discuss alignment with objectives, turing? Is it a requirement for the end period, a trial run or a guarantee. etc. product, such as a chemical specifi ed Explore experience and account • For a power tool sold to contrac- for a proprietary chemical coating? service. According to industry research, tors, it was the foreman, purchasing Get the customer perspective 60%-80% of accounts leave, not due to agent, the owner and a sample of a through talking about the use of the price, but in response to how your cus- few contractors using the product. product. There is a lot of digging in tomers feel they are being serviced. Re- For commercial roofi ng, interviews the research to determine the prod- search needs to be designed to determine were conducted with the roofi ng uct’s role. You become something like a how well your company services key contractor, the general contractor, detective, fi guring out the story. This is accounts. Are we responsive? Are we pro- the building owner and the architect diff erent than B2C and can benefi t from active? Are we easy to do business with? for new construction. the involvement of a research partner In addition to ratings, it is benefi cial to with deep experience in B2B. have detailed explanations and concrete Assuming 40 accounts, at an average Identify the purchase process. examples, especially when it is a low of three contacts per major account, For new markets or new products, rating. How eff ective was the support the number of potential responses for one needs to understand the purchase pre-sale, transaction and post-sale? How key accounts would be 120 (three x 40), process as well as the criteria for the can we improve your overall service? a very manageable amount. Even if the selection. Does the product require a Assess the effectiveness of your number is larger than 200, it is not test-and-evaluation phase? What are communication. In customer satis- thousands or millions of contacts. the criteria that determine whether faction research, it is important to Determine if the survey will be the solution will be purchased? Is it determine the eff ectiveness of the conducted blind or the sponsor will cost or capital cost? Is it lifetime cost communication between you and each be identifi ed. In consumer research it or current cost? Is it ROI, payback or major customer. Is it clear? Is the is very common to conduct the research some other fi nancial hurdle? Is it doing company responsive? This is especially blind so as not to bias the results. Often in something better, cheaper or faster? necessary in major accounts who are advertising focus groups, the moderator Does a new vendor have to be approved? multinational corporations. Does the does not mention the sponsoring com- Is there a practice of consolidating or account manager listen eff ectively and pany, while the client’s marketing person- standardizing vendors? How does a new communicate the concerns cited by the nel may be sitting behind the glass. vendor get approved? This research can customer? Do they act as an advocate In business-to-business research, identify the make-or-break success fac- for the customers in marshalling the unless the issue is awareness, we fi nd tors in a go-to-market strategy. required resources across all countries?

52 Quirk’s Marketing Research Review //March/April 2020 www.quirks.com Want to know what your customers have to say about your marketing eﬀorts?

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A Offer to assist your major clients’ type of support. a lot tougher. They have seen what it key customers in achieving their Determine the role of incen- takes to meet the customer require- objectives. In the B2C world, this is not tives. It is an industry standard to pay ments behind the scenes, where the really a factor. In the B2B world, when consumers somewhere in the range customer can’t see all the problems. you help to solidify the relationship of $125-$200 to participate in a focus Other times the client is way too gen- bond between your major customer and group. In the B2B world, incentives are erous in rating their own performance one of their key customers, you win not normally necessary, as the cus- – a clear signal of misalignment. more loyalty. You become a partner, not tomer wants to see increased perfor- merely a supplier, in strengthening the mance from the vendor as the outcome. Develop actionable strategies tie between your major account and Sometimes you need to off er very senior VOC research should be designed to de- their customer. Research should incor- executives the option to donate $200 to velop actionable strategies and tactics. porate the asking: Is there anything we the charity of their choice. Occasion- The success is not the end of this phase can do to help your largest customers? ally, it is more effi cient to use incen- of research but is measured in launch- Note: they may or may not want this tives to minimize the wasted time of ing new initiatives that drive addition- dialing for interviews. An example of al revenue and profi t. the latter is offi ce supplies. It is usually In our research designs, the qualita- not an important decision in terms of tive discussion is 60%-80% of the discus- function or cost and the offi ce manager sion guide, with the customer doing the normally does the purchasing. But it is majority of the talking. The interviewer very diffi cult getting these busy people concentrates on listening, probing Piece to the phone for a survey, even to com- and writing notes for the eventual mit to a time for the survey. You may be transcript. There is a place for every re- better off giving them an incentive, like search methodology and data analytics of $50, for their time. For non-customers, can be very eff ective in many situations like prospects, competitive custom- but may not be the most eff ective meth- ers and lost customers, be prepared to odology to deliver true insight. In B2B, Mind off er incentives. Please note that some you have a limited sample base and VOC companies have policies that prohibit research is very eff ective at digging out incentives or gifts, so you may have to insights and fostering understanding. consider other options. There are many marketing research We see many clients who are reluc- tools in the toolbox. But one needs to tant to use these incentives due to the be careful to not fall prey to the old increased cost but it can have a very sig- axiom: “If all you have is a hammer, nifi cant positive impact on increasing everything looks like a nail.” It is the the response rate. It really is not worth responsibility of the market research trying to eliminate incentives when provider to listen to the objectives they are required. of the research and present the best Determine your alignment with research methodology. customers. Sometimes it is useful to One of the primary goals in custom- measure the alignment with a client’s er satisfaction and loyalty research is to management team and their key custom- make each of your major accounts rav- ers. There are a lot of stories and para- ing fans. In order to obtain exceptional Market Research is about digms within the client organization. insights, ones that lead to actions, you finding key information For example, a salesperson may assume need a mix of quantitative and qualita- that will provide a competitive edge, that customers leave due to higher prices tive data. Ideally, VOC research should improve sales, but usually there are other factors that lead to the design of specifi c strategies or help refine a message or product. come into play. The C-level executives for each of your major accounts, with may be making decisions based on how an eye toward getting corporate leader- That’s why you call us. the market operated 25-30 years ago and ship to view research an investment We are the experts assume there have been no changes in instead of an expense. in helping you find the marketplace. Senior management We hope this article has helped those pieces of the puzzle. may believe their brand represents clarify the differences in B2B re- And that’s truly peace of mind. something diff erent from the percep- search in the ongoing debate. We wish tions of their customers. you luck and success in your next Qualitative ▼ Quantitative Our fi rm likes to give the manage- research initiative. Field Services▼ Recruiting▼ Facilities ment team an abbreviated survey to measure the alignment with their Alan Hale is president of Consight Marketing 206-241-6050 customers. Oddly enough, we fi nd that Group, Chicago. He can be reached at [email protected]. Seattle ▼ Portland ▼ Las Vegas the clients who are closest to the cus- [email protected] tomer tend to grade their performance

54 Quirk’s Marketing Research Review //March/April 2020 www.quirks.com

case studydy

••• customer satisfaction Mailed it Paper surveys deliver for Chicago bank

| By Joe Hopper

Who would think that old-fashioned paper surveys, mailed through the snapshot U.S. postal service, are a good way to conduct customer satisfaction research? Not us – until our fi rm faced a rather diffi cult need for research Joe Hopper offers a case study on how and we could think of no better way. mail surveys – with an online twist – To our happy surprise, it worked! And not only did it work but it easily outperformed other modes of research typically used these days. Our netted an impressive response rate for traditional paper-based mail survey got a 25% response rate – with no Wadditional attempts, outreach or reminders. Devon Bank. A seemingly super-simple customer satisfaction survey is now one of the most interesting and memorable research eff orts of my career. Here is the story of that survey – why we did it on paper, the problems we solved, the steps we took to conduct it and why it succeeded beyond what we had hoped. We hope it provides some valuable insights for you about how to design and execute surveys when facing situations you may have never encountered before.

True melting pot Our client was Devon Bank, a Chicago community bank located in an urban neighborhood that continually transforms as new waves of immi- grants settle into the city, assimilate and make way for new populations from other countries. Its retail customers speak over 30 native languages besides English. They come from countries in Eastern Europe, the Middle East, Asia and Latin American – a true melting pot of cultures, languages and religions from around the world. The bank did not have good e-mail addresses or phone numbers for most customers and, even if it did, we worried about a research fi rm reaching out to them in today’s political climate. What the bank did have, of course, were www.quirks.com/articles/2020/20200309.aspx postal addresses being used every month for sending account statements. On top of that, Devon Bank is small. With only 4,000 customers in the

56 Quirk’s Marketing Research Review //March/April 2020 www.quirks.com you and the Bank is an essential part of building and maintaining a strong relationship.” This approach is the opposite of what we often see in survey invitations, like the obnoxious one I received just last week: “Your Help Is Key to Our Success.” Good incentive. Customers were off ered $5 for completing the survey, which the bank would deposit directly into their accounts. That seemed like an attractive amount for a non-af- fl uent population and for a simple fi ve-minute task. Looking back, perhaps we could have paid less (maybe $2) and easily hit our target of n=300. But we also knew there were no second chances. Unlike e-mail, which is nearly instan- taneous and allows for easy testing, we could not recalibrate and adjust once we launched. We all agreed that paying a good incentive was specifi c market we wanted to survey, there was no opportunity to think a commitment worth making upfront. about sampling or potential stratifi cation. Research industry response rates Super-short. Devon Bank had never surveyed are exceedingly low these days, in the neighborhood of 1 to 3 percent. Our its customers and it wanted to know a lot. But goal for a minimum sample size is generally 300. That would mean reaching fi lling out surveys is a burden and with all the out to every customer and achieving a 7.5% response rate. Yikes. challenges we faced in overcoming resistance and To make that happen (if it could happen) we thought through every having no second chance, we argued for a very last detail of making the survey easy, attractive and trustworthy. We short survey. In the end, we asked 16 questions, ended up designing a research approach quite specifi c to this unique which took respondents roughly fi ve minutes to population and challenge. answer, laid out on two pages (the inside-facing Paper survey. With no e-mail addresses or phone numbers, our best pages of a 17x11-inch folded piece of paper). It was option seemed to be a paper survey sent through the mail. We considered short enough to keep respondents engaged and in-person surveys, or distributing surveys at bank branches, but the spo- we still got detailed data for a rich analysis of sat- radic nature of in-person visits made that impractical. Regular U.S. mail isfaction, importance of services, age diff erences, from the bank would be expected, welcome and probably opened, so that banking with competitors and much more. was our choice. We decided to make this mailing special by sending it Multiple languages. Our survey document- separate from the monthly statements, along with a postage-paid return ed 30 diff erent languages used by the bank’s envelope. We hoped to grab attention with an excellent layout, warm customers and of course we surveyed only invitation and generous incentive. one-quarter of them. Translating into all these Tested design. The last time I designed and conducted a paper survey was languages was not fi nancially feasible, nor did back in graduate school while working for the university’s offi ce of policy we know exactly what all the languages might and planning. That was a long time ago. But there are still people who know be. So bank staff estimated we could focus on a lot about designing and rigorously testing and refi ning excellent surveys these top fi ve: English, Russian, Arabic, Span- on paper: the U.S. Census Bureau. So we printed out a copy of the American ish and Hindi. The invitation included in the Community Survey and it became our blueprint for how to ask questions on survey off ered prominent call-outs with text paper. Then we gave it to our graphic design team and asked them to create in each language explaining the survey (and the exact same look and feel for this unique mode of administration. the $5 incentive) and providing instructions on Sincere invitation. The survey came with a letter directly from the bank how to access non-English versions. president and it described why the bank was doing it and how it would be Online option. We had to off er an online ver- valuable to customers (not to the bank). Plus it off ered to pay respondents sion for one big reason: the survey was off ered in for their time. My favorite sentence was this: “An open dialogue between fi ve languages and there was no way of knowing www.quirks.com March/April 2020 // Quirk’s Marketing Research Review 57 which version should be sent to whom. Nervous for weeks attempts, outreach or reminders. Nor was it practical to off er all versions We were nervous for weeks after the When I shared the fi nal research by mail, because the mailing needed to mail drop. One or two came back each report with the bank’s executive com- be clean and inviting. So we translated day. We fretted, knowing that there mittee, the CFO jumped in quickly to ask and programmed the full survey online, was no way to remediate if our plan why they got such a great and unexpect- accessible directly from the bank’s didn’t work – no easy way to send ed response rate. I answered by segueing website. Each mailed survey off ered a reminders, boost the incentive, reach into the results of the survey: they had unique fi ve-digit survey code for access, out to more sample or make more strong relationships with customers; which we intentionally did not call a phone calls. For three weeks it seemed their customers really like them; they PIN in order to avoid any confusion with we might be looking at failure. had not poisoned the well by nagging other banking-related PINs. Then our contact at Devon Bank with a survey after every transaction. Research company invisibility. called: “We just got 500 surveys!” No, I should have taken some credit, Sometimes highlighting the involve- we did not believe it. As good research- as well. We knew the challenges we ment of an outside fi rm enhances the ers, we searched for disconfi rming evi- faced. We thought through every ap- credibility of a survey. It can off er a dence by considering all the alternative proach possible and addressed every reassuring promise that even negative explanations of what had happened. point of resistance we could antici- feedback is welcome and useful. For Perhaps the 500 surveys were returned pate. We brought up-to-date knowledge this population, however, we expected as bad addresses (but surely we must and expertise and applied it to some sensitivity around a third-party col- have a good list – the bank mails state- old-fashioned techniques in novel lecting data and therefore decided that ments every month!). Perhaps the ways that were truly unique. all communications should come from, printer mailed back the overage and Yes, old-fashioned paper surveys are and return to, the bank. The invitation these surveys were blank (but we con- still a viable option. In some cases they and survey were on bank letterhead fi rmed the printer had only a handful may be the only option. If you know and the postage-paid return envelope and they did not ship them back). what you are doing, you can make them was returned to the bank as well. We Well, it was true, they really did get as successful as online surveys – and did not promise respondents anonymity 500 surveys and more than 500 addition- maybe even go 22% better. but the bank agreed to let us manage al surveys came on top of those. Our old- the data and strip out personally identi- fashioned paper-based mail survey got Joe Hopper is president of Versta Research, fi able information in the process. a 25% response rate, with no additional Chicago. He can be reached at jhopper@ verstaresearch.com.

