For marketing research and insights professionals

ONE SIZE DOESN’T FIT ALL COVID-19’s impact on African American, Asian and Hispanic consumers

PLUS Is targeting generations a waste of time? Using mystery shopping to fi nd CX/UX pain points Five shopper insights fundamentals that still apply

TOM QUIRK

A cy life and lega

ADVERTISING SECTIONS Quirk’s Marketing Research Review 21 Top Consumer Research Companies July/August 2020 Volume XXXIV Number 4 20 Top Online Insight Platforms www.quirks.com Recruiting Expertise and Advanced Technology for Global Qual and Quant Research Success

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Welcome back! We missed you! Quirk’s Marketing Research Review CONTENTS July/August 2020 • Vol. XXXIV No. 4 DEPARTMENTS 6 Tom Quirk: A life and legacy page 44 12 Click With Quirk's For marketing research and insights professionals 14 In Case You Missed It... page 17 Ask The Expert ONE SIZE DOESN’T FIT ALL 76 COVID-19’s impact on African American, 20 2020 Quirk's Hot List Asian and Hispanic consumers page 24 Survey Monitor PLUS Is targeting generations a 36 21 Top Consumer Research waste of time? 62 Using mystery shopping to fi nd Companies CX/UX pain points page Five shopper insights 86 20 Top Online Insights Platform fundamentals that still apply 52 Companies

TOM QUIRK page 94 Calendar of Events 6 97 Index of Advertisers 98 Before You Go… page Quirk's Marketing Research Review A cy life and lega 36 4662 Slater Road | Eagan, MN 55122 651-379-6200 | www.quirks.com

ADVERTISING SECTIONS Quirk’s Marketing Research Review page 21 Top Consumer Research Companies July/August 2020 Publisher • Steve Quirk Volume XXXIV Number 4 20 Top Online Insight Platforms [email protected] | x202 www.quirks.com 86 Editor • Joseph Rydholm 66 A healthy interest [email protected] | x204 ON THE COVER With better-for-you foods, what claims Digital Content Editor • Emily Koenig are consumers buying? [email protected] | x210 44 One size doesn’t fi t all By Antje Sardo COVID-19’s impact on African News Editor • Sarah Freske [email protected] | x212 American, Asian and Hispanic 72 Real staying power? consumers Move over recycling, some new trends Audience Development • Ralene Miller By Roben Allong, Patricia Lopez and are in town [email protected] | x201 Iris Yim By Jennifer Wehr Holt and Bridget Nichols Directory Sales • Ilana Benusa [email protected] | x213 FEATURES 76 Truly just a number V.P. Sales • Evan Tweed Why marketing based on age cohorts [email protected] | x205 48 Habits old and new doesn’t make sense Unpacking consumer elasticity in Sales • Tammy Job By Adam Cook [email protected] | x211 a COVID-19 world By Lincoln Merrihew 82 Stop making sense European Sales • Stewart Tippler How counterintuitive thinking can [email protected] | +44(0)7989-422937 52 The more things change… inject some fresh perspectives into your Five shopper insights fundamentals research that still apply By Susan Fader ••• moving? make sure By Bill Bean Quirk’s comes with you! Send change of address information 56 The aisles have it COLUMNS to [email protected] Using in-store behavior analytics to bridge the gap between surveys and sales 16 Trade Talk Download the Quirk’s iPad, iPhone By Rajeev Sharma Tom Quirk’s lasting legacy or Android app to view this issue. By Joseph Rydholm 62 Tell them to get lost An interactive downloadable PDF of Using mystery shopping to fi nd CX/UX 32 Data Use this magazine is available at www. quirks.com/pdf/202007_quirks.pdf. pain points Assessing a brand funnel using comparative discriminant analysis By Elaine Buxton Follow us on Twitter @QuirksMR. By Michael Lieberman 4 Quirk’s Marketing Research Review //July/August 2020 www.quirks.com

••• in memoriam

SETTING AN EXAMPLE Tom Quirk’s values shaped his life and his business

By Steve Quirk

My father, Tom Quirk, would not approve of this article. He was a humble, private went on to become a noted econome- man who never liked to be in the spotlight – it was not in his nature. trician as a professor at Cal Tech.) But on the occasion of his passing in May at the age of 87, I wanted to tell you a bit The main emphasis of the posi- about his life because his morals, ethics and character are the bedrock upon which Quirk’s tion was on studying the markets Marketing Research Review was built and operates under to this day. that the company’s products served Born in 1932, Tom was the sixth of 11 children. His father was a successful lumber- using government census of manu- yard owner and he grew up with means that many of his generation did not have. Tom’s facturers statistics and information formative years were during WWII. He would often talk about how his generation was from within the organization. Using left to fend for themselves because everyone was understandably focused on the war this information we attempted to Meffort. Witnessing those times and seeing the sacrifices people made is what developed his forecast unit sales by setting sales work ethic and sense of giving for the greater good. quotas and assist the production While longtime readers of Quirk’s may recognize Tom as the man whose last name department in inventory. Similar gives Quirk’s Marketing Research Review its distinctive title, there are many others who work was done at my next place of don’t know the story of how the magazine started. employment, the D.W. Onan Co. At In a nutshell, in the course of his years in the publishing and marketing research no time were either of the market fields, Tom repeatedly saw the need for a publication that could educate marketers on the research departments asked to use and value of research. And, since people often come to marketing research positions evaluate or assist in the marketing from a variety of backgrounds and hence may not be versed in all of the techniques and of the products themselves. their accompanying jargon, the magazine’s content would have to communicate to a wide In 1963 I was hired as the direc- audience, from the seasoned pro to the marketer-in-training. tor of research for Minneapolis- From here, I will let my father tell the story of how Quirk’s came to be. Below is an based Miller Publishing Company. It excerpt from an article we published in 2011 for our 25th anniversary. was a 90-year-old business magazine publisher with a strong position in the field of agribusiness. Each publi- fter my army service was com- the degree itself was not of much Apleted in 1956 I returned to the importance. Thus, when an older University of Minnesota and took a brother who was doing market re- number of advanced math and eco- search at G.H. Tennant Co. decided nomics classes with the thought of to return to college to obtain a Ph.D. obtaining a graduate degree in one and suggested I replace him, it took www.quirks.com/ of those two fields. It had always me only a few minutes to make the articles/2020/20200726.aspx been my intention to work within move away from academia. (It was the business community and thus a good decision for my brother as he

6 Quirk’s Marketing Research Review // July/August 2020 www.quirks.com Tom Quirk /////////// 1932-2020

www.quirks.com July/August 2020 // Quirk’s Marketing Research Review 7 Just as essential are hard work, adaptability, strong customer service and a true respect for and enjoyment of the industry the magazine serves.

Top: Tom making 1st lieutenant in the Army. Middle: Leading a focus group in the 1960s. Bottom: Tom circa 2016.

Wanted ideas and information Most publications at that time pre- sented market data that were acquired from third-party sources and available to everyone. We found that that their customers and prospects wanted ideas and information on ways they could be more successful in selling their products and services. We found that establishing a panel of retailers who represented the universe gave us an opportunity to meet this need. The re- sponse from the core audience was very positive and both publications achieved above-average growth. The response from the Miller Publishing management encouraged more innovation and the department staff was enlarged. Included was a young researcher, Dale Longfellow, who provided a number of ideas to help the company’s publications maintain their cation group had a marketing director positions as leaders in each of their who had considerable autonomy in the respective fields. way in which his/her publication was Prior to 1968 all of the data we presented to customers and prospects. presented was done for the publications My arrival on the job came shortly after and made generally available. But we the company had created a division for were beginning to have requests from two retail merchandising magazines. It major marketers to use our lists along was a competitive market and the mar- with our knowledge of the various mar- keting director, Paul Anderson, asked kets to do proprietary studies. Our first for my assistance in creating a plan reaction was mixed. We were flattered that would make the Miller Publishing by the faith in us by these companies magazines industry leaders. but there was also concern how we

8 Quirk’s Marketing Research Review // July/August 2020 www.quirks.com Top: Addressing an ABC Publishing meeting in 1977. Bottom: Tom, Dale Longfellow (left) and Ken Becker (center) at Rockwood Research in 1984.

would be able to ensure that we could provide the confidentiality that is so critical to proprietary work. We finally were able to solve the problem by separating our commercial research and the in-house research functions. All commercial research was done at a satellite location with employees specifically assigned to those functions.

Had little experience It was shortly after embarking on the commercial research project that the idea of a publication for those involved in marketing research crossed my within certain companies. The depart- the personnel involved. Information mind. When presenting data from our ments did not have evidence that other on providers of related products and magazine research we usually met firms were successfully using market- services was also needed. with marketing directors or advertis- ing research to increase sales and prof- I set these ideas aside as I concen- ing managers. Now we were calling its. We, of course, could not disclose trated on my work but in the ensu- on members of the market research how a number of our projects had done ing time I encountered several other departments. While the department just that. instances where examples of successful managers were aware of the various We needed a way to show how applications of marketing research techniques, many of their analysts had research had been beneficial. would have been helpful. little experience in marketing research. Confidential information was not In 1978 the Miller Publishing Many firms used this position as part needed to do this. Rather, clear, under- Company was sold to American of long-term training in their market- standable examples of how filling an Broadcasting Company and I was re- ing system. Many analysts did not view information gap helped an organization quired to sign a 66-month employment the position as a permanent job. All of meet its marketing or advertising goals agreement. In 1984, with two associ- this tended to make projects take longer would do the trick. It would be some- ates, I started a new company, St. Paul, than necessary and to subject clients to thing that a research manager could Minn.-based Rockwood Research Corp., additional costs. use as an example to show to higher which was immediately acquired by Another problem was the lack of management. The magazine would Farm Journal magazine. That employ- confidence in research departments also provide news of the industry and ment agreement only lasted until 1986

www.quirks.com July/August 2020 // Quirk’s Marketing Research Review 9 Tom and daughter Ann talking with students at Tom being appointed a vice president at Miller Publishing circa 1973. a school in Jamaica.

when I, at last, had the opportunity to fulfill my dream. hile I love this recap, it does not tell the whole story of who Tom Quirk is – and, by exten- A number of friends helped Wsion, who Quirk’s is. Although I had been with publishing The true Tom Quirk is found in what he did for others. companies I had never been responsible Nearly every employee Tom hired at Quirk’s had either little or no experience, including for putting out an issue. Fortunately myself. Tom was always willing to give someone a chance in life if he felt they were willing to work a number of friends helped through hard. He believed in on-the-job training and giving employees the freedom to create their roles, the first few issues including Emmet better themselves and, most importantly, forgiving them when mistakes were made. Hoffman, Dave Hahn, Keith Hunt and Tom would give freely of his time. He coached baseball and softball teams, was a Scout leader, Robert Truhlar. They provided the taught religion classes at our church and for a short while was a mentor for students at a high necessary expertise to help us produce school. a credible product. Money was simply not a motivator for Tom. He wanted a comfortable life for his family but The response from the market was needed nothing more. His true calling was to help those less fortunate, especially the children and beyond expectations. In those early families of Haiti. Every year, Tom would take a sizable portion of the company profits and donate years, as today, we were guided by the them to an organization in Haiti. Over the years, he supported a boys orphanage and helped build ideas that a publication – especially schools, clinics and housing. After his retirement, Tom donated his entire Social Security check to in the business-to-business realm – less-fortunate people in Haiti and the Caribbean. will only be successful if it: reaches The story that best summarizes my father is this: After many years of donating to Haiti, the an audience that can be identified organization asked him to come to Haiti to see the projects he helped build. My father reluctantly and quantified; provides unique and went. When he arrived, they had a big ceremony for him, which he didn’t like and was embar- needed editorial information; and has rassed by. He simply gave because he had the means and because it was the right thing to do. a potential advertising base to provide While we have said our goodbyes, we, as a company, will continue to be guided by the ethics, financial support. morals and example Tom laid before us. We will continue to work hard for the marketing research Just as essential, we’ve found over industry, care for one another and give generously. the past 25 years, are hard work, adapt- ability, strong customer service and a true respect for and enjoyment of the industry the magazine serves. As we celebrate this milestone, I, along with the entire Quirk’s staff, would like to thank the marketing If you’d like to help continue Tom’s good work, research industry for supporting our please consider a donation to the Marketing Research efforts with their time, their marketing Education Foundation’s Tom Quirk Memorial Fund: and advertising dollars and their atten- tion and enthusiasm. We truly could https://bit.ly/3cYDMIg not have succeeded without you.

10 Quirk’s Marketing Research Review // July/August 2020 www.quirks.com FOR MARKETING RESEARCH AND INSIGHTS PROFESSIONALS TheQuirksEvent.com

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••• online Quirk's Blog Free career resources Free Idea Bank aims to help businesses react to pandemic resent times have chal- https://bit.ly/3drlDUk Plenged the way we work. Quirk’s off ers several free career resources that we hope COVID-19: Information and will assist researchers across resources: Part 5 the industry looking to iden- https://bit.ly/2BhnKvO tify tools and take next steps.

• Search our job board: ARF releases creative research www.quirks.com/jobs. terms glossary https://bit.ly/2XlZocO • Read our latest post on Quirk’s Research Careers blog for career advice: www.quirks.com/articles/type/research-careers. Research Industry Voices • Join the discussion on our LinkedIn Group: www.linkedin.com/groups/1772348. Habits and values: thriving in • Add some clout to your CV by getting published in Quirk’s: the ‘new normal’ www.quirks.com/pages/write-for-quirks. https://bit.ly/3eFfZy8

• Seek free help with fi nding employment through Quirk’s Talent: Three tips for insights https://www.quirkstalent.com. communicators in a crisis https://bit.ly/2XIESlC

Preparing for an immediate, measured response https://bit.ly/3doka0Z // E-newsworthy Research Careers Blog

Diversity in media and Thriving at work despite the advertising – a balancing act pandemic quirks.com/articles/2020/20200526-1.aspx https://bit.ly/2ZYQWSv

Are you infl uencing the strategic Firing with compassion: Leading plan? employees through layoffs quirks.com/articles/2020/20200526-2.aspx https://bit.ly/2Xrm8sh

Predicting unexpected business opportunities: a Leading through the crisis: 4 three-step approach steps to take now quirks.com/articles/2020/20200526-3.aspx https://bit.ly/3dulnUU

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••• restaurant research Other patrons are biggest COVID-19 concern for diners ••• entertainment research survey conducted by Columbus, Ohio-based PR fi rm Inspire PR Group, with Amarketing research fi rm Illuminology, found that respondents were more For theatregoers, concerned about distancing themselves from other diners and possibly getting sick from them than they were about contracting COVID-19 from restaurant staff . the show may not From April 17-20, 2020, the fi rm surveyed 1,300 U.S. go on right away consumers and 500 ost theatregoers will not imme- Ohio consumers Mdiately return to theatres even about their eat- when they reopen, according to fi ndings ing habits and reported by American Theatre from an food purchas- online survey of 2,762 Washington, D.C.- ing trends area theatregoers conducted by Shugoll from both Research on April 8-9, 2020, about their before and willingness to return to theatres in the during aftermath of the coronavirus pandemic. the coro- Despite the regional specifi city of the navirus survey, the fi ndings may be signifi cant stay-at- for the U.S. theatre fi eld in general. home The survey found that around half orders and (49 percent) of those questioned say how they they will likely wait a few months be- expect them fore returning. Only 25 percent think to change they would attend right away. after those or- Health concerns are a bigger fac- ders are lifted. tor in the likelihood of respondents Thirty-seven returning to the theatre than economic percent said they factors. Almost half (46 percent) of would be extremely or those surveyed are worried about how very worried about getting sick returning to the theatre might impact from other customers if they ate a meal their health, and 42 percent of those inside a restaurant, whereas only 29 percent said they would be extremely or very surveyed are aware that a COVID-19 vac- worried about getting sick from employees if they ate a meal inside a restaurant. cine likely won’t yet be available when The survey predicts that restaurant traffic will decrease about 20 per- many theatres reopen. cent overall from before pre-COVID levels. Consumers were most concerned The existence of a vaccine was the about distancing from other customers: 68 percent of those surveyed said factor most likely to increase interest they wanted at least six feet between in returning to the theatre, with 67 tables; 59 percent said they wanted percent saying that would be decisive. restaurants to limit the amount of In addition, 56 percent said that the- people allowed inside; 52 percent said atres taking steps to clean and disin- they would like every employee to fect before each performance would wear a face mask. also help get them to consider return- www.quirks.com/articles/2020/20200701.aspx ing to the theatre sooner than later.

14 Quirk’s Marketing Research Review //July/August 2020 www.quirks.com We are Here, Ready to Assist

focus on the research. we’ll do the rest.

ATLANTA | BOSTON | CHICAGO-DOWNTOWN | CHICAGO-FLEX | CHICAGO-O’HARE | CHICAGO-SCHAUMBURG | DALLAS | DENVER FORT LEE, NJ | LA-ORANGE COUNTY | MINNEAPOLIS | NEW YORK CITY | PHOENIX | SAN FRANCISCO | SEATTLE | ANYWHERE US NATIONAL RECRUITING | GLOBAL FIELD MANAGEMENT | ONLINE RESEARCH Trade Talk By Joseph Rydholm, Quirk’s Editor Tom Quirk’s lasting legacy

s many of you may have read or While our offi ce furniture for years was Aheard, Tom Quirk, founder of a combination of used items, offi ce- Quirk’s Marketing Research Review, complex dumpster rescues (it always passed away in May at the age of amazed me what businesses threw away 87. I’ve written in this space before when they moved out of a building!) about my early years (“Trade Talk: and garage-sale fi nds, Tom understood 23 years and counting,” October 2011) the many effi ciencies that technology when the magazine celebrated its off ered and thus he invested early in ©Clare Pix Photography www.clarepix.com Joe Rydholm can be reached 25th anniversary. And, elsewhere in desktop publishing and other forms of at [email protected] this issue we are rerunning por- tech to maximize our productivity. tions of Tom’s 2011 article on the He also set an example by his work magazine’s origin story (he retired in ethic. Rather than coasting in and Tom believed in the value of market- 2002) along with some thoughts from out of the office, he was often the ing research and knew that the more his son Steve, our current president first one in and the last to leave each evidence of its effectiveness he could and publisher, so I’m not going to day. No task was beneath him. In the present in the magazine, the more cover that territory again. early years of creating and publish- others would be able to also see and But, as I have refl ected on Tom’s ing our annual directory of research argue for its value as well. Despite legacy in recent days, I keep coming companies, each summer we had to that aim, he knew that the content, back to his exemplary performance as collate thousands of listing forms and while frequently pro-research, had an entrepreneur and small business stuff them into envelopes, a process to be as substantive as possible. From owner. He had vision and dedica- Tom enthusiastically led. And when it the day I started as editor he instilled tion. He knew his market. He trusted came time a few weeks later to phone in me the need to steer clear of puff his employees. He was creative and all of the firms who hadn’t sent back pieces, as he called them, that were strategically nimble. He was honest their forms to update their listing in- more focused on promoting a research and placed a great deal of emphasis on formation, he always took the biggest company than on informing the audi- integrity. And he believed in giving stack of call sheets. ence of client-side researchers. back to help those less fortunate. He knew that many of the research Though not vindictive and certain- Like so many other small business companies that advertised with Quirk’s ly always very humble, I think he took owners, he started by seeing an oppor- were run by entrepreneurs like him great satisfaction in the magazine’s tunity in the market. Smart enough to and he wanted to help them get the success, after being met in the early know that he didn’t know everything, most from their marketing budgets so days with arrogance and skepticism he assembled a team of friends and he off ered advertising options with a from some industry leaders who felt advisors whose skill sets could help him range of price points. If people fell be- that his magazine would never suc- realize his vision and produce those hind on what they owed us, he worked ceed. He always joked, in fact, that one fi rst issues starting in 1986. out payment plans, mindful of the of the reasons he put his last name He was frugal but he wasn’t cheap. havoc cashfl ow problems can cause. on the magazine was that, if it didn’t But perhaps his greatest gift to survive after a few years of trying, he his fellow business owners – and the would at least have generated some marketing research industry as whole name recognition to help him secure – was producing a magazine that was his next job. He certainly earned that full of positive, useful and informa- name recognition but thankfully it www.quirks.com/articles/2020/20200702.aspx tive content about their profession. was for the opposite reason.