58 Quirk’s Marketing Research Review //March/April 2020 www.quirks.com

••• cx research Context is key Rethinking the role of surveys in customer experience management

| By John Goodman

snapshot I recently worked with three companies that are struggling with how to place surveys within customer insights, continuous improvement and customer experience (CX). In one company, the primary role of the survey function was to measure service transac- Want a positive tions with an end-of-year focus on the results of the annual relationship survey. In the impact from customer second company, while Net Promoter Scores (NPS) were ubiquitous and used in evaluations from the frontline staff to major business unit leaders, little seemed to be getting surveys? Employ an Ifixed. In a third company, only three surveys were executed but all resulted in continu- organized approach to ous improvement and a positive impact on executive strategy. The key to a positive impact is an organized approach to using surveys appropriately and placing them within using them and place the broader voice-of-the-customer (VOC) data context. them The two key phrases for the role of surveys are “appropriate use” and “data context.” In most companies, 90 percent of survey resources allocated to CX (as opposed to mar- within the broader ket research) are devoted to measuring frontline performance and closing the loop to VOC data context, contact customers who are unhappy with a transaction or service interaction. While both activities do have value, they are not the most cost-eff ective use of resources. Surveys are the author says. a valid source of feedback to service staff but, due to small numbers, often are not an appropriate indicator of performance for individual customer service representatives (CSR). Using surveys for customer win-back activity is certainly noble and productive, but con- sists of chasing the horse after it has left the barn. A much more cost-eff ective approach is to fi x the barn door; that is, to devote a higher percentage of resources to fi xing the entire CX and the tools available to the service staff . Much of my book, Strategic Customer Service, is devoted to the VOC and its applica- tion within an organization.1 The book suggests new objectives for surveys by placing them within a broader VOC context, creating a credible business case and moving to a tailored consulting approach of packaging and delivering results.

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Exclusive Toolkit for Quirks’ Readers Download Now @2020 Conﬁrmit. All rights reserved. Other marks referenced Bit.ly/QuirksToolkit herin are the property of their respective owners. At a macro level, there are fi ve types Survey Focus of surveys: Transactional Relationship Competitive (for Market Pulse / Objective (measuring (across whole existing customers) research public • transaction surveys that measure the individual customer to benchmark (to win new affairs outcome of a particular interaction; transactions) journey) competition customers) • relationship surveys that gain feed- Create a Address back about most or all of the cus- baseline and Understand current levels of satisfaction, key drivers and economic newly to understand impact, and set priorities to establish goals emerged tomer journey including key points issues topic of pain (POP) and their impact on Track progress Measure progress against goals Progress loyalty and satisfaction; on current • competitive surveys that ask current topic customers about their experience with both the company and its competitors; levels from which priorities can be set Setting priorities. Survey data that • market research surveys that address and goals established. simply reports CX across the journey is a person’s willingness to purchase a often not actionable. The main question current or hypothetical product; and Establishing baseline levels of management wants to answer is: What • pulse/public aff airs issue surveys that ad- satisfaction and loyalty are the top fi ve issues or POP customers dress emerging political or social events. The baseline survey can identify overall are encountering and how much are satisfaction as well as the underlying they costing us? Once key customer POP For a systematic VOC process, only problems that damage satisfaction. The have been identifi ed, priorities must be three of the above are relevant: trans- survey allows estimation of the damage set. Surveys usually report key drivers action, relationship and competitive in loyalty, word of mouth and revenue of the desired outcome such as satisfac- surveys. The problem comes from how from not fi xing each of the problems. tion, eff ort, loyalty or value for price the surveys are used and their context Unfortunately, understanding the paid. These can be reported in a vacuum or lack thereof. Surveys can either be “why” of problem occurrence is not so or within the context of operations such for creating a baseline from which easily derived from surveys. Surveys that management understands which improvement goals are established or for are not as eff ective as diagnostic de- priorities can be realistically addressed. tracking progress toward a previously set vices. An understanding of the details This fi nancial component estimates the goal. The accompanying table illustrates of a problem, the number of custom- revenue damage and, ideally, the WOM these two broad purposes and how the ers actually encountering the problem damage of not addressing a problem. The fi ve types of surveys can be directed. and the cause are diffi cult to precisely table provides a simple example of such Baseline and tracking surveys discern from survey data. a business case for top issues. can be directed toward a particular An eff ective analysis of customer Combining survey, operational and transaction, the overall CX or the problems depends on the ability to complaint data and employee input cre- competitive marketplace. However, the understand the actual number and cause ates a complete picture of the problems focus for all three of these surveys is of each POP. The number of problem and their cause(s), the cost of resolu- the existing customer. Market research occurrences and their cause can be tion and the cost if not resolved. Goals surveys primarily explore how to win clarifi ed by placing the survey results can then be established based on a cost/ new customers or, secondarily, sell within the context of other data sources. benefi t analysis. In this example, data new products to existing customers. Operational and customer contact data, systems to render lead times more ac- as well as employee input, is helpful. curate (POP 2) and improved processes Two broad objectives Operational data can quantify exactly to make sales reps more accessible (POP There are two broad objectives for VOC how many customers suff ered a service 5) should cost $2 million and $1 million, surveys: 1) establish a baseline from failure. Customer contact data provides respectively. Signifi cantly reducing or which priorities and goals can be set and complaint volume and underlying cus- eliminating POPs 2 and 5 is estimated to 2) track progress toward those goals. tomer expectations. Employee input will provide a payoff of $21 million and $16 Surveys are a very cost-eff ective way explain the cause of the process failure. million each, delivering ROIs over 500 to establish baseline levels of customer Benchmarking your company percent. These two POP are identifi ed satisfaction and loyalty, as well as for against others. Another type of survey, as cost-eff ective priorities. comparing company performance to which is often used in oligopolistic Outcome goal-setting. Once priori- competitors via competitive bench- industries, is the benchmark survey ties are established, goals for improve- marking surveys. Customers can be where you measure both your company’s ment can be set. The rational approach asked about each phase of the relation- performance and the parallel perfor- to goal-setting is to identify a limited ship, the level of problems, responsive- mance of key competitors. You can number of attainable objectives and set ness to issues and a set of outcome obtain information about your custom- annual goals for improvement. The goals variables including satisfaction, loyalty, ers’ experiences across the journey but can be outcome-oriented – for example, word of mouth (WOM) and value for also their experiences with competitors. a 3 percent improvement in satisfaction price paid. The problem level and re- This data can highlight your company’s ratings. This type of outcome goal can sulting overall satisfaction, loyalty and, strengths and weaknesses and suggest be applied to a transaction or an overall if desired, NPS, all indicate baseline opportunities for improvement. customer relationship. In the above ex-

62 Quirk’s Marketing Research Review //March/April 2020 www.quirks.com Frequency, Revenue Damage and WOM impact of Top POP Goals should not be arbitrarily set. Goals POP Frequency Loyalty Satis-faction Total revenue Negative WOM Cost to should be based on an assessment of impact impact at risk per occurrence resolve how much progress can be made on the 1. Long lead 10 % 10 % 1.0% $10 million 3 told $20 metric if specifi c defective processes times million producing a measured amount of dis- 2. Inaccurate 6 % 35 % 2.1% $21 million 5 told $2 million satisfaction are improved. lead times 3. Short 2 % 15 % 0.3% $3 million 2 told $4 million One leader must be accountable shipment An action plan has the role of specify- 4. Unresponsive 5 % 20 % 1.0% $10 million 5 told $3 million ing which POP will be addressed; how service they will be addressed; the expected 5. Hard to reach 4 % 40 % 1.6% $16 million 8 told $1 million improvement in outcome metrics such sales rep as satisfaction or loyalty for each POP; $60 million and a responsible leader. As noted in the book The Amazon Way, almost all ample, if Problems 2 and 5 are mitigated the indications of the process metrics problems are cross-functional but one or eliminated, satisfaction should rise with outcome measures of satisfaction leader must be accountable for action.2 by over 3 percent (2.1 percent plus 1.6 gathered by fi elding a new survey, which A single functional leader is designated percent) so a 3 percent increase should confi rms that the targeted points of pain to lead on each issue and for obtaining be more than attainable. have diminished in prevalence. the cooperation from other functions A second type of goal can be a process Beware of a common error in on the issue team. Short-term success is goal. Process goals are metrics applied objective-setting. I recently received a measured via process metrics. to a process such as the percentage of call from a client asking advice on set- Process goal-setting. For one recent calls closed on fi rst contact or number ting next year’s overall CX satisfaction client, customer dissatisfaction was being of on-time deliveries. The benefi t of objective. The client stated, “We are at caused by the invoice error and adjust- using process metrics is that you can 84 percent satisfi ed, so we were thinking ment process. When the process fi x was see if the process fi x is having a positive of 87 as the goal.” Why 87? “It’s higher proposed by the continuous improvement impact without having to execute a new than 84 but a reasonable lift we hope we department, we established operational survey. Ultimately, you want to confi rm can achieve.” This is the wrong answer. baseline metrics for calls about invoice