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

this leadership gap and help foster How can brands provide unity by finding shared values and leadership in polarized times? building common frameworks. Triadic Illumination is a spe- onths of sheltering in place. cialized online approach to qualita- MFear of contracting COVID-19. tive research developed for sensitive Anxiety over the uncertainty. issues where traditional methods These factors, by the end of often prove unproductive due to so- May, fueled heated debates over the cial dynamics, political correctness, reopening of America. Just a month soundbites and safe stereotypes. earlier most (54%) of Americans And it is proving highly effective in believed the pandemic was bring- the socially distant reality we are in ing us closer together. By May 21 during this pandemic. this had dropped to only 40% with The approach leverages a more another 40% saying it was driving personal experience of three-to-six- us further apart. person groups where two opposing The division was obvious views are equally represented along across the country, much of it with people who are unsure or unde- along political party lines. cided. Through a series of activities, Then tragedy unfolded in Min- we create an atmosphere of collab- neapolis on Memorial Day with the orative problem-solving for some of horrific death of George Floyd. The life’s most challenging issues. protests and social unrest that fol- The multi-day, online discussion Maury Giles lowed accelerated exposure of deep Partner is structured so that participants Heart + Mind societal divisions we’ve yet to fully present, react to and defend dif- [email protected] address as a people. fering points of view or stories and And these dynamics unfolded find where they are able to agree on the backdrop of another divisive or recognize merit in each other’s presidential election cycle, cynicism views; this becomes the foundation and eroding trust in institutions. of our resulting narrative. Multiple This division impacts far days with breaks give participants Brand leaders in today’s market more than politics and policy. It is time to reflect and refine their ar- will address, and even mend, soci- shaping how people interact and guments and point of view. etal divisions by taking a position engage with each other. And it is These sessions conclude with on the issues that truly matter. To most certainly influencing market participants summarizing points of do so, they must engage people with dynamics as well as attitudes and common ground between opposing opposing views and leverage civil behaviors toward brands. sides. The result? We provide the dialogue and empathy to find com- Navigating and mending this po- team with a clear framework and mon ground. Triadic Illumination is larized reality requires leadership. language for building and fostering an innovative method to facilitate It also requires innovative methods understanding and interactivity on this market need today. to genuinely engage people with di- divisive topics. verse points of view. Brands can fill

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/2020/20200755.aspx www.quirks.com July/August 2020 // Quirk’s Marketing Research Review 17 “I was quite happy with your panel’s capabilities – as well as appreciative of myCLEARopinion’s level of service, and degree of patience, when we ran into trouble in fi eld.” *B-to-B Market Research Manager

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with nearly a quarter (23%) revealing that they have treated themselves to higher-end or luxury beauty products while at home more. While cosmetic use has declined, skin and haircare products have seen an increase in usage during the lockdown period. Three-in-10 (29%) are using skincare products more and a quarter (25%) are using haircare products more. A fifth (20%) report that they’ve been following longer and more elaborate skincare routines during lockdown and over a quarter (28%) are using more face masks. Similarly, a fifth (20%) are using more hair treatments. So, how can beauty brands and salons adapt to the new market? Heavy cosmetic users are interested in signing up to membership schemes with their favorite beauty brands. ••• health and beauty research When asked how beauty brands and salons could engage with them dur- All made-up ing social distancing, the most popu- lar response (28%) was a membership COVID-19 is changing beauty routines service. Such schemes could include a monthly fee that can be put towards pinium surveyed Americans to ing less makeup, suggesting a poten- purchasing items and gives access Olearn about the changing nature tial longer-term impact on beauty to exclusive content in lockdown, as of beauty in society and look at how standards. However, not everyone well as access to exclusive items once beauty brands can adapt to survive appreciates the option to follow lower- restrictions are lifted. lockdown. The research revealed that maintenance beauty routines – a A third (34%) of Americans who a quarter of Americans (25%) are smaller number (28%) miss wearing typically get their hair colored at a wearing less color cosmetics (founda- cosmetics and a fifth (21%) say they salon are planning to or have already tion, blush, lipstick, eyeshadow) in don’t feel like themselves when not colored their own hair during the lockdown. Of those who are using wearing them. lockdown. As a result, there is a mar- makeup less often, over a third (35%) More than two-in-five Americans ket for DIY tutorials. Americans who feel relieved that they don’t have (44%) wearing cosmetics in lockdown would normally go to the hair salon to wear it anymore, while 39% are are doing so as a form of self-care are somewhat interested in watch- enjoying feeling like a more natural during a difficult time. Older cosmet- ing how-to videos for different hair version of themselves. Fifteen percent ics users (those aged 55 and older) are styles (17%). This percentage is higher of Americans expect to continue wear- more likely to be applying cosmetics among men (20% vs. 14% of women) during lockdown for this reason – 49% and young people (27%). Similarly, compared to 38% of younger Ameri- men are twice as likely as women to cans aged 18-34 years. express interest in personal consulta- Beauty products are also serving tions (17% vs. 9%) and video chat assis- as an affordable way for consumers to tance to guide them through cutting www.quirks.com/articles/2020/20200703.aspx “treat themselves” during lockdown, their hair at home (16% vs 8%).

24 Quirk’s Marketing Research Review //July/August 2020 www.quirks.com COVID-19 Insights Together, we can better understand, respond to and anticipate changes in global consumer trends, attitudes and behaviors in response to the ongoing COVID-19 pandemic.

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Learn more at dynata.com/covid-19-insights IN FOCUS // Survey Monitor

Fourteen percent of salon custom- regain that relationship with clients, can utilize online resources to book ers under lockdown would be inter- business owners and managers will appointments – a percentage that ested in buying vouchers for future need to put an emphasis on bolster- jumps to 81% for consumers between services, with this increasing to 18% of ing the quality of the services they ages 18-23 and 79% for consumers men and 18% of those aged 18-34. are providing. Sixty-two percent of between ages 24-39. The survey was conducted by Opinium consumers believe quality of service The research was conducted by OnePoll Research and polled 2,000 U.S. adults from is the most important trait when on behalf of DaySmart Software and April 9-15, 2020. identifying their go-to businesses. surveyed 2,000 U.S. consumers in February This is followed by cost (40%), conve- 2020. Respondents were adults who had vis- nience (32%) and reputation (32%). ited one of the following businesses at least Once the customer starts feeling once within the past year: hair salon, nail comfortable at their chosen busi- salon, spa, groomers, pet spa, pet services or nesses, more than half (51%) say that tattoo parlor. it takes 10 visits or fewer for them to consider themselves a regular. Employees play a vital role in garnering customer loyalty. Find- ings show that 67% of consumers are more likely to be loyal to a particular employee rather than the overall ••• shopper insights business. Further, 48% say they would follow an employee from a business How to make a they were a regular at if they moved to a new business. As employees prove ‘regular’ to be a small businesses’ biggest asset, owners will need to emphasize their Employees are key in earning, value by providing them with the resources needed to succeed. ••• customer experience keeping professional-service It is no surprise that the stakes customers are high when it comes to both qual- All in the journey ity of service and employee-customer aySmart Software wanted to interactions. Findings show that 60% Organizations with Dknow what consumers prioritize of consumers would never go to a when finding their go-to profession- business again if that business ruined journey-based approach al service providers – specifically in the service they went there for (e.g., have CX success the hair and nail, pet service (pet haircut, manicure, tattoo). Moreover, groomers, spas, kennels, daycares), 50% say they would never go back if n its 2020 State of Customer Jour- spa and tattoo industries. In Febru- an employee was rude to them and Iney Management and CX Measure- ary 2020 – prior to the escalation of more than three-quarters (77%) of ment report, Pointillist surveyed COVID-19 – DaySmart polled 2,000 consumers are less likely to visit a over 1,050 CX, analytics, customer U.S. consumers who had visited these business again after receiving bad care and marketing professionals types of businesses in the last year. customer service. Clearly, consumers from a variety of industries across The study revealed that consumers think a lot about who their go-to pro- the world to understand what makes place heavy emphasis on small busi- fessional service providers will be – some organizations more effective ness employees and personalized ser- and the choices are not taken lightly. than others at managing customer vice when choosing where to spend According to the survey findings, journeys, measuring outcomes and their money regularly. consumers are pickier when it comes improving experiences. Amidst the COVID-19 crisis, small to finding a hairdresser or barber According to a Pointillist article businesses across the U.S. have been who they are comfortable with than by Stephanie Ventura, respondents forced to close and – as much as pos- a doctor. They are also pickier when were categorized into three segments sible – operate remotely. As those choosing a pet kennel or daycare than based upon overall satisfaction with businesses reopen, they’ll need to be a babysitter or nanny. their organization’s CX performance creative and strategic to reengage Convenience plays a role as well; and outcomes of their investments. their customer bases and foster loy- 74% of respondents are more likely to Twenty-six percent of organizations alty amongst prospects. In order to continue visiting a business if they were categorized as “underperform-

26 Quirk’s Marketing Research Review //July/August 2020 www.quirks.com Survey Monitor // IN FOCUS

ers,” where respondents where not at tify the root cause of CX issues; and all or not so satisfied with their or- deliver relevant communications at ganizations’ overall CX performance the right time through the preferred and the outcomes of their CX invest- channel. ments. Forty-eight percent of orga- High performers are seven to nizations were “average performers,” eight times more likely than un- with respondents somewhat satisfied derperformers to be effective at with these functions and 26% were integrating data into a single view “high performers” – very or extreme- of the customer, analyzing customer ly satisfied with their organizations’ interactions across channels and en- overall CX performance and the out- gaging customers with personalized comes of their CX investments. cross-channel experiences. ••• small business So, what sets the high performers On average, underperformers strug- apart from the rest? High-perform- gle with siloed data more consistently Giving back ing organizations rely on a journey- than high performers. In fact, under- based approach to effectively manage performers are 3.6 times more likely Small businesses see ROI and measure CX and maximize busi- than high performers to lack access ness results. to cross-channel journey data. Data is in (re)investing in their Over 95% of organizations have ad- inaccessible or siloed by business func- communities opted a journey-based approach to CX tion, which impedes their ability to and 79% of respondents say a journey- build a unifi ed customer view. ccording to seedership’s Spring based strategy is critical to the overall High performers are more likely to Ainto Kindness Small Business success of their business. Over 50% of have access to journey data and use it Study, small businesses view what companies also have a role or team to drive CX programs and initiatives. they give back to their communities dedicated to journey management or Nearly one-in-three high-performing as an investment (60%) and important journey analytics. High-performing CX organizations say their cross- to their business’ growth (70%), but teams are more likely to use this ap- channel customer data is accessible, underestimate the full value of their proach than underperforming teams, integrated into a unified view of the donations and the competitive advan- as 92% believe it is very or extremely customer and an integral driver of tage they could gain. important to their overall success. CX programs and initiatives, while Nearly all (99%) of small busi- The majority of high performers only about 3% of underperformers nesses gave back to their communities (70%) have a role or team dedicated can say the same. They are also seven within the past year and 93% have to journey management, compared to times more likely than underperform- plans to also give in 2020. Addition- 31% of underperformers. ers to be very or extremely satisfied ally, more than two-thirds (70%) gave Leading organizations are le- with their ability to rapidly generate consistently throughout the year, veraging a journey-based approach insights they can act on. Almost half with 87% asked to donate at least once in a wide variety of ways to better (49.7%) of underperformers cannot a month. Most (97%) prefer to give to acquire, serve and retain custom- access data or say that it is siloed local causes and nonprofi ts. ers. However, high performers adopt within channels. For the majority of small busi- a journey management approach Top performers are much more nesses (60%), giving is considered an to measure and improve CX and likely to connect behavioral data investment in their business versus business results more broadly than across three or more channels. Effec- a trade-off or expense, with 70% stat- underperformers. tive data integration supports their ing community giving is important On average, high-performing ability to rapidly analyze journey to their growth. Sixty-nine percent teams apply this approach to 6.4 data, generate insights and orches- stated that their primary return different areas of CX, compared to trate actions to improve customer on investment from giving is their underperformers who apply this experiences. In fact, high perform- personal satisfaction from support- approach in 4.6 different ways. Over ers are 9.7 times more likely than ing their communities, followed by half of all top performers use a jour- underperformers to be able to connect 68% measuring ROI by the ability to ney-based approach to identify and customer data in each channel with create a benefi t in their communities. prioritize opportunities to improve three or more other channels. Three-quarters (75%) want to increase CX; understand customer goals, needs The research was conducted by Pointil- their community giving, while ap- and preferences; improve product or list and surveyed 1,050 CX, analytics and proximately half cite that the lack service design and delivery; personal- marketing professionals. of available fi nances (50%) and time ize cross-channel engagement; iden- (46%) prevents them from doing so. www.quirks.com July/August 2020 // Quirk’s Marketing Research Review 27 The small businesses surveyed give crisis hit. Further, 29% reported they technology issues or a lack of technol- back to their communities in multiple were never able to make contact over ogy and tools as the primary impedi- ways, with money being the primary the phone. Eighty-nine percent of the ments. Technology shortcomings have (75%) method, followed by volunteer- group reporting long hold times faced become clearly visible with the crisis, ing their time (62%), items gathered waits of over an hour, with 15% report- with 78% of technology decision- in collection drives (58%) and in-kind ing waits of over two hours. makers agreeing that their company’s donations (35%). While almost all (95%) More than half (51%) of respon- use of technology will change in the track their community giving, most dents said COVID-19 changed how they future as a result of COVID-19. Addi- track the monetary value of what they will think about ways to communicate tionally, 74% of HR decision-makers give – either as money donated (73%) or with companies in the future. Just 37% anticipate their company’s work-from- money raised (30%) – leaving a hazier of consumers said that the companies home policies will also change as a picture around other giving compo- they were unable to reach provided a result of the pandemic. nents, such as time and items. Three- chat or messaging option. Almost half The research was conducted by LivePer- quarters stated that they could promote of respondents worldwide (45%) say son and surveyed 5,510 adults in the U.S., their community giving more eff ec- the implementation of messaging and U.K., France, Germany, Australia and Israel tively, citing that the most common chat would have helped answer their in April 2020. methods they utilize to drive awareness questions and reduce their anxiety. of their eff orts are word of mouth (69%) It was critical for consumers to and Facebook (67%). reach businesses essential to their The researched was conducted by Drive lives during COVID-19, yet many Research on behalf of seedership and surveyed respondents found industries to be 403 small businesses in the U.S. “not accessible” or “not helpful.” Health and medical-related companies were most important for consumers to fi rst contact as the implications of COVID-19 garnered awareness in the news or through other channels. No industry cited in the survey – re- tail, fi nancial institutions, medical/ ••• lifestyle research health/insurance, travel/hospitality – was deemed “very easy” to reach, with BBQing is hot 7% being the highest response. The alcohol, cannabis and pet industries U.S. consumers look forward were considered the “most accessible,” to grilling ••• customer service with women edging men in this senti- ment by 16% and 6%, respectively. The ith consumers home now more Hold, please alcohol, cannabis and pet industries Wthan ever, research by the were also deemed the “most helpful,” Hearth, Patio & Barbecue Associa- COVID-19 tests customer and potentially showing a connection be- tion suggests that our increased home employee care tween how quickly a brand responds cooking will expand to the backyard at and how helpful that response is near-record levels. n its research report The Impact perceived to be by the customer. The survey was fielded before the Iof COVID-19 on Customer Care Re- Some overlap might exist in the COVID-19 outbreak and at the time, sponse and Remote Work, LivePerson way the COVID-19 crisis stressed cus- 37% of grill owners were looking examined various aspects of con- tomer care and the way in which em- to purchase a new grill in the near sumer sentiment around how brands ployers implemented remote working. future. This number may yet hold up responded to the COVID-19 pandemic Eighty-seven percent of respondents with the opening of businesses again. and how employers implemented reported feeling just as productive or Almost two-thirds (64%) of U.S. adults remote working. more productive while working from own a grill or smoker. More than Sixty-eight percent of consum- home and would like to see work-from- seven-in-10 (72%) Canadian adults ers reported feeling frustrated over home-friendly policies implemented at own a grill or smoker. their inability to reach a company their jobs. In fact, 74% would like their Sixty-eight percent of American when needed, with 20% saying some company to allow greater fl exibility to grill owners plan to cook out on the brands they tried to contact were work from home even after shelter-in- Fourth of July. The next most popular completely unreachable. place policies expire. However, not all grilling days are Memorial Day (56%), Worldwide, long hold times on the employers are willing to implement Labor Day (56%), Father’s Day (42%) phone (experienced by 76% of respon- remote work policies going forward, and Mother’s Day (29%). Year-round dents) were identifi ed as the primary and 66% of respondents who said their grilling also remains highly popular, challenge preventing consumers from employers weren’t prepared to assist with 75% of grill-owners saying that getting in touch with brands as the in working from home situations cited they grill in the winter. Twenty-three

28 Quirk’s Marketing Research Review //July/August 2020 www.quirks.com percent grill on Super Bowl Sunday, a third of leisure travelers. In fact, plan to camp closer to home than as well as 13% on Thanksgiving and nearly half of leisure travelers who they did before COVID-19. Many 9% on New Year’s Day. In addition to camp say they will replace one of their campers (68%) also say they are more holidays, owners over the past year cancelled or postponed trips with a willing to travel to less-popular loca- cooked out for a birthday party (45%), camping trip (47%). Travelers who tions in order to avoid overcrowding during a camping trip (19%), while don’t camp say they will replace a can- in places such as national parks or on vacation (17%) and tailgating at a celled or postponed trip with a road national monuments. sporting event (10%). trip or a hotel/resort trip (34% each). Campers are now more likely to Gas remains the most popular Among all leisure travelers, prior to consider different types of camping fuel, with 61% of grill owners using the pandemic, camping accounted for experiences and accommodations. In propane, followed by charcoal (49%), 11% of all trips while post COVID-19, fact, four in 10 campers say they are which has increased slightly since 2017 camping is likely to account for 16%. interested in becoming a full-time (45%). Ten percent of owners have an When asked how long it will be RVer, trying glamping or trying a electric grill, 9% have a natural gas before they go camping after restric- backcountry experience. Not surpris- grill and 3% have a wood pellet grill. tions in their area are lifted, 21% of ingly, prospective campers are less Why do people grill? Sixty-eight campers said they felt safe camping at certain which type of experience percent of owners do it for the flavor, the time of the survey, while the ma- they are interested in trying, though followed by lifestyle (45%), conve- jority (54%) said they’d feel comfort- nearly one-in-three are interested in nience (33%), entertainment (32%) able within one-to-two months. trying glamping. and hobby (19%). Grill purchasers However, not all campers are con- Campers and prospective campers continue to prefer choosing a grill fi dent in their ability to get back into say they are also now more likely to in person, with 83% of grills pur- the outdoors, citing work status (33%) consider diff erent types of accommo- chased in-store but only 15% online. and fi nances (26%) as top barriers to dations, compared to pre-COVID-19: One-in-10 grillers have a full outdoor their ability to camp, or camp more, Nearly half of current tent camp- kitchen and 56% of these individuals once restrictions are lifted. Those ers and one-in-three prospective use that kitchen at least once a week. looking to camp have many reasons to campers are now more likely to try a The HPBA State of the Barbecue Industry go, though, with the top reasons being full-service cabin with a bathroom. Report was conducted by Rockbridge Associ- that campers are wanting to spend About half of people who currently ates Inc. in August 2019 with a panel of grill- time outdoors after staying home for camp in cabins or tents, and a quarter ers who were at least 18. so long (46%); camping is an aff ordable of prospective campers, are now more way to travel (41%); and it’s easier to likely to consider RVing. Nearly half of practice social distancing, compared to people who currently camp in cabins other types of travel (37%). or tents and 23% of prospective camp- There has been an infl ux of new, ers are now more likely to consider a younger campers to the market in glamping type of accommodation. Half recent years, a trend tracked annu- of current cabin campers say they are ally by KOA’s North American Camping more likely to consider tent camping. Report, and COVID-19 could acceler- With concerns over the safety of ate the rate of adoption among young communal facilities spiking from CO- people trying camping. The highest VID-19, having a private bathroom in a level of interest among prospective cabin or RV is now very important to new campers is among Gen Z (44%) campers (63% of current campers and ••• travel research and millennials (45%). Prospec- 44% of prospective campers). About tive campers say if they were to try half of campers and prospective camp- The outdoors are in camping, they are most interested in ers say the availability of private bath- a cabin (41%); in fact, roughly, 36% rooms in a cabin or RV will infl uence Camping is likely re-entry specifi cally cited a full-service cabin where they stay. In fact, more than point after restrictions lift with a bathroom. Preference for try- half of campers (52%) say that they ing a cabin is followed by a tent (21%) are now either somewhat (29%) or he COVID-19 edition of the North and an RV (19%). Campers say they are very likely (23%) to consider purchas- TAmerican Camping report reveals likely going to camp with fewer people ing an RV. Interest is highest among that camping is well-positioned to compared to last year with 31% plan- Gen X (41%) and Millennials (33%). rebound from the eff ects of COVID-19 ning to camp with two people (com- Cleanliness of accommodations at earlier than other types of travel. Of pared to 25% in 2019) and 36% plan- hotels or resorts is the primary factor those that made camping plans for ning to camp with three to fi ve people driving this interest, as campers want 2020, 41% still plan to take their trips, (compared to 41% last year). These to avoid communal facilities. while 22% of respondents said they results suggest that those who stayed The study was conducted by Cairn Con- cancelled and 13% say they postponed in groups of three-to-fi ve in 2019 plan sulting Group on behalf of Kampgrounds of their plans. Camping and road trips to decrease their group size. America and surveyed 4,000 American and will likely be the re-entry point for A full 70% of campers say they 500 Canadian households. www.quirks.com July/August 2020 // Quirk’s Marketing Research Review 29 Nominations now open! You