www.quirks.com March/April 2020 // Quirk’s Marketing Research Review 63 errors and for repeat calls about adjust- onboarding process rather than creating ers had the problem while the survey will ments per 100 orders. We set a goal of a fancy CSR feedback platforms. explain the damage caused by each point 50 percent reduction in calls for errors The analysis must provide an of pain. Complaint data will explain and a 70 percent reduction in repeat calls. economic imperative for action. Each where customer expectations or errors Since there were operational records for POP must be converted into the number contributed to the problem. Employee both items, it was easy to discern within of customers or revenue at risk due to input can further explain customer-based two weeks that the process fi xes actually the problem. In my book, I outline two issues while also highlighting internal had a positive impact. When the next sat- economic models that quantify the cost processes that cause the POP. isfaction survey was executed, customer of inaction. The market damage model Give customers a good reason to dissatisfaction with the invoice process quantifi es the revenue loss and word- take the time to respond. Customers had almost disappeared. of-mouth damage of the overall status are being bombarded with surveys, often quo. The market-at-risk model quantifi es multiple times a day. We have found that Tracking progress of the organization the revenue damage of specifi c prob- if the invitation indicates two actions re- and individual lems and POP. The two models together cently taken based on previous customer Tracking an organization’s progress is identify which problems should be at- input, a potential respondent will view easy using aggregate-tracking survey tacked to achieve the highest ROI. Many the eff ort of completing the survey as a data based on surveying thousands companies, including 3M, Chick-fi l-A, good investment. They think, “If you’ve of transactions per month. Even a 10 Whirlpool, Toyota and USAA have found paid attention to input in the past, percent survey response rate assures the models an eff ective tool for jump- maybe you’ll fi x the things that drive me statistical validity for measuring unit starting their CX initiatives. nuts about your company.” We’ve seen and corporate performance. Where dif- Results must be packaged so that signifi cant increases in response rates fi culty arises is when surveys are used the internal organizational customer when such a message is provided. to evaluate an individual CSR’s perfor- will take the time to read the report. Package the survey results to cre- mance using a small number of surveys. Your survey report is competing with ate action. Specifi c suggestions include: In most organizations, only two to fi ve numerous inputs the manager receives summarize the top three opportuni- surveys are received per CSR per month that day – make it one of the easiest to ties and the monthly cost of no action; – certainly not a valid sample. digest. A good test is to ask fi ve recipi- tailor the fi ndings to the individual Validity is further eroded if the sur- ents what action they took based on last recipient – while this takes more eff ort, vey questions apply to the organization month’s report. If they took none, the it leads to greater impact; tie the results rather than the individual CSR. For in- report should be revised. to an operational metric that the func- stance, one company evaluated represen- The report should start off with a tion takes seriously to ensure relevance; tatives on the customer eff ort expended summary that answers the question, follow up each report with a short meet- to resolve their problem when almost all “Why should I devote fi ve minutes to ing to clarify (which also stimulates the customers had fi rst visited – and been look at this?” The answer must include recipient to read the report). frustrated by – the company website. In an impending threat as well as a carrot another company, the CSR was evalu- of economic or career gain if action is Placed within context ated by the NPS question: “How likely taken. Further, the summary should Surveys will have more impact if is it you will recommend [the company] allude to a positive area of high perfor- they have clear objectives, are linked to an associate?” The score assigned was mance that makes the unit look good. to other types of data and create a not attributable to the CSR but included The reader will forge ahead to learn business case for action. To be cost- the website experience, product quality more about that golden nugget. eff ective, surveys must be placed within and product fi ll rate – none of which the context of operational, customer the CSR had control over. Management Best practices for increasing survey contact and employee input data and be must place small numbers of surveys impact accompanied by an action plan fi xing within a broader context of call observa- Prepare management for bad news. accountability for addressing the prior- tion and transaction type. Remind management that while most ity issues identifi ed. Further, unless customers are generally satisfi ed, the many survey responses are obtained for Greater causes of dissatisfaction opportunity for enhanced profi t and an individual employee, surveys should A majority of companies I’ve audited revenue rests with those customers who be used sparingly for individual evalu- devote the bulk of survey eff ort and are either dissatisfi ed or not delighted, ation and only in concert with observa- resources toward evaluation of the front- just satisfi ed. The gold lies in the bad tions and operational data. line CSRs. Systemic problems in service, news, not the good news. Additionally, marketing and product performance are highlight good news to recognize and John Goodman is vice chairman, Customer always greater causes of customer dissat- motivate employees. Care Measurement & Consulting, Alexandria, Va. He can be reached at jgoodman@ isfaction than the CSR-controllable be- Place survey fi ndings in context. customercaremc.com. haviors and skills. Therefore, the major- Surveys should be used as one of at least ity of analytical eff ort should be devoted four data sources: contacts/complaints; REFERENCES to diagnosing the contact center process, operational failures; visits and focus 1 John Goodman and Scott Broetzmann, Strategic the website self-service function and the groups; and employee input. The opera- Customer Service, 2019. corporate sales, marketing and customer tional data will reveal how many custom- 2 John Rossman, The Amazon Way, 2016.

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| By Jerry Thomas

Senior executives are competitive types, typically, and want to confront the competition snapshot head-on. Their mantra seems to be “Let’s drop a bomb down the market leader’s smoke- stack” by a frontal attack with comparative advertising claims. “Let’s advertise that our product is preferred by consumers two-to-one over the market leader’s brand.” Make sure you do your This type of bravado appeals especially to senior marketing executives, who see it as a homework – and your great way to gain market share at the expense of a hated rival. The senior vice president S(SVP) of marketing calls in his consumer insights team and says, “We want hard evidence, research – if you plan proof, that our product is preferred over the market leader’s product two-to-one. This is a to make comparative rush project, of course, so get to work.” The fi rst question to ponder: Is it a good idea to make a head-to-head comparative claim advertising claims. against a competitor? First, consumers tend to think that brand-to-brand comparisons are in poor taste, unfair and unsportsmanlike, so it’s possible the comparative claim could backfi re. Second, consumers are often skeptical of comparative claims in advertising and tend to discount them. Third, it’s possible that your great head-to-head comparison claim will be remembered as advertising for the better-known competitive brand. Fourth, the competitive brand’s management team might take off ense at your advertising claim and fi le a nasty lawsuit. So, before your marketing executives rush off to create that great head-to-head commercial, a recommended best practice is to test a number of diff erent advertising claims or messages to see which types of claims resonate with your target audience. Chances are you will fi nd claims better than the brand-versus-brand comparisons. However, there’s usually no time for such claims-screening, because in today’s fast-paced, throw-it-against-the-wall, skip-the-research, agile world, the SVP of marketing is jumping up and down and hell-bent on directly attacking his nemesis, the market-leading brand. What the heck do you do? Very often, the researcher might be asked to fi nd evidence in existing studies to support a new head-to-head advertising claim, or asked to go out and test lots of comparative claims in one big study. These are fools’ errands. Your competitor’s lawyers will subpoena all of your brand’s research studies and expose them in open court and then take glee in every little

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LONDON | PARIS | BERLIN | COLOGNE | MADRID | MILAN | LEUVEN | ODENSE | STOCKOLM | COPENHAGEN | HELSINKI methodological fl aw in every study. evidence and the open-ended natures of be less represented than the adults in (And, by the way, each and every one the answers do not lend themselves to the 10th largest metro area; and all of those studies in your fi les can be statistical signifi cance testing. Qualita- the other metro areas and rural areas picked to pieces by a good lawyer. Your tive research is not an option. would be omitted from the sample. studies are not nearly as perfect as you If you can prove your claim with Remember, the sample must repre- believe.) The plaintiff ’s lawyers will credible secondary data, that might sent all U.S. adults equally. have a jolly good time revealing all the be a workable solution, unless that • When designing the question- evidence in your research studies that secondary data source also contains naire, other than some demograph- disprove or countermand the exact information in confl ict with your ic questions to prove the sample claim your SVP wants to make. How can claim. Usually, however, you will have is representative, you should ask you develop evidence to support your to do primary research in the form of only one question. If you ask a advertising claim, that will be accepted a survey to precisely determine if the number of questions about the two by the major networks and hold up in proposed comparative claim is true or ketchups’ taste, for example, you court should your company become the false. Some rules of thumb: are only creating a playground for defendant in a lawsuit? opposing lawyers to discredit you • A large sample is better than a in front of judge and jury. No generalities small one. The sample must be large Diff erent questions will create Let’s suppose you did have time to do enough to be statistically signifi cant diff erent results and the lawyer a claims-screening survey and you did at a 95-percent confi dence level – or will use these diff erences to weaken fi nd a comparative claim that appeals 99 percent, which is even better. your claim and destroy your case. To to your target audience. To construct a More important, the sample must continue with the ketchup example, defensible research design, you must sound “large” to the judge, jury or the one question might be worded know exactly what comparative claim review board, regardless of statistical as, “Which one of these ketchups do the SVP of marketing wants to make. signifi cance. A sample size of at least you prefer, Heinz Ketchup or Hunt’s The claim tested must be the same, 1,000 target-audience respondents is Ketchup?” To eliminate positional exact language that will be used in the typically recommended. bias, you would, of course, rotate advertising. No generalities, no broad • The sample must represent the whole or randomize the order of Heinz strokes. Precise language is a must. market, as defi ned by the specifi c Ketchup and Hunt’s Ketchup in For example, the claim might be, “A claim. So, in the previous example, the question. But, wait a minute, majority of U.S. adults prefer the taste “A majority of U.S. adults prefer the something is wrong with our ques- of Heinz Ketchup over Hunt’s Ketchup.” taste of Heinz Ketchup over Hunt’s tion. The advertising claim we hope This is an assertion you can test; you Ketchup,” the sample must consist of to prove (“A majority of U.S. adults can design research to prove or disprove “all adults” in the U.S. (that means prefer the taste of Heinz Ketchup this claim. Another example, “The taste all 50 states, plus Washington, D.C., over Hunt’s Ketchup”) will not be of Skippy Peanut Butter is preferred plus U.S. territories). Adulthood is proven by the proposed question, two-to-one over the taste of Peter Pan generally defi ned as beginning at age because we did not include the key Peanut Butter by U.S. children.” Apart 18, so the sample would be anyone word “taste” in our question. from ambiguity over what “two-to-one” 18 years of age or older living in the Okay, so let’s revise the question to means, this is a specifi c claim that defi ned geographic areas. read: “Which one of these ketchups probably can be tested. You will note that the sample tastes better to you, Heinz Ketchup Oppositely, you must avoid trying would include U.S. adults who do or Hunt’s Ketchup?” Again, we would to design research to support general not use ketchup, because your claim randomize the order of the brand claims, such as “Skippy Peanut Butter did not place any limits on “U.S. names in the question. We are get- is better than Peter Pan Peanut Butter.” adults.” The sample must be repre- ting closer to an ideal question but What exactly does “better than” mean: sentative of all U.S. adults, includ- we are not quite there. The wording its color, its packaging, its ingredients, ing ethnic minorities, men, women, “…tastes better…” is not exactly the its texture, its price or what? high income and low income and all same as “…prefer the taste of….” geographic areas. A random sample, Remember, our question wording The claim determines the design or as close to random as possible, is should ideally use the identical lan- Once you have a highly precise, specifi c the most defensible sample. A strati- guage as the advertising claim. So, we comparative claim to test, then you can fi ed random sample can be defended fi nally decide on the exact question: design research to prove (or disprove) as an improvement upon a purely “Which one of these ketchups do you that specifi c claim. The specifi c claim random sample. prefer the taste of, Heinz Ketchup or largely determines the research design. However, if you should choose Hunt’s Ketchup?” Qualitative research (focus groups, to do 100 surveys in each of the 10 Darn it. We are closer still but the depth interviews, online forums, etc.) most populous metro areas in the question is not yet perfect. So, we generally cannot be used to substanti- U.S., that would not be an acceptable think some more and craft this fi nal ate advertising claims. Sample sizes sample. The adults in the top metro question: “Do you, personally, prefer tend to be small, the qualitative dis- area (i.e., the metro area with the the taste of Heinz Ketchup over cussions will contain countervailing largest population of adults) would Hunt’s Ketchup; or do you, personal-

68 Quirk’s Marketing Research Review //March/April 2020 www.quirks.com ly, prefer the taste of Hunt’s Ketchup judge and jury each of the 10 drafts of it-yourself survey skills. over Heinz Ketchup? The order of the the fi nal questionnaire and why you Years ago, a consultant to one party two sentences in the question would changed each and every word from one in a legal dispute (a client of ours) be randomized, of course. Our answer draft to the next. Leave as few tracks decided to save some money and do choices would be: as possible. Of course, you will need his own survey and present the results documentation of exactly what you did, in court. The plaintiff ’s lawyer cross- Personally prefer the taste of Heinz Ketchup and how you did it. examined him without mercy until over Hunt’s Ketchup the poor fellow ended up vomiting in a Personally prefer the taste of Hunt’s Ketchup Attacked by the lawyers nearby trash can. Cross-examinations over Heinz Ketchup Regardless of the research design and are somewhat akin to having splinters the data collection method chosen, shoved under your fi ngernails. The order of these two answer your survey will be successfully at- choices would be randomized, of tacked by the opposing lawyers. All Speak softly course. Oh, but we forgot something. of our survey research methods have While there is much more that could What if someone did not prefer one fl aws that smart lawyers will exploit be said about advertising claims ketchup over the other? We must add in court. In the example of the Heinz- research, the key point is the impor- in a “no preference” answer choice, Hunt’s in-home usage taste test, for tance of seeking professional legal such as “Do not prefer the taste of instance, the opposing lawyers would help and professional research assis- one ketchup over the other.” Now, the point out that a) you did not personal- tance. Few advertising claim disputes questionnaire is ready. ly visit any of the test households and ever actually go to trial but you can • To achieve a representative sample observe, and can’t prove who actually spend millions of dollars and waste in this example, the recommended took the survey; and b) nor can you months of time producing subpoenaed method would be to recruit a nation- prove the participants actually tasted documents, answering interrogatories, al probability sample of U.S. adults the two ketchups; and c) nor can you preparing for depositions and suff er- who agree to participate in a ketchup prove participants did not confuse the ing through depositions. taste test and then ship a bottle of two brands and answer incorrectly, Some advertising claim disputes Heinz Ketchup (branded), along with etc., etc. Every other data collection are resolved by media network feed- a bottle of Hunt’s Ketchup (branded), method can also be ripped to pieces by back, some by cold feet, some by bank- to each respondent. well-prepared opposing lawyers. ruptcy and some by wisdom. Excessive Participants would be asked to use Most courts, however, will accept bravado puts a company and its brand both ketchups in randomized order survey-based evidence, if the research at the greatest risk of a court appear- over a period of several days and company’s reputation is solid, if the ance. So, speak softly and leave that then complete an online survey about research fi rm is independent and objec- “big stick” at home. their experiences. During the follow- tive and if it appears that the research up survey, your carefully crafted methods are reasonably sound. You Jerry Thomas is president and chief taste question would be asked. You must use a professional research fi rm executive of Decision Analyst Inc., an Arlington, Texas, research firm. He can be could do a blind taste test (i.e., for claims substantiation research; it’s reached at [email protected]. unbranded) rather than branded but not the time or place to try out your do- then you would have to change the claim to fi t the blind methodology.

As you go about designing the research, creating the sampling plan, crafting the questionnaire and antici- pating the analysis, you normally leave a paper trail (and an electronic trail). For any research that might end up as evidence in a lawsuit, you do not want a paper or electronic trail haunting you. Such records are a boon for opposing lawyers. A best practice is to rely on phone conversations and in-person discussions (without any audio recording devices present or written notes lying around). Then, once everyone is in agreement, you put down on paper (or in computer memory) the one plan, or one questionnaire, that sums up your decisions. If you leave a paper trail, you might have to explain to the www.quirks.com March/April 2020 // Quirk’s Marketing Research Review 69 ••• ad research Taking up a lot of memory How sticky advertising aids brand-building

| By Charles Young

snapshot Digital has changed many things in advertising. The biggest one for ad researchers? Real- time campaign feedback. But there is growing concern among marketers that this focus on short-term results comes at the expense of creative quality and brand-building. Effective ads can have A generation ago, advertising researchers, such as John Philip Jones and Jan Slater, both a short-term and authors of What’s in a Name?, demonstrated that, at least for TV, if there is no short- term sales effect, then there will be no long-term sales effects either. However, the con- long-term impact, Dverse is not true – even if there is a short-term sales lift, that does not mean there will the author’s research be long-term sales contributions. Effective brand-building advertising should do both. The key is advertising quality – in particular, how sticky the advertising is in con- shows. sumer memory. After all, brands are not physical entities; they exist only in the minds of customers – brands are structured memories. Like the board game Risk, the goal of the marketer is to colonize more memory space in the mind of the consumer for their product category than their competitors do. Marketing is a game of memory.

Encoding of experience As a simple model, we can think of human memory as organized much like computer memory in that both include a scheme for the hierarchical encoding of experience. There are similar levels of the memory hierarchy used in designing computer architecture. At the top is the memory register, which is a very small amount of very fast memory necessary for the central processing unit (CPU) to manipulate data. This is the computer analog of the conscious mind. At the next level is cache memory, or locations where frequently requested information is stored for high-speed access. This is the analog of working memory. Below cache is the level of main memory, or random-access memory (RAM). This is the memory system that has been organized according to categories or lists of meanings so that it is searchable in multiple ways.

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The hard drive is next. This is where recognize if given a cue. This is the measure of brand strength is top-of- the gigabytes of pictures taken on your diff erence between recognizing the mind brand awareness. By top-of-mind, smartphone are stored. The bottom lev- face of someone you’ve met before but I mean the fi rst brand that is men- els of the computer architecture anal- whose name you’ve forgotten. These are tioned spontaneously by the consumer ogy represent slow-to-access memories memories that can only be retrieved by when given a category cue. Unaided that are stored in various forms off -site. showing people a piece of the original awareness is derived from all the other These days that’s the cloud. experience, like a picture or the taste of brands that are mentioned and form Switching to human memory, at the Proust’s petite madeleine. the consumer’s brand consideration set. top is the level of consciousness. Here Most of the non-verbal memories Together, these are the brands that are the memory space is small. The original that accumulate in our action-memory on the shopper’s mental shortlist. seven-digit length of a telephone num- system (procedural memory) and our As a percentage, either top-of-mind ber, as Bell Labs found, was the limit social-memory system (episodic mem- or unaided awareness can be used to that an average person can easily hold ory) – especially from our pre-adult measure a brand’s share-of-memory in in conscious memory. Or the length of a years – have not been organized and the category and is the single best pre- six-second Facebook ad. tagged with verbal meanings. Memories dictor of share-of-market. The category The second level is working memo- that cannot be recalled on demand is leader usually has the strongest top-of- ry. Working memory deconstructs expe- what the unconscious mind is. mind awareness, aka brand “salience.” rience and transfers it into long-term Fifth are memories stored off -site, Below that are the brands con- memory. It’s shorter than most people in the heads of other people. These are sumers can recognize from a list – think, lasting only about 30 seconds or not just memories of the “Honey, have aided brand awareness. Aided brand the length of a typical brand story ad. you seen my keys?” variety. Most of the awareness is a key measure for new Third is the deeper level of memo- memories that we need to live and do products and niche brands. ries that you can recall with some business in the world are found in the Memories that have been tagged eff ort. These are memories that have heads of the others we interact with, with word-meanings can be retrieved been properly categorized and orga- such as butchers, bakers, doctors, law- through verbal recall. These are memo- nized according to meaning in semantic yers, teachers, priests, etc. Tradition, ries stored in the semantic memory sys- memory. Words are used to tag the knowledge and culture operate at this tem and much of the content is rational meaning of those memories so that they level of memory. – the product concept, features and can easily be called forth, like the tags benefi ts, reasons to believe, etc. All of for YouTube videos. Mental shortlist these memories speak to the brand’s po- Fourth is the deeper level of memo- In business terms, a hierarchical ap- sitioning vis-à-vis competitors. But ries of past experiences that you cannot proach can also be used to manage a at an even deeper, emotional level lie recall spontaneously but that you can brand in memory. The most important memories of brand experiences that the brand user can recognize with a visual cue but cannot recall verbally. Collectively, these are the memories that make up the brand image. Below that are brand memories stored off - site – tribal memories stored in other brains that can be accessed through word-of-mouth and product reviews. This is the basis of shared memories, which are the key to building a brand community.

Arts of persuasion If I were to pick just one metric from consumer research as a measure of current brand strength, it would be top-of- mind awareness. Any salesperson will tell you that the key to making a sale is to fi rst get on the customers’ shortlist and then to move them to the top of the list through the rational and emotional arts of persuasion. As a report-card metric, it is fast-moving – refl ecting the complex dynamics of the marketplace. It is the leading indicator that moves up fi rst

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Figure 1 published a sales model, using just our own data from testing over 2,000 TV commercials in the fast-food category to explain monthly growth in same-store sales over 77 months for McDonald’s. We found that creative quality explained about 45% of sales growth – a number similar to what Nielsen found. The main variable in the model found that the momentum variable for advertising in the fast-food category lasted about three months after a typical ad went off air.

Will it be remembered? When determining creative quality, two of the most important questions an advertiser should ask are: Will the ad get noticed and capture audience attention? And, will it be remembered? These two factors are strongly related. When we test an ad, we decon- struct it frame by frame and use a simple online Picture Sort technique to identify both the moments in the ad that did the best job of capturing audience attention and which images are the stickiest in memory. This data is usually collected about 10 minutes after ad exposure and can be collected on a smartphone. The memory map (aka “fl ow of attention”) of an ad video looks like a musical score, with pictures plotted on the staff instead of notes. The height of the pictures on these graphs represents how memorable each image is. As you can see in Figure 1, after just a very short time, the working memory system has already sorted the images from a test ad into a hierarchy of importance. The graph shows the results of a simple experi- ment (replicated fi ve times) where matched samples of consumers were shown the same ad 20 minutes after ad exposure, 24 hours after ad exposure and seven days after ad exposure. As expected, the average recogni- when an established brand is doing variables. First, how much money is tion level for the set of images in the well and also moves down fi rst when spent with various media platforms ad decays over time, from 77% to 62% to the brand is doing poorly. to reach a target audience. Second, 52%. So, about half the images are still The fact is, top-of-mind aware- the creative quality of the advertis- remembered a week after seeing the ad. ness is strongly correlated with future ing itself. Of the two, quality is more But the really interesting fi nding purchase intent across most product important. Study after study, includ- is the similarity of the contour and categories. The main drivers of top-of- ing a major one from Nielsen this connectivity of the three memory mind brand awareness are behavioral – last year, has once again shown that maps. As the memories of the ad decay, brand last purchased – and advertising. creative quality is the main driver of the rhythmic structure of image-level (It is a circular relationship, of course.) advertising ROI. recognition remains fairly intact over Ad awareness is a function of two A few years back we built and time, with peaks remaining peaks and

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• PRODUCT DEVELOPMENT concept testing, product needs identiﬁcation, nomenclature, pricing, marketing • CUSTOMER EXPERIENCE (B-TO-B #CX) customer journey, B-to-B brand touchpoints, digital environment To know what we know, please contact us at 248-786-1683 or [email protected]

CENTRAL LOCATION TESTING B-TO-B EVENTS | EXECUTIVE INTERVIEWS | FOCUS GROUPS | SURVEYS | AI ASSISTED OPEN-END CODING MULTIMODAL DATA COLLECTION CAPABILITIES: IN-PERSON, INTERNET, VIRTUAL REALITY, MAIL, MOBILE, TELEPHONE* Figure 2 the brand story itself remains intact in memory for a surprisingly long time. The key to driving top-of-mind awareness, and attracting consumer attention, is to create peak, memorable experiences with advertising. When predicting the attention or engagement scores for an ad, about half the variance in these scores can be explained by a handful of rating statements measuring things like relevant news, entertainment value, relatable situation, etc. The other half can be explained by looking at how the audience fi lters the visual information in an ad and counting the number of peak experiences created by the ad. The peak images in an ad, ris- Figure 3 ing to the top of consumer memory afterward, are the buoyant images in an ad and are the ones most likely to push consumer thoughts up from the dark depths of memory into the light of consciousness. Peaks can contain both new information and emotionally charged images from a brand. Peaks also contain famil- iar content that has been used in prior advertising, i.e., advertising equities, which are attachment points for attach- ing new memories to old ones. In fact, strong new content peaks, packed with emotion and relevant information, are prime candidates to become fresh equities for future advertising if used again in new campaigns.