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Nominations close July . of marketing research! // data use Assessing a brand funnel using comparative discriminant analysis | By Michael Lieberman

snapshot raditional brand funnels assess found to be particularly effective is to lay Tconsumers’ brand awareness, consideration, out a road map to guide customers down the Michael purchase, repeat purchases or favorite brand brand funnel. It is not predicated on one plan and loyalty. Their name comes from their na- to move them in one fell swoop but rather in- Lieberman uses ture – as the total number of consumers enter dividual guides to move them down one step a steakhouse a brand funnel, the size of the pool of consum- at a time. The method I use is called compara- ers narrows as they progress through it. tive discriminant analysis and this article case study to The goal of most brand funnels is to will give a simple, step-by-step template using illustrate how to describe the different stages of a customer’s a fictional casual-dining restaurant, Texas relationship with a brand. Here is a fairly Grill Steakhouse, as a case study. use results from a typical brand funnel: quarterly tracker Awareness: Potential customers have heard Case study: Texas Grill about or come in contact with a brand. Texas Grill is a national chain of steak-featured to improve brand Consideration: A potential customer devel- entrees that can found in many malls and relationships. ops a deeper relationship with a brand and shopping centers across the United States. Tex- seeks more information about it. as Grill competes for dining dollars with other Purchase: The prospect now becomes a cus- major casual-dining chains such as Applebee’s, tomer trialing a product of the brand. Olive Garden, Chili’s, Red Lobster, Hooters, Repeat purchase or favorite: The customer LongHorn Steakhouse and TGI Fridays. likes the brand or product and decides to pur- Figure 1 is an example of a Texas Grill cus- chase the brand again. tomer pyramid. Customers are placed into each Loyalty: The customer only purchases that category by a segmentation back-classifi cation specifi c brand. If the brand is unavailable at a screener. The study is conducted quarterly and, store they will seek it out elsewhere. thus, each level of the pyramid is populated. Within the framework of the brand The quarterly report produces a research funnel model initial research is to segment deck that follows a planned measure of met- customers into a funnel, then research the rics and analysis of key drivers, Texas Grill best methods to move customers down the brand equity, social media analysis, pricing brand funnel. I have worked on these sorts of and measurement of menu item purchase. projects for 20 years in industries as variable This quarter, though, the management at as CPG, pharmaceuticals, electronics and the Texas Grill corporate headquarters would like food-service industry and one technique I’ve to know how to move Texas Grill customers down their brand funnel. That is, from aware to consider, from consider to purchase, etc. www.quirks.com/articles/2020/20200704.aspxww Most importantly, from repeat to promoter. Discriminant analysis is an a priori

32 Quirk’s Marketing Research Review //July/August 2020 www.quirks.com data use //

four brand arrays. For Texas Grill, we are going to look at the following restaurant survey sections to determine how to move down the brand funnel: primary reasons for visiting Texas Grill; favorite Texas Grill menu items; rating the Texas Grill dining experi- ence; negative statement about Texas Grill – brand barriers. On the Texas Grill quarterly track- er, Texas Grill asks respondents 21 primary reasons they visit Texas Grill and other casual-dining restaurants. Let’s say that Texas Grill has 30 main items on its menu. Respondents are then asked to rate Texas Grill on 15 dining experience questions. Finally, respondents are asked if any of a list of 14 negative statements apply to their last Texas Grill visit. statistical technique – that is, the are Texas Grill consider (700) are Table 2 shows how, for each groups or dependent variables are included in the analysis. Texas Grill item, performance rating and bar- predefined. The first requirement, diners = 1 (500), non-Texas Grill diners rier we are creating a new variable. then, is the groups. You need to have = 0 (200). And so on down the pyra- These variables are coded 1/0. If a the groups defined. Multiple discrimi- mid. Given that we have fi ve levels respondent ordered an item, that nant analysis, from which discrimi- of pyramid, we are looking at four item variable gets a 1, if not, a 0. If a nant maps are drawn, is a case where separate discriminant analyses. respondent agrees with a statement you have membership from more What gives the comparative dis- about Texas Grill, the variable gets a than one group to define. criminant analysis such power is its 1, otherwise a 0. If a barrier, a 0, oth- Characteristics of the grouping ability to use many parts of the survey erwise a 1. The variables created are variable are simple. They are distinct, to determine what motivates custom- summarized in the table. mutually exclusive and exhaustive. ers to move down the brand funnel. There are four categories shown in In the case of Texas Grill, we are look- And for each level, we are looking at, the table. Thus we run four discrimi- ing within each level of the pyramid essentially, a new analysis. This is nant analyses for each level of the to define membership. a roadmap that gives not one set of brand funnel – that is, we are run- The target, or dependent variables, directions but, in our case, four. ning 16 analyses in total. are constructed like this. For the fi rst It is not unusual to use six or This technique is labeled a discriminant level, we begin with the seven diff erent sections of the survey comparative discriminant analysis aware category. All respondents in the in a roadmap analysis. However, to because we run the same analysis for survey have to be aware of Texas Grill, illustrate things we will simplify our all levels of the brand funnel. The one so the sample size in the fi rst category analysis for Texas Grill and keep it to aspect that changes is the dependent is 1,000. However, as we move down the funnel, the sample size of the Table 1 analysis shrinks to those customers Base Size Aware Non-Diner Texas Grill who are in the next level. Consider Table 1 illustrates the depen- Level 1 1,000 300 700 dent variables and their respective Base Size Texas Grill Texas Grill Diner sample sizes. Consider As we can see, the base sizes shrink Level 2 700 200 500 as we descend the pyramid. In the fi rst level, those who are aware, but Base Size Texas Grill Diner TG Regular not “Texas Grill consider” are coded a Level 3 500 100 400 0. Those who are “Texas Grill consider” Base Size TG Regular Promoter are coded a 1. In the next level, only those who Level 4 400 250 150 www.quirks.com July/August 2020 // Quirk’s Marketing Research Review 33 Table 2 variable as you work down the funnel. In this way, we are able to say which Number of Items/ Number of Attributes Variables items, which performance and which barriers drive the respondent from Primary Reasons for Visiting Texas Grill 21 21 one level to the next. We are, in eff ect, Favorite Texas Grill Menu Items 30 30 creating a roadmap. Rating the Texas Grill Dining Experience 15 15 To display the output for each level Negative Statement about Texas Grill – Brand Barriers 14 14 of the analysis would take up too much room. Table 3 is an example of Table 3 how the discriminant analysis statis- tical output might look. Outstanding Texas Grill Restaurant Ratings The simple interpretation of this TG Promoter=1, TG Regular=0 Discriminant Coeffi cients table is that the top four attributes The food is served hot and fresh 0.47 are discriminators between custom- The barbecue/steak was tasty and fl avorful 0.31 ers who are promoters of Texas Grill I was served promptly 0.31 and those who are merely TG regulars. While the output of this chart may The food is a good value for the dollar 0.28 seem self-evident, it shows that an The service is excellent 0.17 emphasis on prompt service and value The quality of food is excellent 0.16 can turn a regular diner into a word- The menu has a good variety of items 0.14 of-mouth promoter of the restaurant. The final step in this analysis Employees are friendly and courteous 0.13 is to summarize the discriminators My food order was correct and complete 0.12 across the four survey areas we used I was warmly greeted at the door by the hostess 0.12 in the comparative discriminant I enjoyed the complimentary corn bread 0.11 analyses. We are showing, in Table 4, the discriminators between TG I enjoyed the supervised garage and playground for kids 0.09 promoters and TG repeaters. Availability of sauces, utensils, napkins, etc., was good 0.07 From this summarized table we The side dishes complemented the entrée 0.03 know dining expectations, menu The manager personally thanked me 0.03 items, restaurant attributes and pos- sible barriers to guide diners to the next level of Texas Grill brand funnel. Table 4 Remember, with this analysis we Primary reasons for visiting Texas Grill produce four of these summary tables, A casual and relaxed dining-out experience one for each path of the brand funnel. A satisfying meal and side dishes Remain relevant A big meat-loving restaurant Comparative discriminant analysis is one of several useful, agile methods Favorite Texas Grill Menu Items that have been around since the Slow-Smoked Texas Brisket invention of mathematics yet remain relevant options for today’s branding Texas Grill Texas-Sized Sirloin strategy needs. Marketers have access TG Spicy Ribs to more and more data but in order to mine actionable data insights, like Outanding Texas Grill Attributes how to move diners through a brand funnel, they can rely on researchers The food is served hot and fresh and data strategists who are skilled The barbecue/steak was tasty and fl avorful in applying the right tools to guide I was served promptly their clients. The food is a good value for the dollar Michael Lieberman is founder and president of Multivariate Solutions, a Possible Barriers to Funnel Promotion statistical and marketing research consulting company based in New They don’t have enough healthy menu options York. He can be reached at michael@ They don’t have any appealing promotions mvsolution.com. It is not family-friendly Quirk’s Watch List Adventures in internet video Melanie Courtright of Insights Association Melanie Courtright, CEO, Insights Association, discusses the changes caused by the COVID-19 crisis and the important role data has in helping us all move forward. • https://bit.ly/3fF1nzA

OTHER RECENT GUESTS...

Cathy Wray of MassMutual Cathy Wray, director of client lab at MassMutual, chats about the work she is doing around financial wellness and how ••• QUIRK’S WEBINARS financial services is evolving – both in general and now during a global crisis. What Global Consumer Trends Can Tell Us • https://bit.ly/3eqXj5P About The ‘New Normal’ Dynata’s Jackie Lorch looks at how global consumer attitudes and behaviors have evolved in response to the Susan Fader COVID-19 pandemic and shaped the “new normal.” of Fader and • https://bit.ly/2ClMrYD Associates Susan Fader of Fader Now, Next, Future … Navigating Your and Associates shares Business To A New Normal why scheduled Zoom Ignite360 and delineate share insights and meetings and passive recommendations from their integrated qual/quant entertainment are longitudinal U.S.-based study of consumers. not providing true • https://bit.ly/3fzx6Sz social interaction and explains how social intimacy can be found through small online gatherings. ‘Better For You’ Foods: Digesting the Latest • https://bit.ly/2YfF6T4 Consumer Trend GutCheck explores findings from its survey of 7,000 consumers to gain a better understanding of their Mark Bentley of Molson Coors perceptions and behavior regarding healthy food and Mark Bentley, on-trade category controller, Molson Coors, beverage choices. discusses the industry’s plans regarding trade, reopening • https://bit.ly/3fAOG8H and the steps to doing so safely and successfully and why consumer confidence is going to be so important. Using Online Qualitative to Navigate • https://bit.ly/2NawtCI Changing Consumer Needs Digsite CEO Monika Wingate discusses the unique challenges of conducting qualitative during COVID-19 and gives recommendations on dos and don’ts for doing research during the pandemic. • https://bit.ly/3fGuRNr 21 Top Consumer Research Companies SPECIAL ADVERTISING SECTION

••• special advertising section 21 TOP CONSUMER RESEARCH COMPANIES

Consumers are constantly changing, and as the world changes in response to the pandemic, this becomes especially apparent. As brands continue to try to reach their consumers, companies that specialize in consumer research are well-positioned to help them develop the best strategy to do so.

The following companies employ a wide array of techniques to reach target audiences. From online surveys and telephone interviews to in-home usage testing and focus groups, these The Analyst Agency Founded 2011 companies are equipped with both qualitative and quantitative Steven Czyrny, President methodologies to meet your research needs.

The Analyst Agency is an operations and strategic consult- ing firm that pro- vides comprehen- sive qualitative and quantitative market research, business analy- sis and technology advisory services. Our expertise is unique in that we can not only help with complex consumer and business intelligence, but also quirks.com/articles/2020/20200733.aspx give you the resources to enhance your operations after discovery. The Analyst

36 Quirk’s Marketing Research Review //July/August 2020 www.quirks.com 21 Top Consumer Research Companies SPECIAL ADVERTISING SECTION

Branded Research Inc. Founded 2012 | 35 employees Matt Gaffney, CEO

Reliable insights re- quire reliable data. Branded Research offers on-demand audience solutions Agency has worked with advertising high-touch service and 20 years’ experi- to enterprises agencies, business-to-business enter- ence, we go beyond the numbers to find across the globe prises, financial institutions, health the story behind the data. Leveraging – all intelligently care companies, real estate developers, quantitative, qualitative and sensory powered by AI and law firms and more to help with their techniques, Blueberry’s research il- a UX-driven community. Through these market research needs and beyond. luminates your product’s landscape, customized solutions, we help global Phone 1-716-771-0620 uncovering the true motivators behind brands and agencies connect with www.TheAnalystAgency.com consumer choices, so you can build the their audiences in real time to gather best products. We’re innovative. We’re unique consumer insights via exclusive agile. We’re storytellers. But above access to Branded Surveys, our propri- all, we’re darn good researchers! Our etary online community. Our panelists insights help you delight your consum- are members of a vibrant community ers, guide your innovation pipeline and whose collective opinions and insights bring clarity to your marketing and are qualified through willing natural product development efforts. It’s clar- interaction and powerful social engage- ity to inspire action. ment. These insights then give clients Phone 1-267-954-0440 the power to make informed, profit- Blueberry www.blue-berry.com driving decisions about their products Founded 2001 | 30 employees Lisa McGurk, Vice President and services. Phone 1-888-848-2525 gobranded.com A full-service mar- keting research consultancy, Blueberry com- bines expertise in sensory, product and marketing research. With fresh perspectives,

www.quirks.com July/August 2020 // Quirk’s Marketing Research Review 37 21 Top Consumer Research Companies SPECIAL ADVERTISING SECTION

CarterJMRN K.K. Creative Consumer Japan Market Resource Research Network Founded 1976 | 13 full-time; 70 part-time (83) Curion employees Founded 2017 | 108 employees Founded 1989 | 80 employees Patricia Pratt, CEO Sean Bisceglia, CEO Dominic Carter, CEO

With offices in Creative Consumer Tokyo, Osaka and Research (CCR) is Singapore, since the most re- 1989 CarterJMRN spected market has helped major research and international consumer insights brands across a firm, providing wide range of accurate and ac- industries (i.e., tionable data for Curion provides world-class insights. food and bever- better business decisions. Using proven From quantitative to qualitative age, skin care, insurance, payment techniques, we work with a variety of research, we apply proven industry- systems, destination tourism, airlines, industries including B2B, health care, leading, innovative methods to service automobiles, health care and medical, consumer goods and more. If your over 65% of Global 100 companies. gaming and entertainment). With deep business requires bilingual research, A full-service product and sensory roots in specialist qualitative work, we we proudly staff a team of experi- insights firm, we work with clients lay the foundation for more detailed enced market researchers fluent in to determine not only what products marketing activities in Japan with spoken and written English, Spanish, consumers prefer, but why they are immersive qualitative and quantita- Vietnamese, Chinese, Farsi and more. liked and how to make optimizations. tive research approaches (i.e., cultural Whether your focus is on the United Clients mitigate risk of marketplace analysis, semiotics, desk research, States or abroad, CCR can program and failure by ensuring only quality depth interviews, ethnography, focus host your surveys online, whether products are introduced, providing groups and quantitative survey meth- you need pre-screeners or even a repeatable delight for consumers. ods). We are your guide to unmasking combination of telephone and web We accomplish this with our expert the needs, desires and opinions of interviewing. Our resources allow us employees, sensory processes, fully- Japanese consumers and helping you to thoroughly conduct studies quickly equipped facilities and data insights. translate those into action. Please con- and inexpensively – no matter what In 2019 alone, we tested 105,000 con- tact us at d.howard@the-carter-group. the size. Maximize your business with sumers across San Francisco, Chicago, com to learn more! the CCR market research and consumer Dallas and New York. The result of a Phone +81-3-6434-0520 (Offi ce, Japan); insights team. merger between Q Research Solutions +1-512-913-8151 (Debbie Howard, U.S.) Phone 1-281-240-9646 and Tragon Corp., Curion pioneered www.carterjmrn.com www.ccrsurveys.com many sensory methodologies consid- ered industry standards today, includ- ing Quantitative Descriptive Analysis (QDA)® and Partnership Solutions™. Phone 1-224-632-1919 curioninsights.com

38 Quirk’s Marketing Research Review //July/August 2020 www.quirks.com 21 Top Consumer Research Companies SPECIAL ADVERTISING SECTION

Global Survey Founded 2007 | 25 employees Mayank Bhanushali, Founder and Managing Director Frieden Qualitative Services Global Survey, as our name suggests, Founded 1984 is one of the global Gary Frieden, CEO Full Circle Research leaders in using Founded 2013 | 12 employees digital data col- Years of exper- Adam Weinstein and Nathan Lynch, Co-CEOs lection to power tise conduct- analytics and ing safe online insights. We pro- (webcam) and STRATIFICATION IS A vide data-driven telephone quali- FANCY WAY OF SAYING decision-making tative studies (as THAT WE KNOW for clients who listen to and inter- well as in-person WHAT WE’RE DOING. act with the world’s consumers and after the “all KƵƌŝŶĚƵƐƚƌLJǀĞƚƐĂƌĞƌĞĂĚLJƚŽĮĞůĚLJŽƵƌƉƌŽũĞĐƚƚŚĞƌŝŐŚƚǁĂLJ͘ business professionals through Global clear”)! Why Survey online panels, as well as mobile, digital and social media technologies. does one advertising campaign succeed Seriously pure online sample. over another? Why doesn’t a particular We apply the breadth of over 88 online execution convey your message? How Twice-named on Inc. 5000’s list of consumer panels and communities can it be improved? How can your audi- Fastest-Growing Companies in America across 70 countries to your market ence better relate? We go after these (2017, 2019), Full Circle Research was research studies. And we’re dedicated questions (and more) and get you the the first and only U.S.-based, online to continually fine-tuning our panel answers! We know advertising. Gary consumer sample provider to earn ISO network to ensure quality and growth Frieden, Ph.D., has been conducting 26362 certification, is currently ISO as your research needs change over superlative advertising research for 20252-certified and remains the only time. Global Survey works with many over two decades. After presenting his company to offer HoNoR (Holistic Next- of the world’s leading market research special techniques at a major confer- level Research™). This enhanced survey agencies, media agencies and corpora- ence, Gary heard that he “woke up experience is unprecedented and auto- tions. the convention!” Frieden’s work is mated – a marriage of advanced tech- Phone +91-740322-0322 dynamic in scope. His combination of nology, flexible community strategies www.globalsurvey.gs psychology and marketing research and industry-leading quality controls provides you the nuggets you’re seek- that gives business decision makers ing. His methods are incisive, thereby immediate access to the purest data producing the underlying motivational in the industry. Full Circle’s foresight, responses you need. Let’s chat! agility and commitment to innovation Phone 1-818-789-6894 translate into a uniquely proactive, www.garyfrieden.com consultative experience. To learn more, visit iLoveFullCircle.com. Phone 1-301-762-1972 iLoveFullCircle.com

www.quirks.com July/August 2020 // Quirk’s Marketing Research Review 39 21 Top Consumer Research Companies SPECIAL ADVERTISING SECTION

InnovateMR Founded 2014 | 110 employees Lisa Wilding-Brown, Chief Research Offi cer Issues & Answers Ironwood Insights Network Inc. InnovateMR Group LLC Founded 1988 | 500+ employees Carla Lindemann, COO offers a trailblaz- Founded 2017 | 40 employees; 5 call centers ing collection of Brad Larson, Founder and CEO sampling tools Issues & Answers and technical Network Inc. is Ironwood Insights solutions, elevat- an independent Group leads the ing insights and global market- market research empowering ing research industry for con- researchers to firm providing sumer research by deliver Faster everything from ™ offering a seamless Answers . Our experienced managed survey and sam- integration of all services team is ready to apply out- pling design and research methodol- of-the-box creative thinking for your data collection ogies into one point B2B or consumer sampling projects. (300 CATI stations in four U.S. call cen- of service. We assist We’ll ensure your project is delivered ters and 65 CATI stations in Europe) to corporate researchers, marketers, mar- on-scope with the highest level of data project management and data analysis. keting research firms and consultants quality. Ready to hit the trail solo? Our Our international network of reliable with high-quality data collection and DIY sampling platform features an in- alliance partners extends our research analytic services. Our platforms use the tuitive interface to estimate feasibility capabilities to Africa, Asia, Central latest technology with cloud-based serv- and target precise audiences. Launch America, South America, Western ers and panel integration for increased and monitor field progress all from one Europe, Eastern Europe, the Pacific Rim production, quality and security. We easy-to-use control center. InnovateMR and the Middle East. We also conduct maintain strict security and confidenti- offers exceptional service and cutting- online research as well as direct mail ality controls. Services include consul- edge technology, providing a unique studies. We are the only focus group tation, questionnaire design, sample and efficient approach to sampling. facility in the Virginia Beach area and sourcing, survey fielding, data process- Phone 1-888-229-6664 we have two RIVA-trained on-staff mod- ing, analytics and reporting. Qualitative www.InnovateMR.com erators for all your qualitative research methodologies include traditional and needs. A snapshot of industries in- online focus groups, bulletin boards and cludes agriculture, alcoholic beverages, in-depth interviews. Quantitative meth- consumer durables, consumer packaged odologies include CATI/CAWI, online goods, financial services, insurance, surveys and face-to-face interviewing, pharmaceutical and travel/hospitality. with international reach through vetted partners. We are dedicated to providing Phone 1-757-456-1100 www.issans.com our clients with the best research solu- tions at reasonable rates. Call or e-mail today for “Insights that provide clarity and drive action.” Phone 1-801-569-0107 www.ironwoodinsights.com

40 Quirk’s Marketing Research Review //July/August 2020 www.quirks.com 21 Top Consumer Research Companies SPECIAL ADVERTISING SECTION

Just The Facts Inc. Founded 1994 Krämer Marktforschung Bruce Tincknell, Managing Director GmbH Founded 1986 | 53 employees Karchner Marketing Markus Albrecht, CEO Research LLC Founded 2014 Helen Karchner, CEO and Co-Founder Krämer Marktforschung GmbH is one of the Just The Facts Inc. has 30 years of The Karchner leading European strategic consumer products qual and Marketing field service insti- quant experience (using extensive Research con- tutes in qualitative online capabilities). JTF Research sultancy offers and quantitative works closely with clients to develop artisan research market research the optimal methodology to achieve de- and recruiting since 1986. We sired client results (e.g., its objectives, across general implement all rel- what’s driving the need to conduct it, market and health evant survey methods for your consum- outcomes sought, how findings will care industries. er surveys with our own interviewer guide decisions and much more). If Many companies and organizations field and recruiting staff and our own your current research supplier doesn’t engage KMR in their consumer and studio facilities in Frankfurt, Munich, understand the critical nuances of your patient research to satisfy unmet busi- Hamburg, Berlin and Muenster (i.e., needs, then their low-price research is ness needs, via qualitative and quanti- CAPI in home, mall intercepts, PoS, fo- strategically costly. Conducting quality tative PMR. One key attribute of KMR cus groups, product tests) to meet your consumer research means having a is our flexibility – whether due to an customer´s requirements. Thanks to our strategic partner to effectively navi- unforeseen pandemic, sudden budget- international Cido Research facilities gate, guide and manage your important ary constraints or unexpected timing in Europe, Asia and Canada, we cover assignments. This means creating an fluctuations, we easily adapt alterna- large CATI surveys with more than effective plan for researching con- tive yet contributive methodologies. 600 stations in nearly all countries sumer attitudes, behaviors and usage, Respondents enjoy our unique focus throughout the world. Krämer – the as well as concepts, prototypes, new group room, think tank and cozy meet- most trusted partner in MR data collec- products, brand extensions, packaging, ing room. Since our respondents are tion. Please contact us at m.albrecht@ advertising and more. All conducted more virgin than career, they’re more kraemer-germany.com to learn more! with in-depth analysis and insightful forthcoming. Respondent-moderator di- Phone +49-2501-802-118 reporting. Contact JTF for high-quality alogues create articulate insightful dis- www.kraemer-germany.com consumer research. Let’s discuss your cussions about brand equity, integrity, specific needs and ensure your products loyalty, new/alternative product profile and services are ready for market from evaluations, employee and customer the consumers’ perspective. satisfaction, messaging and advertising Phone 1-847-506-0033 impact and deep-dive discernments. www.justthefacts.com We’ve identified the overarching quint- www.justthefacts.com/testimonials-x-30 essential focus as inter-communication with respondents. Value establishes prominence! Phone 1-610-564-9624 www.KMRResearchStudio.com

www.quirks.com July/August 2020 // Quirk’s Marketing Research Review 41 21 Top Consumer Research Companies SPECIAL ADVERTISING SECTION

The MSR Group Precision Opinion Inc. Founded 1996 Founded 1994 | 165 employees Michael LaMastra, Business Development Executive Don Beck, Ph.D., CEO Murray Hill National Founded 2013 | 22 employees The MSR Group Susan Owens, COO is a full-service research firm of- Clients trust fering complete Murray Hill consumer and National with business-to-busi- thousands of ness research ser- studies per year vices. The MSR as their research Precision Opinion Inc. is the firm that Group special- partner. In return, has been uncovering the insights that izes in customer we deliver valuable drive success for Fortune 500 compa- experience management, focus groups, solutions and high- nies, politicians and social science brand awareness, advertising and quality recruitment for their consumer, organizations since 1996. With their creative testing and mock juries, along health care, business-to-business and 700-seat domestic CATI station call with a wide array of custom quantita- technology projects. For the last seven center and PrecisionSMS, the leading tive and qualitative project offerings. years Murray Hill National LLP, rebrand- innovative technology for the next evo- In addition, we can provide you with ed under new ownership, has advanced lution in market research, they are able groundbreaking verbal and facial to one of the leading data collection and to offer unmatched quality insights recognition AI technology to provide recruitment companies in the U.S. Our from anywhere in the United States. real-time CX feedback to managers on teams are committed to tracking down While one of the largest privately held customer and employee sentiment – a your target audience. We provide high- market research firms, they still pride powerful new tool to improve coach- quality recruitment for a multitude of themselves on maintaining a bespoke ing, training and ensuring business industries, such as business-to-business, mentality. One that creates done-for- compliance. Specifications: 150-station technology, health care and consumer you services and customized reporting TCPA-compliant CATI call center, web projects. Our qualitative services extend capabilities to maximize your results. and IVR surveys, executive interviews far beyond the traditional focus group To discover more about Precision and focus groups. as indicated above. Our call center has Opinion, contact them today at sales@ Phone 1-402-392-0755 or 1-800-737-0755 45 CATI stations where we conduct all of PrecisionOpinion.com or 1-702-727-3773. www.theMSRgroup.com our telephone interviewing including Phone 1-702-727-3773 PrecisionOpinion.com qualitative, quantitative, phone-to-web or old-fashioned CATI. Call us today for your next project! Phone 1-972-707-7645 www.murrayhillnational.com

42 Quirk’s Marketing Research Review //July/August 2020 www.quirks.com 21 Top Consumer Research Companies SPECIAL ADVERTISING SECTION

SiSibylbyl by Signet Research SurveyMonkey Founded in 1999 | 1,300+ employees Zander Lurie, CEO Symmetric, a Decision Sibyl Surveys by Signet Analyst Company Founded 2016 | 150+ employees Research Jason Thomas, President Founded 1968 (Signet Research); 2018 (Sibyl Surveys) | 24 employees Byron Zanopoulo, Managing Director and Omer Tumkor, CTO

SurveyMonkey Market Research Solutions make it easy for anyone to collect quality data from consum- ers, fast. Our global online panel, SurveyMonkey Audience, offers instant access to 80 million consumers in over 100 countries. You can find exactly who Symmetric provides sampling services Sibyl Surveys is a customer experience you need to reach with pre-profiled to companies that place a very high and survey software solution designed targeting options or custom screening value on representative samples, scien- by Signet Research, a full-service questions. Audience is fully automated tific sampling methods and advanced market research company conducting so you can instantly check project fea- fraud detection systems. Our online consumer research for over 50 years. sibility, get a cost estimate and launch panels are carefully balanced, con- It features an intuitive UX with the your research study with one click. tinually refreshed and systematically advanced survey logic and reporting SurveyMonkey Audience is integrated cleaned via high-tech and low-tech functionality needed to serve a full- into our flexible surveys and new methods. Non-responders, speedsters service professional CX research opera- Expert Solutions for concept and cre- and cheaters are continually purged. tion. When you license Sibyl, you’re not ative testing that generate AI-powered Symmetric provides sample for both just getting access to a CX and survey insights and presentation-ready reports qualitative (focus groups, depth inter- platform. You’re licensing an extension for you. We also offer light research views and ethnographies) and quantita- to your internal CX/research depart- services to help you scale your research tive projects. Our American Consumer ment. The Signet staff is available for program. Contact us to learn more or to Opinion® worldwide panel consists of everything from best practice advice get a demo of our solutions. over 7 million consumers. Symmetric to full survey design, integrations and [email protected] also operates five B2B worldwide online more. We can help you set up your on- www.surveymonkey.com/market-research panels for physicians, contractors, going CX tracking campaigns, program medical professionals and executives. complex surveys and even take projects Additional services include program- off your hands completely. The result is ming, hosting, online communities, an affordable, easy-to-use, full survey tabulation, coding and IHUT mailing. logic platform serviced by research Phone 1-817-649-5243 professionals. www.symmetricsampling.com Phone 1-201-945-6903 x23 sibylsurveys.com

www.quirks.com July/August 2020 // Quirk’s Marketing Research Review 43 One size doesn’t fit all COVID-19’s impact on African American, Asian and Hispanic consumers

| By Roben Allong, Patricia Lopez and Iris Yim

COVID-19 has been a jarring wake-up call. While the idea of traditional snapshot research on ethnic consumers and their disparate COVID-19 experiences is certainly not a groundbreaking proposition, what clearly will be The authors examine the contextual and evident post-COVID-19 is that one size does not fit all. As infection num- cultural factors behind the pandemic’s bers and death tolls from the COVID-19 pandemic in the U.S. are tallied, racial breakdowns show that the pandemic has had different impacts effects on three consumer groups to help on communities of color. CRegardless of whether you do multicultural research, the advent of develop more successful research and COVID-19 will have a tremendous impact on consumers across all eth- marketing in the virus’s aftermath. nicities and their engagement with brands going forward. According to The Age of Dissonance, a recent Nielsen annual marketing report, the No. 1 goal of 41% of marketers surveyed was to reach new custom- ers. In the quest for new customers, striking the right tone with brand messaging and communications to broaden your audience and reach consumers across all ethnic groups will become increasingly impor- tant. Companies that invest now in research to better understand the cultural and social dynamics of people of color will come out ahead because of the extensive influence they wield. This article explores possible contextual and cultural factors behind the pandemic’s impacts specifically on the African American, Asian and Hispanic communities to provide a better understanding and founda- tion, post-COVID-19, for more successful research studies and brand interactions with these audiences.

African Americans: distrustful of government and fearful of being left further disadvantaged According to recent Associated Press reports, African Americans ac- count for more than one-third of the COVID-19 deaths even though they www.quirks.com/articles/2020/20200706.aspx make up only 14% of the general population. And while medical and health care professionals point to income inequality, health care and

44 Quirk’s Marketing Research Review //July/August 2020 www.quirks.com and, especially when school does resume, time and learning lost, are setbacks that may not be overcome for some time. The COVID-19 experi- ences of African Americans are, without a ques- tion, quite diff erent from other groups.

Implications Interestingly, according to 2019 Pew Research, there were more 27-year-olds in America in 2018 than any other age. But the most com- mon age among whites was 58, more than double that of minorities! It was 27 for African Americans, the most targeted age group of most marketers. Going forward, post-COVID-19, greater representation in research studies that reflects this and other demographic evolutions will be vitally important to get access disparities that lead to disease susceptibility, one cannot help a better understanding of this community. but wonder if there are other factors, other parts of the African Ameri- The crisis also presents a new opportunity to can story that haven’t been told. continue building, albeit remotely, a more em- Culturally, most African Americans have been and continue to be pathetic rapport with segments that were not mistrustful of messengers that wield large amounts of authority and as willing to connect in the past but because power over them such as the government, law enforcement and big of social distancing want to connect more. business. Compliance with messages about COVID-19 were not a top pri- The lack of trust, common across all gen- ority at the start of the crisis. In an Axios poll less than 60% reported erations of African Americans, also extends to that they trusted the local state health department, the National big business and brands that have not been/ Institutes of Health and the World Health Organization, underindexing are not authentically engaged with them compared to other ethnic groups. during this trying time. Researchers should In the United States, wearing face coverings is neither traditional not expect that this population will automati- nor socially accepted. To be frank, they are stereotypically associated cally go back to business as usual. In fact, with criminality and attempting to hide one’s identity. African Ameri- researchers must become much more cultur- cans and others know all too well how quickly they, in particular, are ally aware and empathetic to solicit authentic associated with negative stereotypes. They avoid any actions like wear- stories and not meaningless platitudes when ing a face mask that would expose them to further harassment from conducting studies. With overindexing mobile law enforcement or anybody else. phone usage as well as outsized access of and Contextually, and more importantly, because of urban housing influence on social media, African Americans conditions and a preponderance of employment in essential frontline, are no longer just a minority population, they low-paying jobs – from grocery clerks to delivery people to public are influence dominators. They can digitally transportation and safety workers often in close quarters with oth- kill a brand’s credibility on megaphones like ers – African Americans don’t have the luxury of working from their Twitter, Instagram or Facebook if they feel it homes and are forced to interact with infected and asymptomatic is not relatable and the message is tone-deaf. members of the public. That inability to practice social distancing And they will do it quickly and indiscrimi- because of their livelihood leaves them more open and susceptible to nately. No brand is safe. Just ask Gucci, Prada, becoming infected with the virus. Dove and Papa John’s. Lower penetration of laptops and Wi-Fi to continue work or school- African Americans are no longer the mono- ing remotely places African Americans and their children at a unique lith they were once perceived to be. Instead disadvantage. The lack of access to earn income from non-frontline jobs they are a very diverse group with Caribbean, www.quirks.com July/August 2020 // Quirk’s Marketing Research Review 45 European, African, Latin and South containment measures is seen as a make in-language online qualitative American, Middle Eastern, Asian and threat to public health. According to research more user-friendly than it many other heritages from around Judy Yuen-man Siu, a medical anthro- used to be. For marketers who are con- the globe. Collecting and understand- pologist at Hong Kong Polytechnic sidering doing research among Asian ing their diverse stories using today’s University, wearing a mask in Hong Americans, it’s highly advisable to online methodologies with mobile Kong during an epidemic is considered adopt online methodologies to ensure applications is pivotal to generating a civil responsibility and people not more robust engagement. insights that could grow audiences wearing a mask will be stigmatized Asian Americans traditionally and prevent costly communications and discriminated against. In China, have been both underrepresented and disasters. Marketers looking to en- a Chinese Australian female who went misrepresented in mainstream media, hance outcomes that do not acknowl- out jogging without wearing a mask in especially during this pandemic. Re- edge this audience’s COVID experi- Beijing was reported by Netizen and searchers increasing their awareness ences will decrease brand engagement the incident report quickly went viral of the issue of discrimination and and motivation and, ultimately, erode on social media in China, drawing ire showing support for Asian Americans brand currency, not only among them of the entire country. She was fi red help build a more meaningful con- but the millions of consumers influ- from her job. Group orientation, by nection for better insights. Deeper enced by the culture. and large, has tended to increase com- cultural awareness translates beyond pliance and infl uence the pandemic’s building a connection with them in Asian Americans: concerned about impact on Asian Americans. the U.S. It can also help brands build discrimination and safety on top of COVID-19 has also infl icted a psy- rapport with a much broader consum- health and fi nances chological and emotional toll on Asian er base in Asia, given the reach of Depending on data available and the Americans. Since the pandemic fi rst social media and the internet. Mes- region where the data is pulled, the broke out in central China, overseas saging that conveys a united stand infection and death rates among Asian Chinese and East Asians in general on important issues, such as fighting Americans are on par with or slightly (mistaken to be Chinese) have expe- the rising discrimination during lower than the general population. rienced a huge rise in xenophobia times of crisis or highlighting Asian The majority of Asian Americans and discrimination. While cultural American health care workers on are foreign-born and have close ties to traditions and experiences played a the frontlines, as well as adhering to home countries in Asia. Since the pan- tremendous role in infl uencing the accepted cultural traditions is more demic fi rst broke out in Asia at the end level of compliance, they did not pre- apt to be looked on favorably and get of January, they have closely watched pare this segment for the sudden onset traction in the community. what was happening. They were better of discrimination. There were spikes informed of the danger and of eff ec- in mentions of “discrimination against Hispanics: dealing with more than tive measures for self-protection and Chinese” on WeChat, the most popular just the fear of the virus itself preventing the virus spread. When the social media app in China, and among Similar to many African American outbreak fi rst happened in Asia, Asian Chinese overseas. Within the fi rst consumers, Hispanics tend to be governments encouraged wearing week since Stop AAPI Hate’s launch on hourly employees who do not reap face masks early on, whereas West- March 19, 2020, the reporting platform the same benefits and extended pay ern countries were late in encourag- received over 650 reports of discrimi- of salaried workers and for many, ing citizens to do so. While wearing nation incidence related to COVID-19. their employment came to a halt after a mask is perceived to be associated shelter-in-place orders took effect. with criminality in the West, it’s com- Implications According to a recent Pew Research mon in East Asia. People who live in With shrinking market research poll, more Hispanics than the general metropolitan areas with air pollution budgets and the need to quickly pivot population reported someone in their frequently wear face masks to keep and adapt to a new normal, the need household had lost a job or had to their faces clean and also fi lter the air for agile and cost-eff ective market take a pay cut due to COVID-19. they breathe. Wearing face masks be- research is greater than ever. Higher For those who are still working, came an essential component in virus internet penetration and adoption the coronavirus outbreak has made containment during the SARS out- of technology among Asian Ameri- their situation even more precari- break in the region in 2002-2003 and cans means that it will be easier for ous, forcing them to risk their lives has been further integrated into daily researchers to engage with them and to save their livelihood. While many life afterwards. For example, since the capture their experiences via online employers have stepped up and pro- outbreak, the Taiwanese government research methodologies such as online vided safety gear such as masks and has made sure that face masks are bulletin boards, video chats, video dia- gloves, those who work in construc- available to all residents. ries and live online text discussions. tion or as gardeners/landscapers, for Culturally, Asian Americans tend In-language research among Asian example, are relying on their own to be group-oriented and more will- Americans is key to increasing par- means to stay safe. ing to sacrifi ce individual rights for ticipation and platforms such as 20|20 As part of their story, one of the the greater good of the community. and HatchTank that also off er machine greatest challenges Hispanics face is Conversely, non-compliance to virus translation with higher accuracy rates adapting their behavior to comply