Submerged structure of brand memories If top-of-mind awareness of the brand is the part of the proverbial iceberg that sticks above the water, then the bottom-up view refers to the submerged structure of brand memories that fl oats underneath. These are memories that have been aggregated from past experiences the consumer has had with the brand, including memories from prior advertising. These submerged memories are the backstory for the brand for new advertising and provide clues to consumer motivations to buy the brand. valleys remaining valleys across these study, with an embedded picture- So, to push our understanding of diff erent time frames sort question. This data was collected branded memory to the limit, as an As an even longer test of memory, online from the target audience three edge case, a couple of years ago we we compared the memory map from months after the ad started running did a very long-term memory study a pretest, taken 10 minutes after ad live on TV. in the fast-food category. In 2009, we exposure, and compared it to the data As you can see in the graph in had tested 268 TV commercials in the collected from an in-market tracking Figure 2, the narrative structure of category, across 17 brands. Our question

76 Quirk’s Marketing Research Review //March/April 2020 www.quirks.com was: How many of the brand memories of motivating ads being remembered, Finally, brand memories are not created in that year can still be found compared to only 8.4% of imagery from distributed evenly across diff erent seg- in consumer memory nine years later? the bottom quartile. ments of the media audience. In this We began by looking at 4,050 un- Moreover, this research confi rms age of micro-targeting, it is important branded images that used to measure the importance of emotion in brand- to understand the diff erences in the the memorability of each image 10 min- building. Imagery found to be highly brand’s equity across diff erent segments utes after each respondent fi rst saw the charged with emotion at the time of in order. You can actually look at the ad. Then we retested these same images testing (self-reported emotions from pictures to see the memory equivalent nine years later, among an additional our Flow of Emotion sort) were also bet- of a brand Instagram feed for each 5,000 demographically matched cat- ter remembered. For the strongest quar- consumer segment. egory users, to fi nd out which images tile of emotional imagery, 17.2% of the were still remembered so many years images were remembered, compared to Measure of winning and losing after the advertising ran. 7.6% from the weakest quartile. In sum, top-of-mind awareness is the The graphs in Figure 3 show the The key point here is that not only top-down view from the executive distribution of how well consumers are long-term ad memories plentiful, suite – it gives you a simple weekly or remember these images at these two they are also predictable. The peak monthly report card measure of win- points in time. The data from this memories of an ad, identifi ed only ning and losing in the battle for the study confirm that the memory ef- 10 minutes after fi rst exposure, are consumer’s mind. And at the bottom fects of advertising can be quite long highly correlated with the memories of memory is the view from the solid lasting. Nine years after exposure, that can still be found in consumers’ ground on which brands can build the average recognition level was heads many years later. future growth. All of which tells us that 12.5%, with only 31% of images getting The several top layers in the bot- those of us who play the long game of zero remembering. tom half of the graph are the gold advertising are, at the end of the day, Ads that were found to be highly – the memorable imagery from past memory makers. motivating at the time they were tested advertising has been transmuted were signifi cantly more likely to be into brand equities that can be lever- Charles Young is CEO of Ameritest, an remembered than images from ads with aged in future advertising executions Albuquerque, N.M., research firm.. He can be reached at [email protected]. weak motivation scores, with 16.3% to build a stronger bridge between the of the imagery from the top quartile past and the brand’s future.

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www.quirks.com March/April 2020 // Quirk’s Marketing Research Review 77 ••• media research Netflix and BritBox and Amazon, oh my! What do users think of the streaming TV choices in the U.K.?

| By Hannah Lendrum

snapshot 2019 was an interesting year for streaming in the U.K. Netfl ix remains huge as we enter 2020 but Amazon Prime Video continues to grow and new players such as BritBox and Dis- ney+ pose a potential threat to established services. Looking back at online conversations Using an analysis of about streaming over 12 months, the Social Intelligence team at Join the Dots | InSites online conversations, Consulting identifi ed seven “must-knows” for media brands in 2020. Hannah Lendrum 21. Netfl ix dominates by a long way offers seven takes on Based on Twitter and forum conversations in 2019, Netfl ix remains dominant in the market and not yet threatened by established or emerging streaming services: 71% of online the current state of conversations about streaming services over the last year referenced Netfl ix – fi ve times as U.K. streaming TV. many as the next platform (Figure 1). “Netfl ix and chill” entered common parlance a few years ago and the way people talk about Netfl ix continues to prove how far it has penetrated public consciousness. Unlike other services, where people tend to reference watching specifi c shows, Netfl ix is the only platform where the act of “watching Netfl ix” is an activity in itself.

“In bed with a takeaway watching Netfl ix. We’ve turned into slobs and I love it!”

Similarly, Netfl ix is the only streaming service so established as to be used as a punch- line, from asking when Netfl ix will produce a “Brexit saga” series to fast-forwarding Parliament on live TV.

“Laughing at Trump and his impeachment but you just get that feeling that Boris Johnson’s reign will end on a similar theme in 5 years. And you know Netfl ix are going to email me with their new doc series about this in 2040.”

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78 Quirk’s Marketing Research Review //March/April 2020 www.quirks.com We Love Data We love gathering it, interpreting it, and using it to drive business impact. Most of all, we love what data tells us about people— and how it helps our clients connect with consumers.

LRWonline.com | [email protected] | 310.553.0550 from streaming services without fair warning or shows being cancelled/not renewed. For certain shows this generated a wave of negative comments from fans online. Notable examples included Netfl ix cancelling fan-favorite One Day at a Time and Santa Clarita Diet and NOW TV removing early episodes of Game of Thrones.

“@netfl ixUK you are doing my head in. Why do you keep cancelling shows in their early seasons? not sustainable yano. #santa- claritadiet”

3. People talk about TV shows more than fi lms Of all conversations reviewed, 39% referenced TV series, almost double the number talking about fi lms (21%). Across both TV and fi lm, comedy and documentary were the most-mentioned genres, closely followed by drama and sci-fi /fantasy (Figure 2). Within comedy we found the most talked-about shows were After Life and Sex Education – two homegrown comedy series on Netfl ix. The Boys (Prime) and One Day at a Time (Netfl ix) also generated some conversation. The most popular shows were often those bringing a new spin to the genre, such as The Boys’ ir- reverent take on the cult of superhero, or One Day at a Time’s representation of a Hispanic family and LGBTQ characters within a traditional sitcom formula. After Netfl ix, Amazon Prime Video The most-mentioned documentaries was the second-most talked-about “My NOW TV account stopped working! were The Disappearance of Madeleine service last year, although conversa- stayed up until 2am so I could watch game of McCann and The Game Changers, both tion volumes were signifi cantly lower. thrones and now I can’t even wtf” on Netfl ix. Music documentaries also However, certain shows such as Good proved a talking point on Netfl ix, nota- Omens, The Boys and Lucifer (shared Issues with basic functionality can bly Taylor Swift’s Reputation, Beyoncé’s with Netfl ix) generated buzz for Prime, trigger people to cancel subscriptions to Homecoming and Motley Crüe’s The as well as the launch of the service’s services, even when they like the con- Dirt. This genre may be a growing source Premier League livestreaming. tent. Good service is a basic requirement of interest over the next few years. for a streaming platform and one that is Other TV hits generating conversation 2. Content doesn’t matter if your well worth investing in. included Lucifer (Netfl ix) and of course, platform doesn’t work Game of Thrones (NOW TV). When it comes to streaming, content “How come for the past few weeks my access Within fi lm, Marvel and Star Wars was, of course, the most-talked about to Now TV has been intermittent? I’m fed up of were mentioned often, in particular The topic. Sixty-six percent of conversa- paying for something I only get half of the time!” Mandalorian, which will be available on tions referenced a specifi c show, fi lm Disney+ when it launches in the U.K. or livestream. However, for certain In contrast to NOW TV, only 3% of What is striking was the sheer services (most notably NOW TV), issues conversations about Netfl ix referenced number of diff erent shows and fi lms with functionality got in the way of functionality. This can be seen as a being mentioned, making it diffi cult people enjoying content, with many refl ection of fewer functionality issues, to fi nd a real standout of the year. taking to Twitter to complain. as well as a larger content range to talk The diversity of content on streaming For some, issues with functionality about instead. services can be a double-edged sword – even overshadowed the Game of Thrones The other main gripe of viewers in while many are positive about it, some fi nale, one of the biggest TV events of 2019. 2019 was with content being removed complained of being overwhelmed, of

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Every company started somewhere. Where did yours start? Apple, Disney, and Google all got their start in the garage. As companies grow, the courage, speed, and closeness to the customer that once filled their days seem to give way to the bureaucracy and politics of scale.