46 Quirk’s Marketing Research Review //July/August 2020 www.quirks.com with social distancing guidelines. COVID-19 are still evolving at the time more engagement and help them win Culturally, family and social gather- of this writing, one key element that with these valuable consumers in the ings are vital to this community. How will help address stay-at-home ordi- months and years ahead. is it, they wonder, that adult children nances is to continue providing the can’t visit their parents, grandparents Hispanic community with factual in- Roben Allong is CEO of New York research can’t celebrate a grandchild’s birth- formation in terms and situations they firm Lightbeam Communications. She can be reached at robena@lightbeamnyc. day and all planned festivities and can understand and relate to. This is com. Patricia Lopez is a Los Angeles- celebrations now have to be cancelled critical to overcoming both cultural based independent moderator. She can or postponed? Their biggest challenge and language barriers and ensuring be reached at [email protected]. is understanding that even immediate greater compliance. Univision and Tel- Iris Yim is principal and chief strategist family is a risk to health and welfare. emundo have done a great job of hav- at Sparkle Insights, a Chapel Hill, N.C., Furthermore, Hispanics are cultur- ing their talent featured on PSAs and research firm. She can be reached at ally programmed to shop for groceries local news personalities provide PSA [email protected]. on a daily basis in their countries of segments throughout their daily pro- origin. In the United States, it has graming – stay home; don’t visit fam- become a weekly or biweekly activity ily and friends; wash your hands; wear that tends to coincide with payday and a mask; beware of cross-contamination usually makes for a family experi- when wearing gloves, etc. – to connect ence. Shopping to cover large periods with and motivate the community. For of time, i.e., shelter in place, is not most Hispanics, like other ethnicities, possible because their budgets are still their lingering concern is being left in Piece designed to cover shorter periods of an even more tenuous situation after time. Therefore, it’s business as usual COVID-19, thanks to unpredictable and even with warnings/restrictions of go- uncertain economic eff ects. of ing into grocery stores. Supermarkets that cater to this Not business as usual segment have done a great job of Because of their diverse experiences, Mind adjusting to the new regulations in it will not be business as usual across order to keep their stores open and the ethnic groups presented here after stocked for these consumers. For ex- the virus is under control. While no ample, Northgate, a Mexican-owned, one has the answers today, marketers California-based chain of supermar- and researchers now have a unique kets, was the first to implement plexi- opportunity to rethink the rules of glass barriers for its cashiers and first engagement for conducting both to designate special shopping hours quantitative and qualitative research. for seniors. It is doing everything it Along with redefi ning engagement, can to keep its customers safe, given to get a more accurate post-COVID-19 that not all are complying with new consumer picture, consider recruiting regulations. Nonetheless, there are for a better representation of culture still entire families shopping at the and ethnicities. Employing remote store, not everyone wears masks and qualitative research methodologies to some still struggle with the six-foot express interest in and connect with social distancing guidelines, even these consumers while they are in Market Research is about with markers on the floor. need will not only be enlightening but finding key information Change is difficult for everyone also potentially rewarding thanks to that will provide a competitive edge, but especially for a segment like revenue-driving insights. improve sales, this one that thrives on family time Consider this crisis an opportu- or help refine a message or product. and family interaction. Perhaps it’s nity to also course-correct the way part of the fatalistic mentality that we interact with study participants. That’s why you call us. Hispanics are known for and is an Savvy researchers who understand We are the experts important part of the overall culture that one size really does not fi t all will in helping you find – “It’s all in God’s hands/God will pro- ask participants the right questions those pieces of the puzzle. tect us from evil.” Or simply the fact in the right context and in cultur- And that’s truly peace of mind. that they must continue to risk what ally appropriate ways to uncover needs to be risked in order to provide more of their inner motivations and Qualitative ▼ Quantitative for their families and for their men- yield fresher, more nuanced answers. Field Services▼ Recruiting▼ Facilities tal/social well-being. Finally, companies that are focused on acuity and agility, in spite of budget 206-241-6050 ▼ ▼ Implications restraints, understand that increasing Seattle Portland Las Vegas [email protected] While government directives around cultural research right now will drive www.quirks.com July/August 2020 // Quirk’s Marketing Research Review 47 ••• shopper insights Habits old and new Unpacking consumer elasticity in a COVID-19 world

| By Lincoln Merrihew

There’s good news and bad news. The good news is that we get to dive snapshot deeper into consumer elasticity (a concept I fi rst fl oated over a decade ago). The bad news is that it’s relevant again because of the current eco- Lincoln Merrihew looks at the nomic turmoil brought on by COVID-19. components of consumer elasticity Let’s start with defining what the terms mean. “Consumer” refers to people buying goods and services. Keep in mind that consumers and how they may interact to impact purchase for many different reasons, not all of them logical. “Elastic- Tity” refers to the ability of something to resume its normal shape after purchasing habits moving forward. being stretched or compressed. Certainly in the current climate, consumers – and businesses – are feeling both stretched and compressed. Consumer elasticity as a con- cept, therefore, refers to the extent to which consumers will return to normal behaviors as the economy recovers. It is more complex than the traditional price elasticity, which is rather sterile. Consumer elasticity impacts all businesses. Those that have been hit adversely want their old shoppers back, while those that have benefited (e.g., sellers of toilet paper and disinfectants) want to keep their new customers and new sales levels. To frame the discussion, it’s useful to think of businesses in two ways: those that have benefited from the current crisis – whether by design or happenstance – and those that have not. That’s shown in Fig- ure 1 using the X-axis. The Y-axis represents how those two categories will fare in the post-COVID-19 era. Box 2 represents the ideal: a brand or product that experiences a positive impact during the crisis and main- tains it afterwards. They want very low consumer elasticity because they don’t want a return to the old normal. An example of a Box 2 company could be a maker of hand sanitizer. People bought more as the pandemic unfolded and, as a preventative www.quirks.com/articles/2020/20200708.aspx measure, may continue to buy it afterwards to feel safe and prepared.

48 Quirk’s Marketing Research Review //July/August 2020 www.quirks.com An example of Box 1 would be your favorite restaurant. It may have suff ered during the pandemic, getting by on to-go orders, but as we come out the other side its customers return (i.e., they see complete consumer elasticity as customers return to pre-crisis behaviors). Box 3 represents an unsustainable short- term gain. Some food-delivery services may fall into this category, with more people returning to dining out more often instead of having food delivered.

Components of consumer elasticity Let’s think about what would make a consumer resume normal patterns vs. prevent them from doing so. Some of the components of consumer elasticity are explored below. While each ele- And they may have it everywhere: many rooms in the house, their cars, ment has its own elasticity, to help create a their offi ces, etc. So, a maker of hand sanitizer could experience a boost unifying equation around that, Table 1 groups during the crisis and maintain boost levels afterwards. them into positives and negatives. (In the table, brand presence in terms of negatives and positives refers to the pre-pandemic brand.) Financial. This is the simplest one and one most people may focus on because it’s well-understood and relatively easy to mea- sure. It refers to people’s ability to buy goods and services because they have the money to do so or can get credit at reasonable rates. The elasticity of this measure refers to how quickly financial wherewithal returns to pre-crisis levels, such as when furloughed consumers go back to work. Confidence. Rather than consumer con- fidence in aggregate, this refers to how con- fident a given consumer is that the economy and their slice of it has recovered and – as importantly – will stay recovered. The elas- ticity of confidence refers to the extent to which consumers have been shell-shocked and the time it takes to recover. Actual and perceived need. In some cases, consumers can postpone purchases and in some cases they cannot. You may be able to get by with a slow cellphone for another month but if it’s been damaged beyond use you’ll need to replace it now. Likewise, you can patch your www.quirks.com July/August 2020 // Quirk’s Marketing Research Review 49 Elasticity here is also impacted by the extent to which a consumer has adopted a replacement brand and decides to stick with it even after the economy recovers. That could be because the new brand performs bet- ter or simply because the new brand is now the “habit” brand (i.e., the one the consumer has become accustomed to and is present in the household). Brand trust. This is another complex brand-related component of consumer elasticity. It is less about availability and more about brand perceptions. For example, if the price of a product suddenly increased during the COVID-19 era, consumers may feel angry toward that brand – whether or not the price-gouging was the brand’s fault – which of course creates distrust. Likewise, availabil- jeans but you probably can’t patch celebration is unknown. At this point, ity: If the consumer feels a brand your leaky car tire. Perceived need even eating out a restaurant could deliberately held back production to also has to do with what consumers make some people giddy. drive up prices, that negative con- feel is necessary. Some people may Power of frugality. In some past notation could contaminate consum- never return to dining out as much recessions, it became trendy to be ers’ perceptions. In contrast, a brand if they’ve become new fans of home frugal (almost the antithesis of the that appears to have gone above and cooking. Elasticity here refers to the permission to celebrate). Meaning, not beyond during the crisis may earn a extent to which consumers feel the only was there a need to be frugal for newfound trust. For example, auto- need is now to replace or restart post- fi nancial reasons but it also became makers switching to production of poned purchases. something akin to shabby chic. One ventilators and masks or companies Stockpile fallout. This refers example cited is the emergence of the buying up food that might otherwise to the backlash of hoarding goods. tiny-house movement after the last re- be thrown away to give to people in If you have a garage full of toilet cession, which was a pendulum swing need. We have already seen brands paper because you stockpiled, you’ll away from the mega-mansions that becoming more empathetic in mes- likely decide that you don’t need to seemed to be popping up everywhere. saging to create trust, along the lines buy more for several months once Elasticity here refers to the extent of “we’ll get through this together.” you feel things are somewhat back to to which being minimalist becomes The elasticity component refers to normal. For these goods, the elastic- trendy and remains so. how long the impact of empathy is ity will be bumpy: extra purchases Brand presence. Brand presence relevant and whether it returns to during the crisis followed by a pause, is one of the more complex compo- pre-pandemic levels. potentially followed by a return to nents of consumer elasticity. (“Pres- Product availability and alterna- normal. Of course, “normal” may ence” is different from “familiarity.” tives. Early in the COVID-19 era, some have changed as consumers may feel Familiarity refers to the extent to categories of items were simply not that an extra-large supply of some- which a consumer has heard of a available. Consumers either went with- thing all the time is prudent. brand. Presence refers to the biases out or changed to products in diff erent Emotional self-reward. This created from having a brand visible categories. For example, with salons refers to the degree to which consum- and in your day-to-day life.) Complex and barbershops largely closed, some ers treat themselves to a reward for a because it addresses former brands people cut and colored their own hair hard day’s work or simply for making and newly found brands and, in (or had friends do it). And with many it through the pandemic emotionally, particular instances, when one brand restaurants closed, some consumers physically and financially. The paral- has replaced another. In terms of may have realized a newfound joy in lel is the classic Friday night beer former brands, elasticity pertains to cooking. Elasticity here refers to the after a hard work week or something consumers returning to old habits extent to which consumers return to akin to the L’Oreal hair color slogan and brands. Some of those brands categories of products and services “Because you’re worth it.” Elastic- may have been abandoned after their they used to buy vs. deciding they no ity here will be a function of when products were simply not available longer need them or sticking with the consumers feel that they have permis- and a consumer determined that the new alternatives they discovered. sion to celebrate. What constitutes a brand is no longer needed or desired.

50 Quirk’s Marketing Research Review //July/August 2020 www.quirks.com No easy feat Exciting and frightening nies, the art will be getting research Measuring consumer elasticity is no So, what happens next? Well, actu- started again quickly and efficiently easy feat. Each of the elements noted ally, we don’t yet know! That’s and getting at least a pulse on their above has its own elasticity and the exciting from a purely research markets as soon as possible. speed of the rebound will vary for perspective and frightening from just each one. And with no recent pan- about every other perspective. It will Turn research back on demics of COVID-19 magnitude to use certainly be dynamic. The rules may The best advice is to turn research as a baseline, there will be a lot of have changed, some metrics will be back on, monitor the data and trends, uncharted water. outdated or misleading and consum- fill your data gaps quickly and be The simplest measure will be pur- ers may bounce in many directions – ready to adjust strategies includ- chase behavior: what do people buy, not just bounce back. ing agility in branding, production, how often and at what price (such as It will come down to which com- pricing, etc. And be bold: question at a premium or a discount). Unfortu- panies and brands see the writing everything. Question the trends, nately, that’s at the end of the consum- on the wall before the others. Some question the nuances and even ques- ers’ journeys and after the window to kept conducting research through the tion the metrics themselves. In that infl uence them has largely passed. And pandemic. As long as their analytics regard, be prepared to have to create what consumers buy may not always people are savvy enough to distill new metrics. The goal is to develop a refl ect what they really wanted to buy. and frame the new data in a business consumer elasticity equation per the The art will be in tracking the context, those companies and brands above, with inputs, weights and inter- elasticities in tandem as they change will have an edge. relationships quantified. It won’t be and understanding which are the Unfortunately, many compa- perfect but as a new science, it will be leading indicators and which are the nies turned off research during the best-in-class right out of the gate. And dependent vs independent variables. pandemic, which not only created having it will lead to a competitive For example, understanding when or a break in their trending data but and business advantage. if “emotional self-reward” outweighs also a lack of insights on how things the “power of frugality” or whether have changed. It’s like trying to guess Lincoln Merrihew is a Boston-based they can coexist. the ending to a 10-part Netflix series independent consultant. He can be reached at [email protected]. when you stopped watching after the third episode. For these compa-

www.quirks.com July/August 2020 // Quirk’s Marketing Research Review 51 ••• shopper insights The more things change… Five shopper insights fundamentals that still apply

| By Bill Bean

Shopper insights as a discipline has gone through a few defi nitions and prac- snapshot tices in the 20 or so years since it was recognized. Much has changed in retail and marketing. New retail technologies and ways of selling crop up at every A constantly changing retail industry meeting and capture our attention every day. environment doesn’t negate the value The challenges presented by new channels and technology demand knowl- edge to manage success and many people have argued that they dictate complete- of established ways of thinking about ly new approaches to research. In the rush for the new, there are concerns that Sproven fundamentals may fall by the wayside. Even in complex and innovative retail and shoppers. times, we should not be so quick to reject them. They are still productive.

Fundamental #1: It’s not just about stores A shopper insight is learning at the point of purchase that can shape, infl u- ence and refi ne marketing and sales strategies. Shopper research produces those insights. There are plenty of other defi nitions and while it’s probably not worth spending much time dissecting or specifying your defi nition to perfection, having one does help an organization know what it is talking about and why it requires focus. The point of purchase itself refers to any area where a transaction hap- pens. Note that the defi nition is not specifi cally about a “store.” It refers to any place that is designed to capture the attention of potential buyers and convert that attention to a sale. That place should manifest the marketing and sales strategies of sellers and “store” owners. It may be a store, an e-commerce site, a community market exchange, a restaurant, a bank or even a doctor’s offi ce. The principles of shopper insights apply to any area where a transaction takes place. I’ll refer to them all as stores for ease.

Fundamental #2: Shopper vs. consumer is an important distinction This defi nition also implies a clear delineation between shoppers and consumers www.quirks.com/articles/2020/20200709.aspx and between shopping and consumption. Although obviously related, the targets and their psychology are diff erent. The focus of shopper insights on purchasing

52 Quirk’s Marketing Research Review //July/August 2020 www.quirks.com • How do we optimize the reach and content of shopper communication to be more infl uential? • How does the purchase environment aff ect ex- pectations and outcomes? • How do we ensure the maximum impact of point- of-sale programs on key indicators? • How can retail and brand equity interaction be leveraged to mutual benefi t?

These are enduring strategic questions, as rel- evant today as 20 years ago, and as relevant to new channels as old and it’s obvious that as a discipline we have not fi nished answering them. These questions cascade into everything on the shopper insight agenda and dictate the methods used to fi nd answers. They bring life and order to curiosity and refi ne the ability to understand and per se dictates diff erent questions, business challenges and, sometimes, diff erent overcome the business challenge. Any methodolo- focus. Needing a common language with retailers focuses shopper insights on gies should be chosen after comparing their ability categories. At the most fundamental distinction, shoppers and consumers can to meet the goals with the resources available. be entirely diff erent people and not just have diff erent mind-sets and goals. Pets Getting the question right leads to deeper and infants, for example, never shop for their own food and toys. Shopping and insights and more innovative solutions. I designed consumption are diff erent behaviors and require diff erent approaches. and co-teach a course on how marketing and sales- There are two common questions about this distinction: Do I need separate people can become more insightful. We do not teach people to manage shopper insights versus consumer? If I do need separate research techniques but instead focus on asking the people, where should they report in the organization? right kinds of questions to inspire; fi nd potential The answer to the fi rst question is: not necessarily. There are some variations root causes; stimulate and provoke. If you want to in skillset but generally insights skills travel well between the two disciplines. So improve or start a shopper insights group, start with the answer really depends on the needs and culture of the organization. the quality of your questions, not with techniques. The answer to the second is: it depends. Research shows that reporting Here is an inspiring list of shopper questions structure is not related to shopper marketing productivity. The Conference from Kate Newlin’s book, Shopportunity!: How to Board and several of the large management consulting fi rms have indicated Be a Retail Revolutionary: “I want to understand that while lots of organization structures exist, none has an eff ect on pro- why we’re willing to spend $3.50 for a latte at Star- ductivity. Results show that any successful insights discipline must focus its bucks but bristle at a 10-cent increase in the price priorities and, above all, be curious. With few exceptions, if the organization of toothpaste. I want to learn why we’ll drive miles or individuals are curious enough, any reporting structure can be productive. out of our way to buy a bag of 100 razor blades for 50 cents less than at our local store and then spend Fundamental #3: Questions are really important $3.99 on a tub of pretzels we didn’t know we needed The questions generated by that curiosity are the key drivers of valuable in- and that we’ll resent having eaten once it’s gone.” sight. These are my big strategic shopper insights questions: I’d like to know those answers too. They are inspiring shopper insights questions. They are • What drives category growth? precise, researchable, energizing and generaliz- • What is the size of the prize? able to other situations. • Who are the key category targets? • What are those targets’ wants and needs? Fundamental #4: Existing tools for knowing • What is the sequence of shopper experiences that lead to purchase? shoppers are good if you know how to use them • How and where can we infl uence that path to purchase? Shopper insight tools are similar to those of other www.quirks.com July/August 2020 // Quirk’s Marketing Research Review 53 disciplines but often applied in a diff er- perfect item is hunted and located with eff ective national distribution is ~16%. ent way and with a diff erent emphasis. some diffi culty. Once attained, the pur- It’s been proven that understanding The shopping environment plays an chase gains status, is treasured and gives and measuring behavior leads to im- important role in usage and results. back in memories for years. It is a power- provements that help generate increased I prefer this higher-level grouping ful story whose signifi cance is buried in sales. For example, designing stores for of shopper insights tools: observation; the subconscious but revealed through excellent shopping experiences with ac- conversation; measurement; experimen- conversation with the shopper. curate knowledge of behavior improves tation; modeling. The availability of massive amounts of annual revenue by as much as 12%. Using All are important and all have data leads some researchers and mar- your questions and decisions to guide demonstrably led to increases in our keters to deride these data, calling the measurement is a good way to sort the understanding of shopper motivations stories lies, exaggerations or the result of measurement potential. Is the measure and behavior. Not every problem requires faulty memories. “Shoppers don’t know or valid? Is it accurate? Does it help to every tool but the use of every tool adds to remember why they choose, so the data understand your questions? the general knowledge of shopping. are unreliable at best and mendacious at Experimentation. There are lots of Observation. This is the fundamental worst.” They advocate passionately for the ways of knowing the marketing world technique of shopper research, relied on abandonment of these tools in favor of but it is hard to beat a good experiment more often than in any other insights dis- “more objective” methods. with a great control group. The above cipline. Despite the oceans of scanner data Tools are valuable if you know how assertion about the potential of physical or click patterns, there is no substitute to use them properly. A well-designed store redesign based on actual shopper for observing your shoppers. Sometimes survey, with appropriate benchmarks and behavior is taken from real data from observing is enough by itself. analytics, is still a source of insight. Used an experiment. A large-format retailer The medium is irrelevant (live or properly it will reward; otherwise, it is in the northeastern U.S. rearranged fi lmed). Seeing the action is essential. In like using a screwdriver to drive a nail. an entire store based on measures and our course on becoming more insightful, Failure isn’t the screwdriver’s fault. analysis of shopper preference and traf- we show videos and simply ask, “What Measurement. There is no shortage fi c. The principled redesign immediately did you see?” Invariably, a video of a child of shopper-related things to measure, resulted in a 17% increase in sales versus and his father shopping for breakfast from stores, sales material and respon- a nearby control store and a sustained cereal will quickly bring forth product dents. As usual, deciding which mea- 12% increase over the entire year. There placement or POS material critiques sures to use depends on the question as was no other remodeling. versus a description of the activities seen. well as who is asking (buyers or sellers, Large e-commerce businesses conduct Only after multiple “tell me what you retailers or vendors, creators or users). thousands of experiments every day, mak- see” requests does the class realize their And how you will be collecting the data, ing design decisions driven by data and error. Only then do they note who the real whether it’s direct behavior measure- confi rmed by trial and error. In the digital shopper is (the child) and the limitations ments or the result of shopping. It is world, almost everything we experience posed by the child’s height (can’t see top hard to see the value in “why” ques- has been chosen by experiment; by myriad shelves). Quieting the inner expert and tions if the “what” and “how” are not shoppers choosing one option (A) over ego is key to really seeing and then discov- adequately and accurately measured. another (B). Results and adjustments are ering profound shopper insight. Some measures prove to be extremely realized almost in real-time. Conversation. There are many ways useful. However, the current state of That approach is more expensive and of talking to shoppers (one-on-one IDIs, measurement in shopper marketing tedious in the physical world but it is focus groups, projective techniques, gives truth to the Albert Einstein quote, still important. Evolving virtual reality surveys, shop-alongs). All have limita- “Not everything that counts can be technology is allowing testing of almost tions but all are also valuable for certain counted and not everything that can be any physical option in a virtual setting shopper insight problems. counted counts.” where we can represent any store envi- In Shopportunity, we see the author’s Evolving technology off ers opportuni- ronment in a virtual manifestation of search for deeper truths about shopping ties to measure in new ways. E-commerce the shopping experience. In the words of behavior. She conducted shopper inter- practically defi ned the term “big data” Stephen Needel, a pioneer in this tech- views to ask hypnotized respondents to and sheds light on the digital path to nology, “We can conduct package tests describe in detail their most “memorable purchase. Similarly, the physical path to without a package, price tests without and powerful shopping experience.” The purchase can be defi ned with precision paying and store tests without the store.” majority of women recounted the pur- (previously impossible). Tracking sensors Experimentation should be a vital chase of their wedding dress. Most men and videos measure shoppers’ interaction component of any shopper insight prac- shared the purchase of their fi rst car. with products and aisles so the physical tice and virtual testing is an essential Newlin found the ideal, super-pow- path to purchase can be defi ned with shopper insight tool. For example, there ered shopping experiences against which precision (previously impossible). is a longstanding theory in CPG space all other shopping is compared. These Nielsen or IRI data will show a management that the shelf arrangement experiences share psychological compo- product selling in 80% of the stores in the should refl ect how shoppers make deci- nents: anticipation, pursuit, prominence country, for example, while direct mea- sions. For our category the metric for the and appreciation. With high levels of surement in the stores shows only 20% of hierarchy of shopper decisions clearly anticipation having built for years, the shoppers actually see the item. Thus the indicated that shoppers were more loyal

54 Quirk’s Marketing Research Review //July/August 2020 www.quirks.com to a key product attribute than to brand. ping environment is data-poor. Bever- ments has increased the frequency with The theory would then dictate that the age sales can only be captured through which predictive models take precedence shelf should be arranged almost exactly survey or diary methods. We modeled a but striking the right balance between the opposite of the current state, which 35-employee business whose offi ce was prediction and understanding is still assumes the brand is the most important. in an offi ce park to understand potential required for shopper insight. Rearranging those shelves even in a infl uences of consumption and pur- While accurate and timely prediction limited test would be both logistically and chase. The model development allowed is often essential to leveraging opportuni- fi nancially very expensive so we tested for continuous comparison between our ty, understanding is as often the founda- the idea in a virtual environment. The hypotheses from survey analytic work, tion for innovation. Ancient Babylonian results of all of the virtual testing showed real-world observations and the model. mathematicians were extremely good at no diff erence between the two condi- Model assumptions were adjusted to predicting eclipses and other astronomical tions. The virtual experiment both cast gain harmony among the sources. We phenomena but it was not until 800 years doubt on the practice based on the theory then simulated the eff ect of diff erent later that Ptolemy began to understand and prevented us from any expensive marketing and sales tactics on outcomes. how the planets and sun functioned in the upheaval at the shelves. Prior to modeling, most research solar system. Ptolemy’s insight led to far One defends virtual shopping by using identifying characteristics of workers, more innovation than just knowing when the same argument for surveys. Yes, VR is demographics and consumption patterns an eclipse would occur. Understanding not real. Yes, respondents don’t spend real implied that the only way to grow was to why something happens is still important. money. But despite those seeming limita- make access to beverage consumption as These overall processes and questions tions, shopping decisions in a virtual ubiquitous and easy as possible. Modeling of shopper insight endure but smaller, store mostly correlate with shopping in simulations revealed a surprising tactic. tighter, seemingly important and urgent a real environment. Item shares match. The optimum vending strategy was to questions appear, driven by perceived Trial and repeat patterns validate. Even place machines in the building’s lobby, not crises, fi re drills and novelty. Despite the purchase dynamics largely agree. These close to the offi ces. As few as two ma- trend, e-commerce is still in its infancy validations are regularly published. chines in the lobby accounted for as much for many categories and its knowledge Properly trained and prepared, virtual consumption and sales as four times that base is fairly shallow. At an advisory store shoppers provide us with valuable number on the offi ce fl oor. The maxi- meeting for the fast-growing e-commerce and valid data to guide decisions. What mum exposure to building traffi c three arm of a large retailer, the head engineer limitations we know are pretty easily times a day drove more consumption and reported fi nding they were continuing to avoided or managed. Purchase decisions sales than the convenience of having the deliver ads to customers who purchased involving heavy items and shopping machine on the fl oor. Subsequent fi eld- expensive products post-purchase. He where any sensory experience besides vi- testing confi rmed the strategy. One model announced they were discontinuing that sual is important can be a limitation. But overcame years of assumptions about the “ineffi cient” process immediately. A few for the most part virtual reality shopping best way to deploy vending machines. veterans informed him that continuing to is a valid tool for experimentation. Frankly, it does not always work that view advertising after big-ticket purchases Modeling. At their best, models are way, but models should be an essential is common across many categories and ways of thinking as much as they are an tool for shopper work. cutting them off would hamper the store’s approximation of reality. Whether physi- ability to cement loyalty and convince the cal or mathematical, models are a way to Fundamental #5: There is long-term shopper they had made the right decision. make sense of a complex world and shop- value in understanding The engineers had no exposure to wider ping is a complex world. There is lots of In some cases, we might prioritize ac- learning about shopper behavior and their evidence that the use of models improves curate prediction over understanding. logically optimized decision was not opti- decisions. In fact, evidence shows that us- This is the situation for many digital A|B mal in the broader context of marketing. ing lots of models helps even more. tests. An algorithm or a test uses the data Models help us organize information, to discover whether one alternative is Generating much anxiety make better and faster decisions and de- better than another. The prediction may The current situation is forcing the ac- velop and adopt more eff ective strategies. produce no insight behind the result celerated adoption of online shopping Given the amount of data in the shopper and in the world of just-in-time digital tools and generating much anxiety about discipline, it should be no surprise that ad delivery and algorithmic design, the the collective uncertainty of the future. models are useful. However, there is no prediction is often judged enough. While However, sometimes we know more than question that among all of the described this process may be effi cient, it is a big we think, if we will only stop and see. ways of knowing about shoppers, model- change from the past, where manage- Although we will never know every- building is the most complicated and ment understanding was a key to success. thing, we can use these fundamentals to requires much technical skill. The need to understand is a foundational ask good questions and to know enough The model’s ability to rapidly simu- reason for market research itself. to make good decisions. late a market or environment and reveal Prediction and understanding are the consequences of a change or disrup- related but independent goals of market Bill Bean is executive vice president, tion is invaluable. Pepsi built a model of research and it is possible to separate research and insight, at Shopper Intelligence USA. He can be reached at bill.bean@ workplace beverage consumption that them. That is a business decision. The shopperintelligence.com. illustrates this. The workplace shop- complexity of big data and digital environ- www.quirks.com July/August 2020 // Quirk’s Marketing Research Review 55 ••• shopper insights The aisles have it Using in-store behavior analytics to bridge the gap between surveys and sales

| By Rajeev Sharma

Endcaps and other secondary product displays are crucial components of the snapshot shopping experience. They are the most important way for product manufac- turers to stand out and reach busy, time-starved shoppers in-store. And they Rajeev Sharma looks at what retailers also are the area where out-of-store marketing meets in-store marketing. and manufacturers can learn from Yet while retailers and manufacturers have proven the positive impact of displays and studied the impact of pricing on buyer behavior, there is a lack of watching how shoppers shop. data-driven insights on fi ner details of display activity: What is the optimal de- Esign and content of a display? What is the optimal location for a given display? What types of displays have the most stopping power? What factors are more or less infl uential on shoppers making a purchase decision? As today’s retail environment is continually and rapidly changing, espe- cially in light of COVID-19, addressing these questions with fact-based insights will yield more optimized performance for both retailers and manufacturers. The discussion in this article revolves around the grocery channel based on VideoMining’s work within that channel but the general concepts can apply to a variety of situations in any brick-and-mortar retail environment.

Skims over critical points Traditional market research methodologies, such as focus groups and sur- veys, do a good job at tracking consumer sentiment. That information typi- cally links in with sales data, which tracks market factors. But going straight from preferences to sales means you only infer what happens within the store itself. However, with over 70% of purchase decisions reported to be made in-store, merely inferring in-store behavior skims over the critical points of potential infl uence for a majority of shoppers. Even more direct methodologies such as shop-alongs or shopper intercepts can fall short, because people act diff erently when they know they are being observed. Sometimes, they simply may not accurately remember their shop- www.quirks.com/articles/2020/20200710.aspx ping trip at the level of detail needed to produce good data. A powerful example of this was a VideoMining client who created a meal

56 Quirk’s Marketing Research Review //July/August 2020 www.quirks.com store, display areas are eff ectively a sunk fi xed cost. The investment is premade regardless of results, so optimizing display activity achieves benefi ts for the same end price.

Three metrics The key historical barrier to understanding the value of display locations is the lack of in-store data. VideoMining’s technologies aim to address this gap by measuring real in-store shopper be- haviors with video and Wi-Fi sensors. Specifi cally, three metrics address total dis- play performance – including incremental sales generated by the display as well as the display’s ability to drive traffi c to the primary stocking location of the categories on display – in order to assess the value of the display in its location: solutions endcap display – a concept featuring multiple complementary prod- Exposure rate measures the amount of ucts designed to make building a meal simple and aff ordable. To research its traffi c that passes a particular location relative eff ectiveness, our fi rm performed shopper intercepts alongside unobtrusive in- to total store traffi c. This metric can be used to store behavior analytics. Seventy-three percent of surveyed shoppers said the compare locations within a store to determine endcap was a “viable one-stop meal solution.” But only 7% of buyers actually which ones receive more traffi c than others. purchased more than one category from the endcap! Engagement rate measures the rate at which Another recent example comes in the wake of the COVID-19 pandemic. passersby take interest in the items at a location, In grocery stores, shopping time (the amount of time a shopper stops to including visual or physical interaction with the engage with the products on the shelf) decreased over 10% across all cat- items. This metric represents active shopping for egories immediately following the outbreak. That clearly demonstrates people in that part of the store. how outside factors can impact what shoppers do within the store and Relative directional traffi c fl ow measures where and when they are open to infl uence. how much of a location’s traffi c is moving toward In-store behavior analytics can bridge these gaps – between preference and another specifi c location. This metric can be used purchase decision, between shopper and consumer, between shopper and buy- to determine the traffi c dynamics in relation to the er – by directly and unobtrusively measuring shoppers at the moment of truth. promoted item’s primary stocking location or even The goal is to capture what really matters to shoppers at the point where they a complementary product or category. For example, vote with their wallets, without having to rely on their memory or honesty. a salsa display could be used to encourage shoppers to make a trip to Salty Snacks (for complementary Reach out to shoppers tortilla chips) as well as Condiments or Interna- Displays are one of the most direct in-store applications of shopper marketing. tional Foods (primary stocking locations for salsa It’s the one area where any brand, retailer or product manufacturer can reach as well as complementary products). It all depends out to shoppers in the store on their own terms (for the right price, of course). on the layout and assortment of the store along Displays serve a variety of purposes in grocery stores, such as encour- with the desired result of the promotion. aging impulse purchases, reminding shoppers of a product late in their We aggregate the paths of individual shoppers trip, promoting the discovery of new products and serving deal-seeking using AI and machine learning to develop a gen- shoppers. All of these behaviors serve to build baskets without neces- eral understanding of how traffi c fl ows through sarily cannibalizing the primary aisles for these categories, leading to a the entire store. Only by understanding the fl ow of win-win for retailers and manufacturers. traffi c on the macro level can you begin to under- Because of the dynamics of retailer and manufacturer relationships, stand how traffi c fl ow aff ects the performance of and the fact that display infrastructure is built into the shelves of the individual displays and their locations. www.quirks.com July/August 2020 // Quirk’s Marketing Research Review 57 Figure 1

Based on folklore the diff erent locations. manufacturers from tactical, day-to-day Our research has shown the location of Without data-backed research, manu- display decisions as well as broad, stra- a display can impact its performance by facturers are just guessing about which tegic decisions. This makes research on as much as 600%. Yet the assignment of location is optimal for their display and display location useful for the practitio- display locations to specifi c promotions retailers are just guessing the value of ner up through the leadership levels of is often based on folklore and historical their display spaces. any retail organization. practices, not data and facts. And while the actual display place- While this article only goes into A Category Management Association ment decisions are not made by the man- detail on display location, many of these whitepaper (Revolutionary In-Store ufacturer, any improvement in display same data-driven methods and prin- Insights: Endcap Displays and the Shop- locations adds to the eff ectiveness of their ciples are applicable to other elements per) laid the framework for the discus- spending. Manufacturers’ trade spend- of optimizing displays, such as pricing, sion on display locations. This paper ing can be one of the primary sources of pack size, assortment, visual elements, made two important contributions to leverage in the retailer-manufacturer the physical construction of displays and the industry’s understanding of display relationship. A manufacturer armed with more. For any display activity, measur- location performance: data-driven insights that lead to im- ing shopper responses at the shelf is Some display locations are inher- proved display outcomes can demonstrate the most accurate way to quantify the ently more valuable than others. category leadership and put themselves eff ectiveness of a given display. An obvious example to illustrate this into better position to infl uence other concept would be to compare an endcap category decisions. Location best practices facing a high-traffi c perimeter category Therefore, any work to optimize the Our fi rm works with retailers and such as the meat cooler to a secondary locations of displays will enhance this manufacturers to study the eff ective- display tucked in the back corner next to eff ect and continue to be a win-win. This ness of diff erent display locations using the bathrooms. The endcap by the perim- idea leads to a few key questions that ad- in-store behavior analytics, including eter category will obviously have more dress both perspectives: suggesting alternatives to existing dis- eyes on it, making it a more valuable play concepts. The fi nal output is a set location to place any display. • What is the best location for a given of location best practices that can then Display performance depends on display? be broadly used by the sales organiza- stocking locations of the products • What type of display would best fi ll a tion when negotiating trade marketing. displayed. Display performance will given location? For example, to support the launch be aff ected by the primary location of • What is the ideal combination of all of a new product, a manufacturer may the products displayed as well as the displays across the entire store? choose to use an endcap on the pri- location of categories complementary • What is the monetary value of a spe- mary category aisle to highlight the new to the products displayed. This depends cifi c display location? product to loyal buyers of that category. on how shoppers typically shop the dis- Alternately, a secondary display in a played categories as well as the order in The answers to these questions guide high-traffi c area or near a complemen- which a typical shopper will encounter decision-making by both retailers and tary product may also be eff ective. By

58 Quirk’s Marketing Research Review //July/August 2020 www.quirks.com measuring shopper responses to these Figure 2 displays in real-world shopping scenarios, you can understand the eff ectiveness of new product displays to ensure that the current product launch succeeds and that future product launches in the category can apply those principles. Similarly, many displays support occasion-based marketing, whether that occasion is seasonal, a holiday or even a trip mission (such as snacking, taco night, cooking out, breakfast). All these occa- sions will require diff erent approaches de- pending on the type of display, number of display’s performance. This suggested performing admirably but the outside categories displayed and the layout of the alternate location could then be used in infl uence of macro store traffi c fl ows store in regard to the primary stocking other stores with comparable traffi c fl ows kept it from performing at its best in its locations of the products on display. These and layouts in order to generally improve initial location. Without analyzing the factors all can aff ect the performance of a performance of this promotion. store traffi c fl ows and shoppers’ at-shelf display and determine whether shoppers interactions, the manufacturer would are infl uenced to make a purchase. C-store not have been able to reconcile the posi- Furthermore, not all displays have the In this example, a product manufacturer tive results from the initial research same goal. Some displays are intended to tested multiple locations for a conve- with the poor real-world performance. be a one-stop shop for a set of complemen- nience store display. While the display tary products that will build baskets by at the coff ee bar received less traffi c, in- Closer to true motivations driving sales of the products displayed. creased shopper engagement and closure Hopefully, this article illuminates some of Other displays serve secondary functions, led to more buyers and revenue when the benefi ts of conducting research with such as driving traffi c to the primary compared to other Category A display loca- in-store analytics for display optimization stocking location, reminding shoppers tions (Figure 2). This proved to the manu- and why for any given display, testing as- of impulse products at the end of their facturer that even though the coff ee bar sumptions in the real world rather than shopping trip or highlighting price was not the obvious choice, shoppers were prompted environments gets closer to the promotions. In the wake of COVID-19, more likely to make an impulse purchase true motivations of shoppers. grocery retailers instituted one-way of their products when they were already In-store behavior analytics can aisles, so displays could be used to provide engaged with preparing their hot drink. provide the insights needed to improve alternative stocking locations to prevent the decision-making process by marrying a nearby category being blocked off from Informational kiosk sales trends to in-store behavior analyt- a high-traffi c area. The ideal location of a This fi nal case study involves a product ics that quantify traffi c fl ow and at-shelf display depends on its primary goal and it manufacturer that had developed a new behaviors of real shoppers. This informa- takes a detailed understanding of display informational kiosk for grocery stores. tion powers research that can then be location principles to be able to optimally This kiosk guided shoppers through se- used to develop guidelines for best prac- place a display to satisfy its goals. lecting the correct product for their needs tices for use in optimizing displays across There is a balance of infl uence in a complicated category. many retailers or store types. In doing so, between a location’s inherent value, a This kiosk tested well in focus groups, all stakeholders will benefi t, as existing display’s specifi c value in a given location with users reporting a satisfying, easy- display budgets will generate the highest and the contents of the actual display to-use experience and indicating that the possible return on investment. And these itself. Conducting research in-store kiosk did its job to help inform shopping fact-based insights help to bridge the gap accounts for those factors in order to op- decisions. However, when placed into between departments and teams within timize the display for real-world shoppers a real store, the kiosk did not produce an organization, empowering a more in real-world stores. nearly as much sales lift as expected. cohesive marketing and sales plan. The manufacturer reached out to us Displays are the most potent ad- Case studies to test what could be causing the prob- vertising space in grocery stores. Just Beer promotion lem. In-store behavior analysis found like how print, TV and online adver- In the grocery store depicted in Figure the simple solution: the kiosk was on tisements are measured for reach and 1, a beer promotion was located in the the wrong side of the aisle! Store traffi c impact, in-store advertising via displays back of the store in an area where traffi c fl ows favored the other side by almost must be accurately measured in order to predominantly fl owed away from the 2:1 so potential shoppers were not even inform future campaigns and optimize primary stocking location of beer. Analy- exposed to the kiosk. every marketing dollar. sis of a variety of alternate locations Switching the kiosk to the other ultimately found that due to the direction side yielded a 6% increase category Rajeev Sharma is founder and CEO of VideoMining, and amount of traffi c, a location in the interaction and a 10% increase in dollar a State College, Pa., research firm. He can be reached at [email protected]. front-left of the store would improve this sales per shopper. The kiosk itself was www.quirks.com July/August 2020 // Quirk’s Marketing Research Review 59 The Marketing Research Education Foundation’s COVID-19 Relief Campaign Raised More than $60,000 for Feeding America and Food Banks Canada Thank You!