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CHICAGO • CINCINNATI • THEGARAGEGROUP.COM fi nding it diffi cult to choose what to Star Wars spinoff series The Mandalorian no real move to incorporate social watch or not having enough time to will be exclusively available on Disney+, features or recommendations based keep up with new additions. although the prospect of waiting months on friends, into platforms yet. It will to stream the show prompted others to be interesting to see if this changes in “I really hate spending ages scrolling explore workarounds for accessing it. 2020, particularly with the growth of through content on Netfl ix and Prime looking services that have a more focused con- for something to watch. If Apple can solve that “It amuses me that @disneyplus think I’m tent stream and where users may have then they are on to a winner.” going to wait until March to watch @theman- more in common with each other. dalorian because I live in the UK. Nope.” The sheer range of content on 7. Those with multiple subscriptions streaming services also means that Compared to Disney+, conversation may start to cut down fewer people are watching any given about ITV and BBC’s recently launched With the streaming market fragment- show at any given time, which reduces streaming service BritBox was minimal. ing further, some viewers started to the chance for content to go viral. This Despite some success in the US, conver- worry about the rising cost of having has already proven to be a disadvantage sation this side of the pond was largely multiple services and considered cut- when compared to linear TV, which negative, with U.K. license payers com- ting down their repertoire, with two or tends to be better at achieving virality plaining about the prospect of paying for three seeming the max for many. with a more limited selection of shows, previously free content. broadcast at specifi c times. “As much as I’d like to get Disney, not sure “A subscription service where I can watch I can aff ord ANOTHER streaming service. I’ve 4. Livestreaming sports is growing in repeats of repeats, and pay for the privilege, in got Netfl ix and Amazon but that’s enough. importance spite of the fact that I already pay a licence fee? Probably get rid of Amazon as the video Livestreamed sports were a growing topic Daylight robbery much?” service isn’t great. But it’s the creeping £10 a of conversation throughout the year as month for multiple services that gets you.” people tuned in to Amazon Prime Video Despite this, the 30-day free trial and NOW TV to watch tennis, American was enough to encourage some to dip a This hints at a lack of loyalty when football and the Premier League. The ad- toe into the water, with Doctor Who and it comes to streaming services – we saw dition of Premier League games to Prime classic box sets particular draws. people talking about switching if the was big news. Many welcomed the news, functionality wasn’t up to par or the in the hopes it may bring changes to the “I’m hiding away from my problems with a content range wasn’t refreshed often way the game is currently televised. bacon buttie and Midsomer Murder. Decided to enough. Streaming services will need make the most of 30 free days from Britbox and to be competitive on all fronts to keep “Ngl I’m excited for football on Amazon start from the very beginning of the TV series.” subscriber numbers up, especially as prime. And I would love them to take over PL newer platforms start to take content football rights if it meant they would stream 6. Viewers are trying to create a more back from the current big players; one every match including 3pm kickoff s.” social experience Twitter user described Netfl ix as look- One thing evident on Twitter and online ing “bare” if it loses its rights to both However, the experience was marred forums is that people are trying to create Marvel and BBC content. for many by slow buff ering times and more of a social experience around the what some saw as a poor picture quality shows that they’re watching. This came in “My real question is, will #BritBox result in compared to traditional channels. the form of people asking their network the removal of BBC shows from Netfl ix? With for content suggestions, highlighting the everyone creating their own streaming services “Last night when I had the City game on – I importance of peer recommendations. now, Netfl ix is looking a bit bare. I’m looking at saw on Twitter that City had scored before I did you, Marvel.” watching the game.” “Looking for a new series on Netfl ix to watch. What has been your favourite recent Ensure a healthy mix Livestreamed sports are only set release?” In the short term, services will need to to grow this decade but this is an area ensure a healthy mix of exclusive content where a good stream quality is absolutely People also shared content they’d and/or original programming but must key to enjoyment, making this a clear watched, and tried to generate discussion also be aware that in the longer term, priority for sports streaming services to around it. consumers may grow increasingly dis- invest in over the next year. satisfi ed with content dispersed across “Is anyone else watching You Me Her on diff erent platforms and that the appetite 5. Buzz is growing for Disney+ but less Netfl ix? ????” for aggregated services is likely to grow. so for BritBox In November, fans expressed excitement While some platforms are experi- Hannah Lendrum is social insights online about the news that Disney+ menting with peer recommendations manager at research firm Join the Dots | InSites Consulting, Manchester, U.K. She would launch in the U.K. in March 2020. (e.g., “what people are watching can be reached at hannah.lendrum@ Clever content reveals helped add to ex- in your area” or “people like you jointhedotsmr.com. citement, in particular the news that the watched…” lists), there has been

82 Quirk’s Marketing Research Review //March/April 2020 www.quirks.com

••• the business of research First things first Researchers, the question you need to answer is: What question do you want to answer?

| By Adam Warner

snapshot Every research client wants their results ASAP. However, the key to a successful research project is not a quick start but a smart start. Preparation is critical. Before jumping in with both feet, first things first: What question do you want to answer? What problem The importance of are you trying to solve? starting your research It’s tempting to jump right in and skip over this step. Don’t. Albert Einstein has lots of wonderful quotes attributed to him but this was of his project with clearly Ebest: “If I had an hour to solve a problem, I’d spend 55 minutes thinking about the prob- defined goals lem and five minutes thinking about solutions.” This is often the opposite of what we do as marketing research consultants. We want to figure out the solution even before we get started. Now, there’s nothing wrong with being ambitious but it’s important to define the problem and create a thoughtful business issue/question BEFORE trying to figure out a solution. (Please note: In this article, we sometimes refer to the key business issue, question or problem interchangeably.) We often see both clients and researchers hustle to get a project underway before aligning on the key business issue. This is a recipe for disaster. Without a clear question to guide the research that all key stakeholders agree upon you’ll get suboptimal results. In addition, you’ll often be dealing with a moving target in terms of objectives because you didn’t align on a key question at the outset. At Seton Hall University, we conduct about 15-18 real-world marketing research projects each semester. Students in a marketing research course partner with businesses to address a specific business challenge. At the kickoff meetings, the first step for each team of students and their business partner(s) is to align on a key business issue. Sounds easy, but often it is a signifi cant challenge to get the group on the same page with a focused business issue or question. Everyone is so anxious to get started and fi gure out “the answer” that they don’t always take their time on this important initial step. Typically, the fi rst attempts at creating a business issue usually yield a very non-specifi c question, one that

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QUANT + QUAL Better Together doesn’t provide the focus needed for a pass attempt written, then revise, tion, the better. Precisely defi ning the successful project. revise and revise some more until problem you want to solve leads to a everyone says “YES, that’s it!” Then better outcome. Start brainstorming hold hands with your team and cli- Here’s a fi ctitious example to dem- When kicking off a project and trying ents and sing Kumbaya. (The holding onstrate the need for specifi cs when to develop a focused business issue, hands and singing Kumbaya part is creating a key business issue/question we use giant Post-it Notes and big optional. But if it helps…) to guide your market research project: markers. Stick the Post-its on the wall Here’s a painting analogy for and start brainstorming with all the you. Think about painting a room in Situation: Jimmy’s Pub & Burger has relevant stakeholders to formulate your home. Anybody can paint! You experienced fl at sales over the past two that key question. This way every- just hold the brush, dip and paint. years and wants to understand how to one sees the question as it’s being It’s easy, right? Wrong! Preparation grow its business, particularly for the developed and the iterations it goes is needed for a successful paint job. lunch crowd and especially with the through. Once you have a solid, first- You’ve got to move the furniture, local university population. cover electrical outlets, buy the proper paint and brushes, test the Key business issue/question at- color, etc. Skip these steps and you’re tempt #1: We want more business. asking for problems. Preparation is key for a successful Weak. Join the club. Everyone wants research project as well. Some other more business. You need to be lot more important things to do during that specifi c. upfront stage of your project: Key business issue/question at- • Background. Understand your cli- tempt #2: Jimmy’s Pub & Burger ent, their industry and competitive wants more college customers. landscape. • Past info. Review any relevant data Slightly better (but still weak). This is or history. still not a question and needs to be a lot • Resources. Identify resource con- more specifi c. straints. • Next steps. What will the decision- Key business issue/question at- maker(s) do with the information? tempt #3: How can Jimmy’s Pub & Burger in South Orange, N.J., better So now you’ve reviewed these top- understand key drivers of business ics with your clients, done your due and grow its lunchtime traffi c with diligence, gotten the appropriate back- the nearby Seton Hall University ground and asked lots of questions. community? Assuming you’ve already created that initial issue, then it’s time to revisit it. Much better. Now your business issue Take your time and fi ne-tune that key is in the form of a specifi c question. business issue/question. Prioritize. En- (Make sure your client and your team sure that your market research team are fully aligned on an actionable issue is on the same page with your clients before moving onto any next steps.) (internal or external). Remember: This key business One more important upfront item: question really needs to be right scope. What is IN scope for your proj- on target. Don’t just develop objec- ect and, equally as important, what is tives, actually create a single guiding OUT of scope? Answering these ques- question in partnership with your tions at the beginning of a research clients. Look at it again. Beat it up. project is crucial and can save anguish Make it a great question that every- down the road. When a client has mul- one can align on. Do a gut check. Ask tiple objectives in mind, it’s important your clients: “If the market research to have a candid discussion about what answers this question, will that be is feasible and what isn’t. a home run?” If not, go back to the Another expression I love that can drawing board (or the large Post-it be related to the importance of prep Notes) and revise again. work in a market research project: The more specifi c you are in Don’t try to boil the ocean. In other formulating your business issue/ques- words, FOCUS.

86 Quirk’s Marketing Research Review //March/April 2020 www.quirks.com We all love our clients and their the client’s products/services from in the end! “challenges,” right? However, typi- competitors To recap, remember: cally, just like you, clients are jug- gling many balls at one time. They’ve Yes! That would be a great project • First things fi rst: Realize the prep got high hopes a research project indeed! However, it is highly unlikely work is critical to the success of will find that magic bullet to pro- that a single project could accomplish a project. Don’t shortchange the vide “The Answer” to their business all of these objectives. So … be sure process by skipping ahead or rushing challenges. That’s great. However, it’s and FOCUS. through this key step. critical to focus. Don’t try to boil the Will Leopold, a friend, market • What question do you want to ocean by attempting to accomplish research colleague and member of answer? Take your time and develop too much with a single project. You our Seton Hall University Market the specifi c question you want the don’t want to overpromise and under- Research Center advisory board, research to address. Get everyone on deliver. Make sure your project goals reminded me of another wonderful the same page BEFORE kicking off are clear and attainable. Deliverables expression: “Measure twice and cut your project. and recommendations are valuable once.” Time and money are precious • Specifi cs: Be specifi c when develop- to clients when they are actionable. commodities when conducting a ing your key business issue/question. Don’t lose sight of this! market research project and you don’t More specifi c = better! To illustrate further, wouldn’t we want to waste either. I had heard • Focus: Don’t try to boil the ocean. all love to deliver a market research “measure twice and cut once” previ- With your clients, align on what you project that does the following? ously when conducting tele-depth want to accomplish in the project and interviews with orthopedists and what’s in and what’s out of scope. • Fixes the client’s website neurosurgeons about surgical saws. • Improves their social media outreach Makes a lot of sense. Do-overs are not Adam Warner is the director of the Market across multiple platforms good in surgery OR market research. Research Center at Seton Hall University, South Orange, N.J., a marketing professor • Enhances messaging and communi- and president of marketing research firm cation to attract new customers Pay dividends Warner & Associates Consulting. He can be • Develops tactics to make current Take care of the key upfront prep reached at [email protected]. customers more frequent users work BEFORE starting your market • Creates strategies to diff erentiate research project. It will pay dividends

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www.quirks.com March/April 2020 // Quirk’s Marketing Research Review 87 ••• the business of research DIY on a new high? Client-siders self-assess their departments’ DIY success

| By Tim Davidson

snapshot For the past 14 years my fi rm, Prevision Surveys, has conducted research-on-research studies of buyers of market research regarding their satisfaction with the suppliers they used in the prior year. These are structured telephone interviews of research buyers in all major non- A study found that government industries in the United States. DIY research is tops in Each year we tabulate the 290-300 interviews and produce average scores for each provider mentioned. These averages are computed for seven research categories (e.g., early-stage value but satisfaction Fconcept screening, later-stage concept/product tests, A&U studies, ad copy testing) and for is slipping. seven attributes (overall satisfaction, data quality, analytical skills, communication skills, on-time delivery, other customer service attributes and value-for-money). During the interviews, respondents often mentioned that some research was conducted by their own staff rather than by hiring an outside researcher in the prior year. Prevision then asked the respondents to put on their “objective hat” and rate their departments’ do-it- yourself (DIY) work in the same manner as their ratings of outside contractors.