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These organizations made gifts of at least $1,000 to this campaign ••• shopper insights Tell them to get lost Using mystery shopping to fi nd CX/UX pain points

| By Elaine Buxton

Modern in-store customer experience is complicated. Omnichannel is snapshot omnipresent and creates either smooth experiences or customer service nightmares. The in-store journey is a series of customer experience Elaine Buxton explores how a (CX) and user experience (UX) touchpoints, woven together like a spi- qualitative approach to mystery der’s web. Every touchpoint is a place to train the customer on what to do next. UX would call this being “intuitive.” CX would call this having shopping can show companies where M“ease of use.” Those intersections between CX and UX, between the per- consumers have trouble interacting sonal and the digital, can become pain points for customers. In an organization, UX and CX each work together toward success. with them. At its simplest definition, the realm of UX encompasses customer in- teractions with apps, websites, in-store technology and digital signage. The in-store experience in total falls under CX. Within an organiza- tion, there can be multiple owners of UX (tech, IT, developers, facili- ties management, engineering, design) and multiple owners of CX (marketing, operations, human resources) with the research function potentially serving all of them. When pain points arise, who owns the pain and who owns the remedy? Corporate researchers bridge this gap and balance these all the time. Research creates data that can be respected by all parties. When research is involved early and often, data can provide specifi c direction to owners of UX and CX and, ultimately, reduce or eliminate pain points. For the in-store experience, applying traditional in-store research methods, in traditional ways, does not always find those pain points. Mystery shopping is an example of this. In the traditional sense, mys- tery shopping is a prescriptive type of in-store, quantitative, observa- tional research. Mystery shoppers are sent to observe conditions and interactions and report back on findings. The required observations (Did this happen?) are based on a list, or prescription, of what should www.quirks.com/articles/2020/20200711.aspx be happening while in-store, which the client has determined will con-

62 Quirk’s Marketing Research Review //July/August 2020 www.quirks.com shopper with the task but do not provide too much detail about how to accomplish it. The goal is to seek out what confused the mystery shopper when left on their own, as a customer would be. Studies such as this have revealed key CX-UX disconnects within the in-store experi- ence. For example, buy online/pick up in- store (BOPIS) creates a large set of possibili- ties for disconnects between UX and CX. With BOPIS, the personal and digital interact in multiple ways. A study using mystery shop- ping qualitatively – in the nontraditional way – found many pain points within the same organization:

• Online order confirmation e-mail wording stitute success. There are many good use cases for traditional mystery was not the same as in-store signage word- shopping which create valuable data for managing known processes but ing, causing confusion for the customer. this method does not always uncover those UX/CX pain points. • Online order confirmation appearing on To find them, use mystery shopping in a qualitative way to report screen after ordering showed different on what happened. This gets at the heart of issues customers do not store hours than those included in the e- typically tell you about which create roadblocks to success. To do this, mailed confirmation to the customer. give mystery shoppers tasks to do and learn from their attempted jour- • Available pick up times shown on the order neys. Unlike traditional mystery shopping, which collects data points confirmation e-mail were later than the from specific, observed processes, this qualitative approach collects times the store was scheduled to be open. verbatims from which new insights and opportunities can be found. • In-store kiosk orders had the same word- As with any study, use reasonable sample sizes for the purpose ing as online order confirmation, making at hand to produce reliable results. And, when possible, match it sound like the customer ordered online elements of the mystery shoppers’ situations to the task. Mystery when they were really in the store order- shoppers can be selected based on demographics, psychographics, ing. This created some confusion. familiarity with the store or other characteristics to realistically • In-store department names were described simulate customer journeys. differently in-store than on the store’s Here are some examples of how to use mystery shopping to find smartphone app. pain points. • An in-store ordering kiosk required cus- tomers to request a purchase receipt before Send mystery shoppers to go find the omnichannel pain the transaction and gave no option to ob- Omnichannel can bring omni pain points. A simple way to discover the tain one at the end of the transaction. pain points is to dispatch mystery shoppers to order an item online, • For the same store, online orders for print- await confirmation and go to the store to pick up the item. Or send ing simple business cards were promised mystery shoppers to the store to find an out-of-stock item and place an within two hours if ordered online and in-store kiosk order and await product delivery. Rather than asking for promised within one day if ordered in- a report on “Did this happen?” (quantitative, traditional approach) ask store. This was because the store did not for reporting on what happened (qualitative, nontraditional approach). have the capacity to accept the number of When using mystery shopping in this qualitative way, it is im- orders coming in, so store employees were portant to provide as little direction as possible. Provide the mystery quoting longer print times. www.quirks.com July/August 2020 // Quirk’s Marketing Research Review 63 Send mystery shoppers to get lost all around, with mystery shopping with visiting multiple restaurant Wayfinding can be particularly tricky research identifying the issue. kiosk-ordering configurations at in some venues, such as airports, multiple restaurant companies and sports arenas, shopping centers and Send mystery shoppers with a were asked “What happened when big-box retailers. Getting lost can be persona-driven purchase intent you went to place an order?” Results especially frustrating for in-store cus- Omnichannel can mean omni- boiled down to three buckets of op- tomers. And, considering that mod- persona. Customers move in and out tions: 1) restaurant employees used ern stores have traditional printed of personas, based in part on their the tech (tablets); 2) ordering-kiosks signage and digital signage, there is purchase intent. were available with no assistance; ample opportunity for pain points. Using mystery shopping in a and 3) ordering-kiosks were avail- Using mystery shopping in a nontraditional way allowed a com- able with employees there to train nontraditional way allowed for a puter purchase study to find pain customers on how to use them. Dur- wayfinding study to deploy mystery points among four purchase personas. ing the study, mystery shoppers who shoppers to get lost, literally. Shop- Mystery shoppers were screened and encountered employees using the pers were sent to specific starting selected to meet specific criteria for tech, such as carrying mobile order- points at an airport, from which real personas, then tasked to go on ing tablets, reported that employees they would attempt to find specific a specific purchase path and report seemed preoccupied – attending end points without using navigation back on what happened. Personas in- more to the tablet than the customer. devices. Mystery shoppers, selected cluded “gamer,” “tech newbie,” “tech The kiosk-only option was frustrat- because they were unfamiliar with manager” and “needs connections.” ing for mystery shoppers as they the airport, were assigned to navigate Results of the study found that tried to navigate learning how to onto airport property using signage store associates were well prepared order at an unfamiliar restaurant. only and try to figure out how to get to sell to “tech managers,” “gamers” The study informed the company’s to parking, passenger drop-off, the and “needs connections” but were less decision to deploy kiosks to the din- cell phone lot, etc. adept at selling to “tech newbies.” ing area along with an employee to The study identified many issues: Most importantly, the study revealed train customers and served as proof parking signs blocked by trees; signs that the “tech manager” who needed that every UX/CX touchpoint is a placed where drivers had little time a PC for business use might also be place to train customers. to change lanes; signs that could not “needs connections” for a home PC be read at night; and user-experience or a “gamer” for personal use. The Bridge the divide entry and exit confusion points at study revealed that the amount of Tasking mystery shoppers by persona parking lots. Signs at one concourse knowledge the customer had about or purchase intent provides laser- entrance were ill-placed and passen- PCs did not determine the success of focused insight into the experience gers had trouble finding their flights. the in-store experience; the ability of of customers as they interface with Arriving passengers could not find sales to meet the persona or purchase people and digital. This nontradi- where to go to get rental cars, as only intent did. Results of the study were tional, qualitative use of mystery signs for “Ground Transportation” used to train store staff, create addi- shopping can be deployed to find CX/ were in place. tional information for customers and UX pain points and to prove or dis- Results of this study informed the inform a new marketing approach. prove insights from focus groups, exit airport’s decisions prior to spend- A mystery shopping study in- interviews and customer surveys. It is ing millions on an upgraded signage side quick-service restaurants (QSR) also a clear research method that can system. helped a client determine the best bridge the divide between tech and For another study, this one inside path toward a migration to kiosk or- people, CX and UX, the digital vs. the a big-box retailer, mystery shoppers dering. Years ago, when in-store tech personal. Results can start and keep were told to find specific items on first started evolving, the assumption conversations going between vari- the company’s smartphone app, not- was that digital would immediately ous owners of the customer and user ing the aisle and shelf number of the replace current methods of serving experience to create seamless touch- item on the app. While at the store, customers. This did not materialize. points for customers. the mystery shopper was tasked with For example, self-service checkout did locating the item. Findings revealed not replace cashier-assisted checkout Elaine Buxton is president and CEO that not all items were correctly lo- in grocery stores, it simply evolved of Confero, a Raleigh, N.C., customer experience measurement firm. She can be cated inside the store. Further, store into operating as an option for cus- reached at [email protected]. employees were using that same app tomers. The QSR company wanted to try to locate items for customers and find the best way to introduce kiosk simply quoting the aisle and shelf ordering without alienating custom- number of the item when mystery ers and without simply converting shopper asked where to find the and leaving some customers behind. item. Clearly, this was a disconnect Mystery shoppers were tasked

64 Quirk’s Marketing Research Review //July/August 2020 www.quirks.com

••• shopper insights A healthy interest With better-for-you foods, what claims are consumers buying?

| By Antje Sardo

The health and wellness foods category has expanded steadily over the snapshot past few years, with some sources reporting a growth rate more than double that of the total food and beverage retail industry. Consumers Studies examine consumers’ pre- and are shifting their purchasing towards better-for-you foods and beverages post-pandemic perceptions of clean-label and are on the lookout for products that claim to off er health benefi ts. Food and beverage companies are readily jumping on this trend, and similar food and beverage trends. promoting their products with claims that convey they are better (or Thealthier) for the consumer and launching new products to meet in- creasing market demand. Retailers have also adjusted to this shift and are offering consumers a wider variety of healthy options to choose from. The growth of this previously niche category reflects an evolu- tion in consumer mind-sets and lifestyles and looks like a trend that will continue into the foreseeable future. To complement the work of our food and beverage clients, Gut- Check decided to conduct our own research to explore the better-for- you food and beverage space. We wanted to be able to answer client questions such as:

• How important are health considerations to consumers, especially when compared to product prices? • Which better-for-you claims are most important to consumers? • How do diff erent generations view the better-for-you space? • What do consumers think about “clean” claims and where do those claims fi t?

At the end of 2019, GutCheck conducted an online research study with 7,000 respondents, representative of U.S. adult food and beverage consumers and balanced by gender, age and region. Although mostly www.quirks.com/articles/2020/20200712.aspx quantitative, the survey allowed qualitative input through open-ended

66 Quirk’s Marketing Research Review //July/August 2020 www.quirks.com Taking care of the environment. Millen- nials are generally known as a group that is very environmentally conscious, with many leading the charge on eco-friendly initia- tives. This extends to their food and beverage purchases as well. While those claims are not as important to them as health and price con- siderations are, we noted that Millennials are more receptive than other age groups to prod- ucts that emphasize environmentally friendly and sustainable practices. Taste is king. No matter what type of food or beverage product they purchase and what the consumer’s individual priori- ties are, the most important aspect to the purchase decision is that the product tastes great: 67 percent of consumers find taste answers and video upload options and also linked respondents with or flavor important and 51 percent say that their behavioral data from various sources through GutCheck’s data the quality of ingredients used is a critical management platform provider. purchase driver (Figure 1). While quality While this initial research was extensive and wide-ranging, it was ingredients are more important to consumers also completed prior to the COVID-19 pandemic. Knowing that the on the lookout for healthy products or those pandemic and its stay-at-home orders would likely impact the food and searching for specific products that fit their beverage retail space, two additional waves of the same study were con- dietary needs, taste remains the No. 1 prior- ducted to determine any meaningful changes in consumer behavior. ity for consumers across the board. So, how are consumers shopping? Below are some of the most inter- Youth shows less loyalty. Millennials esting fi ndings from our research related to how consumers purchase and Generation Z are less likely to rely on better-for-you food and beverage products. previous food and beverage experiences than Health matters. Consumers pay just as much attention to the health Baby Boomers, meaning they are more likely benefi ts a product off ers as they do to the product’s price. In fact, 56 per- to try different brands and products they cent of our respondents stated they do actually read the ingredient label may not have consumed before. They are and take that information into consideration when making a purchase. therefore the core target for new food and So does price. Approximately two-thirds of those who shop mainly beverage products that are introduced to the with health in mind are also looking for the lowest price. However, market, especially if those launches are in considerations do start to shift more towards health priorities if con- the healthy product space. sumers have a very specific health focus. For instance, if someone is di- eting and paying close attention to what they feed their body, or must Increasingly interested avoid certain foods or ingredients (e.g., lactose or gluten), they are less As previously mentioned, consumers are concerned with price than others might be. increasingly interested in healthy products Target younger audiences with better-for-you claims. Millennials and are purchasing more food and beverages (ages 23-38) stood out in our research as the generation placing the most that display better-for-you claims. In fact, emphasis on healthy food and beverages. This fi ts with their general life- 65 percent of respondents state that either style: our behavioral data emphasizes that Millennials are twice as likely “most” or “some” of the products they buy fall as the general population to be on a diet, go regularly to the gym and go into the better-for-you category. running. However, it is important to note that Millennials still pay just This is especially true among consumers as much attention to a product’s price as they do its health claims. who have a special interest in healthy prod- www.quirks.com July/August 2020 // Quirk’s Marketing Research Review 67 ucts. Those groups include: Besides protein, better-for-you sidered to be natural products con- claims around low or no sugar, no taining ingredients that consumers • Millennials, approximately half artifi cial ingredients (preservatives, are familiar with and easily recognize of whom are currently on a diet or fl avors, fi llers and sweeteners) as well and contain no artificial ingredients continuously follow dietary restric- as natural, resonate strongly with a or synthetic chemicals. tions; broad consumer audience. Millennials lead all age cohorts in • parents looking out for their chil- While these claims are important reacting positively to clean claims. In dren and families; to Millennials, protein stands out fact, 21 percent of Millennials state • consumers with a special focus on as the one most important to them. they exclusively try to purchase food health and fi tness; Additionally, “organic” and “clean” and beverage products that are con- • consumers who follow a diet (either claims also resonate strongly with this sidered clean. Seventy-one percent of a general diet, like vegetarian or age group, more so than with other Millennials are also prepared to pay fl exitarian, or more specialized, like generations. a little extra for food and beverage gluten-free or vegan). To summarize our better-for-you products that are clean. fi ndings: However, at a general consumer Generally, consumers consider level, clean claims are not that im- better-for-you products as anything • Millennials are the most receptive pactful, yet: 59 percent of consumers they perceive to be healthier than generation to better-for-you claims age 18-65 claim that clean claims do other available options. When asked and should be the core target audi- not impact their purchasing, either on the spot which claims fall into this ence for food and beverage products because they have never heard of category, “organic,” “no or low sugar,” playing in this space. clean-label, don’t know what it means “reduced fat” or “fat-free,” “natural,” • They are also more open than older or simply don’t find it compelling “non-GMO” and “low sodium” are generations to give new products a enough to affect their purchase deci- mentioned most often. try, so aiming new healthy products sion (Figure 2). Interestingly, protein does not toward Millennials is advisable. The issue is that clean-label seems appear as an important claim right off • Protein claims resonate particu- to have a bit of a labeling problem. the top of consumers’ minds. Howev- larly well with Millennials and they Consumers interpret much more er, when prompted with a list, protein are more inclined to fi nd “clean” into clean than intended and this emerges as the better-for-you claim claims important. is particularly true for Millennials. that consumers fi nd most important. Not really surprising, since there is We believe this is because they view No clear-cut defi nition no offi cial or regulated defi nition. protein less as a marketing claim and What are clean-label products? The Purchasers create their own meaning more as an ingredient. Calling out a fact is, there is no clear-cut defini- and can include claims such as: safe specifi c ingredient is a credible claim tion. While the Food and Drug Ad- for the environment; organic; non- and therefore is a major infl uence in ministration has not defined what GMO; sustainably-sourced ingredients; the consumer’s purchase decision. clean-label entails, it is generally con- plant-based; premium ingredients;

68 Quirk’s Marketing Research Review //July/August 2020 www.quirks.com locally grown (Figure 3). Much more health-focused • Older generations, like Baby None of the above terms are a part Everything mentioned up to this Boomers and to some extent Gen X, of the core meaning of clean-label, yet point confirms that Millennials are tend to be more interested in gut consumers associate them with this much more health-focused than other health, low/no sugar claims and claim. The general lack of understand- generations when it comes to the no artificial add-ins in their food ing and misconception around what foods and beverages they purchase and beverages. constitutes clean products may hinder and consume. And that makes sense, • Baby Boomers are the least inter- their growth potential. However, since behavioral data suggests that ested in clean claims. Instead of these misconceptions emphasize what Millennials are twice as likely as the jumping on the clean trend they is important to consumers and what general population to: be health- are happy with looking for products they associate with clean. conscious and focused on eating well; that display claims like no preserva- What does this mean for compa- stay fit; pay attention to their overall tives, no artifi cial fl avors, no syn- nies who play in the clean-label space? wellness; maintain a diet and active thetic chemicals, etc. Does this then lifestyle by participating frequently mean that Baby Boomers are not • Have a clear understanding of who in outdoor sports, running regularly interested in clean products? We the clean-label shopper is. They are and going to the gym. don’t think so. Technically, there more likely to be Millennials, tend How do other generations diff er may be little diff erence between to be more focused on health and from Millennials? a “no preservatives” claim and a dieting than general consumers and clean claim. The diff erence lies are more likely to shop online, at • Generation Z (aged 18-22) also care more in Baby Boomers’ hesitation to health or specialty stores like Whole whether the products they purchase adapt to new trends and accept new Foods or at club stores. are healthy and have limited impact terminology. Baby Boomers have • Market products to the clean target. on the environment. While not as quite a clear understanding of what Due to a blurred perception of what committed to these causes, they are clean-label stands for. They just the term means, brands can control still paying more attention to them think that established claims like the conversation and educate con- than older consumers. “no preservatives” that they have sumers on what the clean category • Price plays a major role for Gen Z. likely been purchasing for a long includes and why their product fi ts. With less disposable income avail- time are good enough. • Consider other causes important able, these young consumers are to your target consumer, such as more concerned about what they Time will tell environmental impact and sustain- can afford, even if they would like The COVID-19 pandemic has disrupted ability, and fi nd ways to incorpo- to purchase healthier and more our lives in the U.S. and elsewhere. rate those into your messaging and sustainable products. The older Shelter-in-place orders have changed marketing. consumers are, the less focused consumers’ habits and behaviors. they are on searching for the Despite reopening in phases, some of lowest-priced products. these changes may become the new www.quirks.com July/August 2020 // Quirk’s Marketing Research Review 69 norm, but only time will tell. have shifted. The second wave of our only nine states had such measures As mentioned, we re-fi elded our research took place between March in eff ect. Wave 3 was conducted fi ve better-for-you study during the pan- 28-30, 2020. For reference, by March weeks later (May 1-6, 2020). At this demic to determine how, if at all, con- 30, 30 states had a stay-at-home order point about 17 states had just issued sumer behaviors and priorities may in place, while just one week prior, some type of reopening order – the extent of which varied by state – and other states started to discuss plans to reopen in phases. The pandemic indeed had a clear impact on consumers’ grocery shop- ping behavior. A few highlights are outlined below. Consumers are less focused on the price of groceries. This is likely driven by product availability as well as the fact that consumers make fewer shopping trips. They are more likely to visit only one retailer and condense their shopping time. This allows less time to make their purchase decision if several choices are available. This diminished focus on price became vis- ible early on during the pandemic and is most pronounced among younger consumers (Gen Z and Millennials). Priorities are shifting. At the beginning of stay-at-home orders, con- sumers also paid a little less attention to purchasing healthy products, likely driven by the need to stock their pan- tries to be able to feed themselves and their families over an extended period of time. However, towards the end of the stay-at-home orders, this focus shifts. Grocery shoppers overall regain a strong focus on selecting healthy