Bolster internal decision-making Motivated by the success of mid-20th century survey sampling and polling techniques of George Gallup, creator of the Gallup Poll, staff in the marketing departments of prominent CPG companies fi rst conducted marketing research using their own staff to gain insight from their customers/consumers to bolster internal decision-making. Soon specialty groups within these marketing research departments (MRDs) were created to take on this labor-intensive work. Then new specialized outside fi rms emerged to do the time-consuming fi eldwork and tabulation of research results. Eventually, independent custom quantitative market research providers expanded their services into six tasks, once done exclusively by in-house staff : assisting in research design; question-

www.quirks.com/articles/2020/20200316.aspxw

88 Quirk’s Marketing Research Review //March/April 2020 www.quirks.com naire development; fi elding the survey; Only 5 percent expected the DIY project DIY research project costs, DIY would coding and tabulating the fi ndings; count to decrease. likely lose its fi rst-place position in the reporting of the tabulated results; and value-for-money attribute. developing relevant insights around the Bragging rights marketing/sales decisions to be made. How does DIY compare to professional High and growing The most recent Prevision quality/ researchers for research quality and The quality and value of DIY is clearly value study covering 2018 found that value? And how do these DIY attribute high and growing in the eyes of survey there are well over 250 medium-to-large ratings compare with DIY ratings in the respondents for certain types of mar- MR providers operating in the U.S. prior study year? The 2018 study found ket research studies. The 2018 study that provide virtually all of the above that if DIY were an independent MR found that if DIY were an indepen- quantitative research tasks. A decade provider, it would have the bragging dent MR provider, it would have the ago, most of the custom quantitative rights regarding the seven study attri- following ranks regarding the overall and qualitative research needs of U.S. butes shown below. satisfaction attribute: industry were provided by market Among the 230 MR buyers rating research fi rms and few DIY projects DIY custom quantitative research proj- • For early-stage concept screening, were performed. Gradually, more and ects in 2018: DIY would rank fourth in overall sat- more client-side fi rms resumed some isfaction, up from seventh in 2017. MR project work with their own staff • For the overall satisfaction study • For later-stage concept and product (employing specialized survey software) attribute, DIY would rank 10th (vs. testing, DIY would be fi fth, up from without the help and expense of out- sixth in 2017). (That is, in the 2018 sixth in 2017. side providers. This in-house activity is study, there were nine professional • For attitude and usage studies, DIY referred to as do-it-yourself research. MR fi rms that had higher overall would be fi fth, down from third in Several years ago, when MR depart- satisfaction average scores than the 2017. ment budgets were under new eco- average score for DIY research. Fur- • For customer satisfaction studies, nomic pressures, many respondent fi rms ther, DIY’s overall satisfaction ratings DIY would be third, up from fi fth in increased their use of DIY for certain are slipping from year to year. There 2017. research projects by doing all six research were fi ve fewer professional MR • For ad copy testing, ad/brand track- tasks discussed above with in-house staff fi rms having better overall satisfac- ing studies and brand equity/market only, without any help from custom quan- tion ratings in 2017 than in 2018.) structure work, DIY was rarely used. titative or qualitative MR providers. • For data quality, DIY would rank Many DIY-using fi rms purchased 11th (vs. 12th in 2017). DIY is commonly used for concept lists of respondent e-mails and em- • For analytical skills, DIY would be screening and concept testing, where ployed online survey software. More in eighth place (vs. ninth in the 2017 confi dentiality is essential; and for recently, wider-ranging online research study). attitude and usage testing and for platforms (equipped with tools like sur- • For written and verbal communica- customer satisfaction/loyalty measure- vey software, questionnaire templates, tion skills, DIY would rank seventh, ment when the project objectives and tabulation/reporting aids and respon- (unchanged in its 2017 ranking). research design are simple. DIY is not dent panels) have become very popular • For on-time delivery, DIY would rank thought to be appropriate for certain for assistance with DIY tasks. eighth, ranking unchanged. more complex types of research studies Prevision found that in 2018, 80% • For other customer service attri- (e.g., brand equity/market structure, of respondents used DIY approaches butes, DIY would rank fi fth vs. sixth. segmentation and other modeling to some extent, up from 71% just two • For value-for-money, DIY would be in studies) or where specialist MR provid- years prior. The rest used no DIY and fi rst place, unchanged from 2017 but ers are common and inexpensive (e.g., relied solely on outside help by di- statistically tied with two indepen- for ad copy-testing and long-term ad- rectly hiring MR providers or market- dent research providers. or brand-tracking studies). ing research consultants. Of those respondents that used DIY Why does DIY seem to be the best ‘Partial DIY’ for some of their projects in 2018, 20% value? Many respondents only consid- Another strategy to reduce out-of-pocket used DIY for up to 5% of all their custom ered the out-of-pocket costs of DIY re- research costs is also employed by 12% of quantitative and qualitative research search (e.g., software fees, platform and respondent MRDs. These “partial DIY” projects. In contrast, 16% of respondents panel charges, etc.) without counting respondent fi rms outsource fi elding (up from 7% in 2016) used DIY for more the salary and other employee-related the survey and tabulating of the survey than 70% of their research projects. expenses of in-house staff performing responses, leaving the four remaining A sample of 95 DIY-using respon- the DIY work. Prevision found, how- research tasks to the in-house staff . The dents claimed that their department ever, that some respondent fi rms hire study found that most MR consultants conducted more than 1,400 DIY projects new MRD staff exclusively to prosecute use some MR suppliers as fi eld-and-tab in 2018. Forty-two percent of these DIY projects. Others expect existing shops because consultants are normally fi rms expected the number of DIY proj- staff to spend a substantial part of their expected to develop the questionnaire ects to increase for 2019 and an equal time doing DIY work. Clearly, if the cost and come up with the insight as part of number said it would stay the same. of labor and overhead were included in their own services to their clients. (MR

90 Quirk’s Marketing Research Review //March/April 2020 www.quirks.com consultants represent less than 10% of the mentions. Honorable mention goes than of the prior year (288 vs. 166). the survey respondents.) DIY and par- to ZappiStore for its high overall satis- Prevision’s Gold Index (GI) is the sum tial DIY using fi eld-and-tab shops may faction and value-for-money scores. of the average attribute scores indexed also be employed when the subject of By far the most frequently men- to 1,000. Only fi ve major MR providers the research is to be kept as confi - tioned software products to assist of custom quantitative market research dential as possible, as in new product respondents with DIY online surveys are in the U.S. have higher Gold Index concept screening and testing. Qualtrics and SurveyMonkey. Together scores than that of DIY. Conversely, an Since the advent of internet-based they represent 56% of all survey software equal number have lower GI scores. The research and the easy access to special- products mentioned and rated. Sparq Gold Index for DIY (847/1,000) is fi ve ized survey software applications, (from Vision Critical), SPSS and Sur- points higher than that of all provid- many more market research depart- veyGizmo had substantially fewer men- ers and is like that of the previous ments have been motivated to do their tions. Survey respondents also identifi ed year. But DIY has a lower score than own studies. Those fi rms that do not 12 more software products, fi ve of which the average scores of all providers in manage their own panelist/customer were mentioned only once. fi ve attributes: overall satisfaction, lists often buy e-mail lists of potential Of the two most popular survey soft- data quality, analytical skills and on- survey respondents from panel suppli- ware products, Qualtrics had the higher time delivery. Understandably, DIY’s ers for online DIY survey projects. Fur- score in overall satisfaction (4.20/5). value-for-money score tops that of any ther, some fi rms hire panel suppliers SurveyMonkey received the highest other research provider because survey to also manage their own proprietary value-for-money score (4.67/5) in 2018. respondents do not often factor in the customer/prospect lists. (These same software products may be salary cost of in-house staff used. In the 2018 study, 78 respondents available for use on a web-survey plat- mentioned and rated 24 panelist/ form as well as on the personal comput- Tim Davidson is president of Prevision platform suppliers. Dynata (formerly ers used by DIY researchers.) Surveys, Marshfield, Mass. He can be reached at tdavidson@previsionsurveys. Research Now SSI) led with 23% of the com. Interested readers can receive a copy ratings, followed by Qualtrics with 11% Clearly on the rise of the most recent study by e-mailing of ratings. Of the two leaders, Dynata DIY research use is still clearly on the the author. Prevision is also seeking had higher attribute scores. These two rise, having been reported more in 2018 respondents for the current study, who will fi rms, plus ZappiStore, C Space and than in any earlier study year. The num- receive a copy of the respondent report Vision Critical, represented over 50% of ber of DIY observations was 73% more when it is tabulated later this year.

www.quirks.com March/April 2020 // Quirk’s Marketing Research Review 91 11 Top Ethnographic Research Companies SPECIAL ADVERTISING SECTION

••• special advertising section 11 TOP ETHNOGRAPHIC RESEARCH COMPANIES

In a world as diverse in culture and experience as ours, it makes sense that people also have diverse ways of interacting with brands. Companies can better understand their consumers by using ethnographic research, which fi nds consumers in their natural environments to understand how a person’s background Research, Uncomplicated. and context impacts the way they use and relate to products. 20 | 20 Research The following companies employ a wide range of methodologies Founded 1986 | 167 employees in order to help clients understand their consumers in their Ross McClean, Vice President, Mobile Qualitative natural setting. From online ethnography methods such as video responses and web interviewing to in-person methods such as 20|20’s mobile in-home use tests and shop-alongs, these companies utilize ethnography experience-tested techniques to meet your research needs. solution, Over the Shoulder, gives you an authentic look directly into the experiences of your consumer, without interrupting their natural environment. It’s a flexible and convenient way to gather the in-the- moment insights and stories you need, allowing you to ride in the pockets and purses of your audience for days, weeks or even months. Designed specifically quirks.com/articles/2020/20200344.aspx for the smartphone, our platform delivers an unmatched participant experi-

92 Quirk’s Marketing Research Review //March/April 2020 www.quirks.com 11 Top Ethnographic Research Companies SPECIAL ADVERTISING SECTION

Creative Consumer Research Founded 1976 | 83 employees; 13 full-time; 70 part-time Patricia Pratt, CEO

Creative Consumer ence as well as tailored designs and are often the Research (CCR) intuitive analysis tools to ensure you key to un- is the most get the right insights from the right re- derstanding respected spondents. And it’s all backed by one of purchase be- public opinion the industry’s most experienced teams. havior. Beall source, provid- Phone 1-800-737-2020 Research ing accurate www.2020research.com offers a and actionable proprietary information to approach develop strategic solutions. Using to online proven techniques, we collect high- ethnography designed specifically to quality data for a variety of industries explore and understand the emotions including B2B, health care, consumer that drive purchasing and brand af- goods and more. If your business finity. Our approach leverages video requires bilingual research, we proudly responses and involves the coding of staff a team of experienced market re- non-verbal expressions, as well as the searchers fluent in spoken and written stated responses, in the analysis. Our English, Spanish, Vietnamese, Chinese, work is based on psychological frame- Farsi and more. Whether your focus is works that explain the underlying driv- on the United States or abroad, CCR can ers of behavior. The results of this work program and host your surveys online, have been successfully used to create whether you need pre-screeners or even Beall Research Inc. communications campaigns that have a combination of telephone and web Founded 2003 | 12 employees yielded revenue and market share. interviewing. Our resources allow us Anne E. Beall, Ph.D Phone 1-312-384-1214 to thoroughly conduct studies quickly Beallrt.com and inexpensively – no matter what the size. Maximize your business with Beall Research is a full-service strategic the CCR market research and consumer market research firm in Chicago that insights team. services major consulting firms and Phone 1-281-240-9646 Fortune 500 companies. Research on www.ccrsurveys.com research demonstrates that emotions

www.quirks.com March/April 2020 // Quirk’s Marketing Research Review 93 11 Top Ethnographic Research Companies SPECIAL ADVERTISING SECTION

Decision Analyst Inc. National Field & Focus Founded 1978 | 150 employees End to End User Jerry W. Thomas, CEO Research Inc. Founded 1990 Founded 2017 | 12 employees Vinny Stolo, Director of Operations Christy Harper, Managing Partner and Monica Snideman, Managing Partner Ethnographic recruiting is a particular specialty of National Field & Focus. Now in our 30th year of serv- ing the data collection Uncover deep insights that lead to in- and focus group facility needs of the novation with ethnographic methods Greater Boston area, we have recruited from the experienced researchers at thousands of panelists for in-home End to End User Research. We special- and in-office ethnographies as well as ize in observational research in the shop-alongs from a broad spectrum of field, home or office. We can conduct consumers, businesses and medical pro- At Decision Analyst we believe eth- fessionals. Certified as a woman-owned nography and qualitative research are full field visits with direct observation, lead your customers through business, National Field & Focus also two of the most powerful tools in a offers the ability to conduct in-facility researcher’s toolbox. Decision Analyst expert contextual interviews or use a mixed-methods approach incorporat- ethnos using our specialized sink and offers a variety of online and tradi- mirror rooms, allowing client observational ethnographic services including: ing remote interviews, self-recorded video entries, day-in-the-life home- tion of activities typically performed at traditional in-person ethnographies, a bathroom vanity such as grooming, virtual ethnographies, ride-alongs, work assignments, surveys or diaries. Once insights are uncovered, we can makeup routines, fragrance tests, face shop-alongs, usability, video diaries washes and hair care. For Boston eth- and in-vehicle video. Decision Analyst’s continue the qualitative research in our contextual labs and conduct nographic recruiting, make NFF your additional qualitative techniques first choice! include: traditional focus groups and iterative usability testing on all design refinements throughout the develop- Phone 1-508-370-7788 depth interviews, large-scale qualita- www.nff-inc.com tive and online pseudo-depth inter- ment process. With case studies to views. Our moderators can recommend share and a proven track record with the qualitative technique best suited to major Fortune 500 companies, let us your research needs. Decision Analyst help with your ethnographic research has over four decades of experience in and get you started on our end-to-end ethnography and qualitative research research solution. and delivers highly analytical and Phone 1-281-741-9496 decision-oriented insights. www.endtoenduserresearch.com Phone 1-817-640-6166 https://www.decisionanalyst.com/qualitative/ethnography/

94 Quirk’s Marketing Research Review //March/April 2020 www.quirks.com 11 Top Ethnographic Research Companies SPECIAL ADVERTISING SECTION

Smarty Pants Founded 2005 | 30 employees Stephanie Retblatt, EVP | Alisha Snow, EVP Schlesinger Shapiro+Raj Founded 1955 | 80 employees Ethnographic Solutions Zain Raj, CEO Founded 1966 | 1,000 employees Chawntae Applegate, SVP, Client Solutions Shapiro+Raj’s rich history with ethnographic research started over sixty 60 years ago when we invented Smarty Pants is a full-service research methodologies consultancy that delivers transforma- that replaced tional insights and solutions to the poll-oriented world’s best marketers. The award- Get up close and personal to listen, ob- research based on social and behavioral winning team of moderators, ethnog- serve and probe research participants sciences. We have done over 500 ethno- raphers and quant savants excels at as they go about their routines. We graphic projects in the past five years primary research, consumer journeys, recruit and support in-home, in-office for clients in a diverse set of industries co-creation, evaluation and tracking, or on-site immersions as a stand- including pharma and health care, brand positioning and trend research. alone solution or as a mixed method. retail/grocery, home improvement, The firm is known for its life-stage We ensure participants are on-spec, CPG and services. As the sixth-largest expertise and youth and family savvy. cooperative and comfortable with independent insights and inspiration Global leaders in tech, CPG, auto, toy/ the method and any technology. Our company in the U.S., our next-gen game, apparel, retail, health care, comprehensive project management methods dig deep to unlock market- food/beverage and entertainment rely support includes recruitment of main ready insights, which our brand plan- on the firm for impeccable fieldwork, and peripheral participants pertinent ners turn into strategic marketplace ac- best-in-class thinking and stellar de- to the study, shipping of test products tions. Empowered by a world-class tech liverables. The woman-owned business and instructions, homework assign- stack, we’ve helped clients reinvent the conducts research in 60 countries and ments, client packs (car service, food, rules of their categories. All with one has U.S. offices in New York, Boston, maps, etc.), professional videography imperative – impact behavior to drive Philadelphia, Los Angeles, San Diego, and highlight reels, and even mobile sales. Denver, Tampa, Fla., and Johnson City, streaming of filming. Our consulta- Phone 1-312-965-2319 Tenn. tive approach and uncompromising www.shapiroraj.com Phone 1-203-847-5766 commitment to your success set us www.AskSmartyPants.com apart. Contact Chawntae at Chawntae. [email protected]. Phone 1-513-284-3265 SchlesingerGroup.com

www.quirks.com March/April 2020 // Quirk’s Marketing Research Review 95 11 Top Ethnographic Research Companies SPECIAL ADVERTISING SECTION

illuminate the complexity of consumer needs. Reveal – Authentic ethnography starts with live observation conducted by the cultural anthropologist and trained team, observing participants’ TecEd Inc. natural behavior in authentic real-life Founded 1967 | 6+ employees universes on cultural, behavioral and Stephanie Rosenbaum, CEO emotional levels. Magnify – A second phase identifies daily life portrayed in SunResearch online platforms with selected consum- Founded 1995 ers for two to three weeks. Crystallize Ava Lindberg, PhD, President – The third stage is psychological IDIs exploring Jungian archetypes using a mythic approach to unearth the DNA SunResearch of segments and brands. Interpretation specializes and presentations highlight findings in deep dives and implications. through mixed TecEd performs field research for B2B methods, Phone 1-203-454-9939 and B2C clients in industries including blending cul- http://www.suninsights.com health care, IT services/computer secu- tural ethnog- rity, automotive, consumer electronics, raphy, digital K-12 and networking/telecommunica- and Jungian- tions. Only senior researchers support centered our clients! Deploying ethnographic qualitative to interviewing and contextual inquiry methods from psychology, anthropol- ogy and sociology, our researchers learn how diverse users’ contexts influence their needs and preferences for applications and products. Observing people in their own environments also provides key insights to define new product initiatives. Ethnographic field research – including recruiting the right target users – can be part of a multi-phase user research strategy that TecEd designs to help our clients create successful user experiences. Phone 1-734-995-1010, x704 www.teced.com

96 Quirk’s Marketing Research Review //March/April 2020 www.quirks.com Nominations open March 30

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KNect365 will hold its IQPC will hold its CX Exchange we.CONECT Global Leaders Worldwide Business Research will ePharma Impact event March for Retail event on April 21-22 GmbH will hold its Pharma CiMi. hold its eTail Boston 2020 event on 18-19 at the New York Hilton in London. Visit bit.ly/2l7EE8o. CON EU event June 15-16 at the August 10-13 at The Sheraton in Midtown in New York. Visit Maritim proArte Hotel in Berlin. Boston. Visit bit.ly/2GhsVMw. https://bit.ly/2PcsciW. The Population Association Visit pharma-competitive- of America will hold its 2020 intelligence.com. The Merlien Institute will IQPC will hold its Customer Annual Meeting on April hold its MRMW NA event on Contact Week Executive 22-25 in Austin, Texas. Visit The Merlien Institute will hold its September 30 - October 1 in Exchange event on March 22- bit.ly/25wns9T. MRMW EU event on June 16-17 in Atlanta. Visit na.mrmw.net. 24 in Miami Beach, Fla. Visit Amsterdam. Visit eu.mrmw.net. bit.ly/2kyNbku. Intellus Worldwide will hold KNect365 will host TMRE: The its 2020 summit on April 29 - IQPC will hold its Customer Contact Market Research Event October The Merlien Institute will hold May 1. Visit bit.ly/2RDXQov. Week event on June 22-26 in Las 5-7 at the JW Marriott San its Qual360 NA event on March Vegas. Visit bit.ly/2DoygRE. Antonio Hill Country Resort and 24-25 in Washington, D.C. KNect365 will hold its FUSE Spa in San Antonio, Texas. Visit Visit na.qual360.com. 2020 event on May 4-6 at Worldwide Business Research marketing.knect365.com/tmre. the Encore Boston Harbor in will hold its eTail Europe event KNect365 will hold its Boston. Visit bit.ly/2vpiqRB. on June 23-24 at the Queen The Merlien Institute will hold Marketing Analytics and Elizabeth II Conference Centre in its MRMW APAC 2020 event on Data Science – West event on AAPOR will hold its 2020 London. Visit bit.ly/2Sg9NWB. November 17-18 in Singapore. March 31 - April 2 at Hotel Annual Conference on May Visit apac.mrmw.net. Kabuki in San Francisco. Visit 14-17 at the Hilton in Atlanta. Worldwide Business Research bit.ly/2hpc3E6. Visit bit.ly/2ouuwVL. will hold its Digital Food & The Merlien Institute will hold Beverage 2020 event on July its Qual360 APAC event on NMSBA will hold the 2020 LIMRA will hold its 2020 20-22 at the Hilton in Austin, November 17-18 in Singapore. Neuromarketing World Forum Marketing Conference on May Texas. Visit bit.ly/2yY1xim. Visit apac.qual360.com. on April 1-3 in Los Angeles. 27-29 at Caesars Palace in Visit bit.ly/2HnGcm3. Las Vegas, Nev. Visit KNect365 will hold its Insight To submit informa- bit.ly/2quzGSv. Leadership and Talent Summit Quirk’s will hold its 2020 July 21-23 at the Encore tion on your upcoming Quirk’s Event – Chicago The American Statistical Boston Harbor in Boston. Visit on April 6-7 at Sheraton Association will hold its marketing.knect365.com/ Grand in Chicago. Visit Symposium on Data Science and consumer-insights. conference or event for thequirksevent.com. Statistics on June 3-6 at the Westin Pittsburgh in Pittsburgh. KNect365 will hold its Summer possible inclusion in our Women in Research (WIRe) Visit bit.ly/2HutJN2. Insights Fest July 21-23 at the will host its 2020 Closing Night Encore Boston Harbor in Boston. print and online calendar, Reception for the Quirk’s 2020 we.CONECT Global Leaders Visit marketing.knect365.com/ Event on April 7 in Chicago. GmbH will hold its CiMi. summer-insights-fest. e-mail [email protected]. CON Evolution EU event on The Advertising Research June 15-16 at the Maritim KNect365 will hold its UX For a more complete list Foundation will hold its proArte Hotel in Berlin. Research and Insights Summit AUDIENCExSCIENCE 2020 Visit competitive-market- July 21-23 at the Encore of upcoming events visit conference on April 19-22 at intelligence.com. Boston Harbor in Boston. Visit the Hyatt Regency in Jersey marketing.knect365.com/ux- www.quirks.com/events. City, N.J. Visit bit.ly/2kY3EiE. research-insights-summit.

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10 minutes with... Jessica Irwin Director, CMI Consumer Group, Verizon

Do you have any tips for researchers who are struggling to adapt to the constant change within the marketing research industry? I believe it is really important to continue to learn new skills and be open to new and diff erent ways of doing research. That requires us to be humble and admit that we may not always know everything about everything. It takes a lot of confi dence to admit you don’t know something but that is what helps you continue to grow as a researcher and a leader. We also have to hire people with diff erent skill sets from our own and be able to work with diff erent types of researchers with

in mutual respect for each other’s specialties. rw I ca si What is the most important skill to look for in a new MR hire? Jes Resourcefulness. It is so important to be able to do things proactively and be able to fi gure things out independently. And, of course, a great aptitude for uncov- ering the why as well as how facts and fi ndings and hypotheses come together.

When looking ahead to the next fi ve years, what do you think will be marketing “It takes a lot of research’s biggest challenge? I think it is going to be understanding, accepting and evolving the industry to confidence to admit you be inclusive of all kinds of insights – whether it’s traditional market research, big data or design research – it all plays a role in understanding the customer and the business. We as researchers have to embrace it all and fi nd a way to work across the don’t know something diff erent types of data and the diff erent mind-sets.

What new tool, methodology or technology do you hope to use in 2020? but that is what helps I’m so excited for 2020 – we are building a lot of new capabilities at Verizon. Some other parts of the team are building out a bigger, better futurist specialty and you continue to grow new tracking methodologies. But my team is building on top of our digital store experience to include eye-tracking. In addition, we are expanding our in-house toolkit, so we are leveraging some of the new DIY off erings. And, we are doing research- as a researcher and a on-research through our user testing team to leverage neuroscience. leader.”

Read the full interview at www.quirks.com/articles/2020/20200322.aspx.

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