70 Quirk’s Marketing Research Review //July/August 2020 www.quirks.com products (Figure 4). Especially among sharing grocery shopping respon- show declines in shopping visits. Millennials and Gen Z, this focus sibilities with others in the house- With the regained focus on healthy clearly trumps price considerations hold. With more consumers working products, health food stores gain and is further emphasized in consum- remotely from home or having lost back some traction. ers again paying more attention to their jobs, children being at home reading ingredient labels. all the time and limitations in Bound to follow some states on the number of items What does this all mean in the long Purchasing what was available allowed to purchase per person, run? Millennials – with their con- While the importance of better-for- splitting up shopping responsibili- fi rmed focus on better-for-you food you claims and product purchas- ties among the adults is a natural and beverage choices – are leading a ing shows little impact during the development. trend that other age groups are bound COVID-19 pandemic, consumers’ focus • Not surprisingly, with restaurants to follow. With price concerns falling on clean claims was impacted. Likely closed or only open for takeout, behind, the door to selling healthier, driven by Millennials focusing on online ordering of restaurant food wellness-focused products is opened stocking up and purchasing what has increased. even further and we expect consumers was available, their focus on healthy • Online grocery delivery services to continue making healthier choices. and also clean products dipped have also gained momentum, par- In fact, the rise of health and initially. However, after this initial ticularly in the West and Northeast wellness products may even acceler- period, Millennials became used to regions that were most aff ected by ate after the pandemic. The growth the new situation and regained their the coronavirus early on. Among of online shopping could also lead focus on healthy products and, with Millennials, Gen X and Baby Boom- to an increased variety of healthy that, clean claims. ers there were sharp increases of up products that will be available to There is even indication that clean to 10% in fi rst-time online delivery consumers. However, once we are no claims gained traction towards early ordering. These new users of online longer sheltering in place, economic May. This may be because consumers delivery are not only trying the considerations may again start to are now less focused on price and had service out, they are using these impact consumers’ choices more than a chance to try out clean products dur- new services at least every two to we are currently seeing, as we expect ing the stay-at-home orders or it may three weeks. They are creating a product and price comparisons to be an expression of a new, potentially habit that may well carry on after again play a bigger role in informing more health-focused mind-set that the pandemic. consumer decisions. consumers have developed coming out • In addition to the online shopping of the fi rst COVID-19 wave. explosion – which is driven by the Based in Chicago, Antje Sardo is senior Other selected insights we have social distancing rules – we also research analyst with research firm GutCheck. She can be reached at antje. noted since the pandemic began: see some impact on retailers. Con- [email protected]. sumers are shopping more at club • There is an increase in consumers stores while some discount stores www.quirks.com July/August 2020 // Quirk’s Marketing Research Review 71 ••• shopper insights Real staying power? Move over recycling, some new trends are in town

| By Jennifer Wehr Holt and Bridget Nichols

In the past decade, few things have changed as rapidly as retail shop- snapshot ping. Thanks to disruptive fads, trends and the innovations of a few key players, consumers now hold more control and more power over retail- The authors examine findings from ers than ever before, for one main reason: they have more options than their study of generational views on ever. And the more options you have, the more power you have. We have more stores, more ways of shopping, more delivery meth- topics like sustainability, recycling and Iods and more products than the largest superstore can hold. If Amazon organic food. doesn’t have it, Apple didn’t innovate it, Alexa doesn’t know it and Google can’t search it, does it even exist? We live in a world where immediate gratifi cation isn’t fast enough to keep up with increasing demand – for fast delivery, low price, good value, high quality. For products that are recyclable, sustainable, natu- ral/organic and locally-sourced. And do we dare admit that there is a direct, linear relationship between increased customer options and increased expectations? In fact, consumer expectations of manufacturers and retailers for prod- uct choices are at an all-time high, yet brand loyalty is at an all-time low of 9% (Nielsen, 2019). So in today’s shopping world, disloyalty may be the new loyalty. Adding to decreasing loyalty and endless product options are the lat- est trends. Some are merely fads but others are not only here to stay but are gaining traction across all generations. For example, consumers, as well as companies, are increasingly taking on social and environmental responsibility as they become more aware of how their actions aff ect personal and planet health. Many companies have increased sustain- ability-friendly product options and have joined the races to fi ght the battles and win the war by going beyond what consumers thought was possible as far as food choices, shopping options, environmental eff orts www.quirks.com/articles/2020/20200713.aspx and trends such as the plant-based movement. But in the consumers’ minds, are these eff orts simply the newest

72 Quirk’s Marketing Research Review //July/August 2020 www.quirks.com plant-based food, was rated signifi cantly less important: 86% of those surveyed rated recy- cling as somewhat to very important compared to 82% for sustainability, 56% for natural/or- ganic and only 44% for plant-based foods.

Be more involved The majority of respondents want to be more involved in recycling (64%) and sustainability eff orts (59%) and 71% of all surveyed want to do more than they’re currently doing to support these eff orts. The largest gap was with Baby Boomers: while 88% of them rated recycling at least somewhat important, the highest of all generational groups, they also rated sustain- ability the lowest of all groups. Baby Boomers were the only group that marketing ploy or is there actual substance behind them that infl uences indicated “not having the knowledge/don’t their purchase decisions? Are consumers really so skeptical of these know how” as the reason for not being more socially responsible strategies as some suggest? (BusinessWire, 2019) involved in recycling, while collectively, There is information overload coming from everyone in every direc- respondents indicated the lack of involve- tion and often with confl icting opinions. Remember the good old days ment was due to it not being convenient, when noise was actually a sound? People talking, children laughing, taking too much time/effort and not thinking grocery cashiers asking how they can help? Today, the noise comes their efforts have an impact. Gen X and Baby in the form of thousands of buzzwords, advertisements, promotions, Boomers rated their children as the biggest claims, options, trends and off ers. All of this can be overwhelming when influence on recycling efforts, while Millen- trying to decide: who to listen to and how to listen; what’s important nials and Gen Z rated how they were raised/ and what to buy; what to eat; how to buy it; how to recycle it, etc. grew up as a strongest influence. Is this situation an intersection of controlled and correct communi- Perhaps it’s no surprise that recycling was cation from company to consumer or is it an opportunity gap yet to be the top-rated practice in many aspects across capitalized upon? Are companies reaching consumers across generations all generations but even here consumers do the right way and putting their eff orts where we as a planet need them not think it is universally benefi cial: 70% of all to? Do these eff orts match consumer attitudes, behavior and demand? respondents think recycling has an impact on And how is this diff erent across generations? the environment but only 41% think it has an Further, what’s really important? Who is it important to? And is it impact on their health. Three-quarters of all important enough to change behavior, impact purchase and loyalty and respondents indicated that having “packaging the price consumers are willing pay? that can be recycled” or “reduced packaging” To answer these questions, we surveyed 1,250 U.S. respondents via impacts their purchase decision. This had the an online quantitative study to measure opinions and actions across greatest impact on purchase decisions for Baby generations from Baby Boomers, Gen X, Millennials and Gen Z. Boomers (79%) and the least impact on Millen- Using a fi ve-point Likert scale (very important, somewhat impor- nials (72%). (It’s worth noting that all groups tant, neutral, not very important, not at all important), the four main were over 70%.) Although recycling appears topics tested included recycling (being able to be reused), sustainability to be the most important to Baby Boomers, (defi ned as meeting the needs of today without compromising the needs they’re the least likely to pay more for recycled of the future), natural/organic foods and plant-based foods. products. Our survey indicated that 57% of The oldest and most well-established practice, recycling, was rated Millennials would pay more for a product that the most important across all generations, while the newest trend, could be recycled, compared to 61% of Gen Z www.quirks.com July/August 2020 // Quirk’s Marketing Research Review 73 and only 42% of Baby Boomers. preservation and natural/organic and ability and reduced carbon emissions. Turning our attention to sustain- plant-based foods were higher for con- “One-third of the world’s arable land ability, 82% surveyed think sustain- tributing to overall health. is used to grow feed for livestock, ability eff orts are important and 65% Overall, products that are environ- which are responsible for 14.5 percent of respondents think their eff orts have mentally friendly are seeing a rise in of global greenhouse-gas emissions.” an impact on the environment but purchasing and growth. A little more (New Yorker, 2019) However, food only 46% think they have an impact on than half of those surveyed (58%) manufacturers have already faced their overall health. Seventy-one per- are willing to pay at least 25% more challenges keeping up with soy and cent of all respondents indicate they for products contributing to sustain- pea demand. The solution may need want to be more involved in sustain- ability. Gen Z was most willing (68%), to be somewhere in the middle with ability eff orts, with Gen Z the highest compared to only 44% of Baby Boom- a variety of plant-based protein at 77% and Baby Boomers the lowest ers. In fact, products with sustain- options to aid in sustainability and at only 62%. Of Baby Boomers, 41% ability eff orts are on the rise as far as health while at the same time ensur- indicated they “don’t know how to do consumer purchasing. “[I]n the U.S., ing supply and demand. more/lack the knowledge” to get more the market is growing rapidly. In fact, involved in sustainability eff orts. from 2013-2018, NYU Stern Center for They want it all Gen Xers indicated their children Sustainable Business and IRI reported So, what do shoppers want? Well, of as the major infl uencer in encouraging that in 90% of CPG categories, sustain- course, they want it all! Looking at their sustainability eff orts while the ably-marketed products grew faster the 10 attributes we asked them to remaining groups cited the news/me- than the category as a whole…. (and) rate – free of hormones and antibiot- dia. Although 70% indicated that prod- by 2021, Nielsen predicts sustainable ics; made of all-natural ingredients; ucts that contribute to sustainability product sales to reach nearly $150 bil- ingredients sourced responsibly; have an impact on their purchase deci- lion – nearing a 20% increase from the organic; environmentally friendly; sion, only 58% of all surveyed would estimated $129 billion in 2018.” (Food free of chemicals and dyes; contribut- pay more for those products. Gen Z Dive, Barry Callebaut Group, 2019) ing to sustainability; having recy- (68%) and Millennials (65%) would pay Other trends that have received in- clable packaging; plant-based; having more compared to 56% Gen X and only creased attention are natural/organic reduced packaging – our participants 44% of Baby Boomers. and plant-based foods. This is most rated all of them as having a great/ Even though companies know important to Millennials (47%), while significant impact on their purchase that sustainability is important, only only 48% total respondents would pay behaviors, “free of chemicals and about 25% have a strategy or initiative more for plant-based foods. The over- dyes” and “made of all-natural ingre- in place (Forbes, 2019). The U.S. ranks all reason given for not eating more dients” tied for the highest impact 27th on the Environmental Perfor- plant-based and organic food was cost. at 79%, while “plant-based” scored mance Index, well behind Sweden, Sixty-nine percent of all respondents the lowest rating at 59%. Consumers France, Switzerland and the U.K. indicated being organic was important are the most willing to pay more for (Natran, 2019). and 64% would pay more. Gen X has products that are free of hormones Respondents we surveyed also the strongest opinion on natural/or- and antibiotics (68%). said they want more from companies. ganics where 60% think this is at least Although the largest diff erences Fifty-three percent of Gen Z think somewhat important. When looking are to be expected on the tail ends of companies are “not doing enough/ at diet types, only 36% of respondents the bell-shaped curve when comparing could do more” as far as not harming following the standard American diet Gen Z to Baby Boomers, overall they’re the environment and practicing sus- think eating plant-based food has an not as dissimilar as we expected. tainability (51%). On a positive note, impact on the environment compared Current economic conditions as well although most don’t think companies to 75% who currently eat plant-based as how these generations grew up are doing enough, 68% of respondents diets. Vegetarian/vegan/fl exatarians certainly come into play. We have to think what the companies are current- were all over 65%. keep in mind that Baby Boomers and ly doing will have a positive impact Although this is a new trend, it’s Gen X grew up on the big screen and on future generations. The largest dif- making a huge impact! Overall U.S. trusted commercials and used coupons ference in this expectation is between retail food sales only grew 2.2% for whereas Millennials and Gen Z grew Gen Z and Baby Boomers. Gen Z (73%) 2019, compared to plant-based food up with a library of information and think the positive impact of sustain- sales, which climbed 11.4% to reach $5 power in their handheld device. The ability eff orts outweighs the cost, com- billion (PBFA.org/Spermarketnews. biggest diff erence could be traced back pared to only 60% of Baby Boomers. com). In a world of omnichannel to the fact that Baby Boomers grew up retailing and omni-cultures, what trusting the information companies Feel good about their efforts happened to all the omnivores? Of gave them because companies held In general, consumers feel good about course, this trend is also gaining at- retail power. These are the folks who the impact their eff orts have on the tention not only because some view may remember some of the cigarette Earth and its people. Overall, recycling eating a plant-based diet as better for ads that boasted weight loss and other and sustainability were rated higher your health but it’s also been deemed health claims. That coin has fl ipped for contributing to environmental necessary as far as planet sustain- and Millennials and Gen Z are used

74 Quirk’s Marketing Research Review //July/August 2020 www.quirks.com to being in control and having power tum and organic and plant-based are REFERENCES and, often, being skeptical. newcomers, how do we marry these ef- www.nielsen.com/us/en/insights/article/2019/ We need to remember that we (as forts in the consumers’ minds so they disloyalty-is-the-new-black/ marketers) are the ones that empow- have the knowledge and power to be www.businesswire.com/news/ ered consumers when we added the as involved as they want? The answer: home/20191002005697/en/Consumers-Expect- Brands-Support-Socially-Responsible fi fth P of marketing – people – to the trust and transparent communication. www.forbes.com/sites/ original four (product, price, pro- We need to keep in mind that serenitygibbons/2019/02/28/3-ways- motion, place). Dare we add a sixth consumers are just as risk-averse as to-make-sustainability-a-part-of-your- – perception – since perception is companies and the more informa- business/#59d5eea96637 reality? Adding “people” as consumers tion they have – that is transparent www.thegaragegroup.com/food-waste-v- gave them a voice and arming them and trustworthy – the more action packaging-waste-what-is-the-tipping-point-for- with smartphones gave them power. they’ll take. It takes safety to soar. consumers/ We changed (or they demanded) that We need to prove that eff orts make a www.theguardian.com/us-news/2019/jul/02/us- the marketing monologue become diff erence, that actions are important plastic-waste-recycling a dialogue. Companies did a great and that recycling, plant-based and https://natran.com/the-most-sustainable-coun- job keeping up with this during the natural/organic trends are among the tries-on-earth-according-to-the-environmental- performance-index/ 2019 days of call centers but now consum- many that will fuel and feed us in a ers’ voices are shouted across social sustainable way. After all, the circle of www.forbes.com/sites/samantha- todd/2020/01/21/who-are-the-100-most-sus- media and can reach millions within sustainability is the circle of life and tainable-companies-of-2020/#2b6076b14a49 seconds. Since life now moves at the we’re all in this together. www.foodnavigator.com/Article/2019/10/17/ speed of a digital snap, swipe or post Plant-based-boom-faces-sustainability-and- and viewpoints can be created, edited Jennifer Wehr Holt is a professor of nutrition-challenges and shared in seconds, we have to marketing and management at Haile/ US Bank College of Business, Northern www.supermarketnews.com/consumer-trends/ respond with action versus reaction plant-based-food-retail-sales-reach-5-billion Kentucky University. She can be and not just hear what consumers are reached at [email protected]. Bridget www.foodnavigator.com/Article/2019/10/17/ saying but listen. Nichols is a professor of marketing Plant-based-boom-faces-sustainability-and- nutrition-challenges Julia Wilson, vice president of and sports business at Haile/US Bank global responsibility and sustainabil- College of Business, Northern Kentucky Wilson, Julia. Personal interview. January 24, ity at Nielsen, shares a bit of listening University. She can be reached at 2020. advice: “Options bring opportunity, [email protected]. especially as the spectrum of what’s included in sustainability is grow- ing. This goes beyond environmental factors and also includes fair wages, diversity, corporate governance and more. We can all aim to shape a smarter marketplace that contributes to a ‘healthy for me, healthy for we’ mentality. This starts with strategy. CPG companies and retailers have a big opportunity to shape a strategic approach that is proactive in order to deliver the right information and products to the right people at the right time so consumer needs and preferences can be built into their off erings sooner. Better connections with consumers that starts with trust and transparency will create an en- hanced journey for all.” (Wilson, 2019)

Pay attention Our intentions as marketers are often interrupted so it’s important that we pay attention to these intersections and close the gaps. A gap can be okay as long as we remember to turn it into an opportunity. If recycling is still the go-to behavior and sustainability is lagging a bit but gaining momen- www.quirks.com July/August 2020 // Quirk’s Marketing Research Review 75 ••• generations research Truly just a number Why marketing based on age cohorts doesn’t make sense

| By Adam Cook

There are a handful of triggers that can achieve a guaranteed eye-roll snapshot from yours truly – most of which have nothing to do with marketing or research – but when I hear people talk about Boomers, Gen Xers or Millen- Author Adam Cook argues that if nials, that’s my involuntary response. While some marketing strategist or targeting generations is a part of your guru drones on about targeting one of these “generational segments,” I can almost hear June Carter and Carl Smith’s rendition of “Time’s A Wastin’” marketing strategy, you’re not really playing in the background. It’s a fi tting accompaniment when you consider Tthis song was most popular more than 60 years ago – the same bygone era targeting. this kind of targeted marketing strategy belongs in. Why such marketing blasphemy, you ask? Years of researching, interacting with businesses, reading and simply being able to do some basic mathematics has sobered me up on the reason this form of target- ing offers little to no value. What could possibly diminish such a tried-and-true, much discussed, much deployed, ironclad strategic approach? Five things:

• the origins of generational defi nitions • the arbitrary cutoff s in ranges • the mathematical issue with ranges and aging • our instinctual preference for simplicity over complexity • the ways humans relate goes way beyond age

Problem 1: The origins of generational defi nitions First, who’s the governing body defi ning generations? Can’t readily name it, can you? Yeah, there isn’t any. The terms are so much a part of our day- to-day vernacular, we’ve assumed it must have been established by some respected organization. We’ve generally assumed that these generations are groups of people that fall between 15-to-20-year increments in the U.S. www.quirks.com/articles/2020/20200714.aspx Not 15 or 20 years on the dot, just slightly random and arbitrarily defi ned ranges. It all really started with the Boomers – a surge in U.S. births

76 Quirk’s Marketing Research Review //July/August 2020 www.quirks.com Problem 2: The arbitrary cutoffs in ranges When reviewing the second dictionary defi ni- tion of a generation, note that it indicates a generation is “roughly 30 years.” Whoa, say what? Let’s look at the most common ranges observed for fi ve current generations: Silent/ Greatest (17 years), Boomers (18 years), Gen Xers (15 years) and Millennials (18 years). Ever won- der why Generation X was cut to be such a small range? Maybe some marketing nut had a grudge against this age segment at the time and wanted to diminish their perceived value by shrinking its population. Maybe a Millennial wanted to give their generation more attention (these are clearly stereotype-derived generational cheap shots) or maybe a Boomer parent of a Millen- nial wanted to give their kids more attention by following World War II. There were so many kids that infrastructure, diminishing one segment and expanding their education and economies had to quickly adapt and accommodate. These kids’ defi ned population segment. were kids being raised in an era of incredible growth following some of the The point is, it doesn’t matter. The defined country’s most challenging economies. Media, marketing and consumerism ranges are ultimately arbitrary at best. It’s exploded and permeated their entire lifespans. safe to assume 30 years seemed too sweeping A better place to start is asking: What is a generation? The defi nition, for marketers so, they thought, let’s shrink based on dictionary.com, is: them. But for some reason, not to a precise range of years. These arbitrary ranges render “the entire body of individuals born and living at about the same time; things even more meaningless. the term of years, roughly 30 among human beings, accepted as the average peri- Why are they like this? No one truly knows. od between the birth of parents and the birth of their offspring; a group of indi- The drawing of arbitrary lines was driven by the viduals, most of whom are the same approximate age, having similar ideas, prob- second and third dictionary defi nitions and not lems, attitudes, etc.” the fi rst. As a result, the end of WW II and the Kennedy assassination (or the advent of The Pill There are seven-plus more defi nitions but these top three spawn a as some have suggested) were original driving myriad of problems within themselves. forces in defi ning range cutoff s. When you look The third dictionary definition alone presents basic observational at the remaining cutoff s for Gen Xers, Millenni- issues. Given what we know about Millennials, number three simply als and Gen Z, we’re left to wonder: Why these negates itself. Millennials are in a hyper-niche, multisegment society specifi c years? It’s not quite as clear what his- that is growing exponentially isolated from “the whole” in terms of torical events should dictate the most recent cut- “similar ideas, problems, attitudes.” This notion is enough to take down off s. As a result, it’s safe to assume this is why this house of cards but the truth is, technology and the digital age have the defi nitions of Xers, Millennials and Gen Z diminished mass shared experiences for all, not just Millennials. Prob- remain squishy. It’s possible that what defi nes lem 2 will tackle the leading two definitions. a truly shared event during these years started In the end, there is no singularly recognized governing organiza- dwindling. After the clearly shared event of tion setting clear standards for definition of a generation but we’ve the Kennedy assassination, one wonders why convinced ourselves standards must exist because of the omnipresence events like the moon landing, the Berlin Wall of generation-based marketing. A strategy without a solid foundation falling, 9/11 or an endless list of other historical renders the remaining elements shaky at best. events didn’t create new cutoff s. Getting back to the fi rst dictionary defi nition www.quirks.com July/August 2020 // Quirk’s Marketing Research Review 77 Figure 1: Generational Interpretation of a 45-Year-Old Along the Age Spectrum

Figure 2: Generational Interpretation of a 30-Year-Old and a 45-Year-Old Along The Age Spectrum (individuals born at the same time), it I would argue the conscious genera- of age. Not a lot of thought was given means that my view of a generation is tional radius starts incredibly small to the idea of ranges in the marketing diff erent from every other individual’s from birth and grows throughout one’s sphere, whether it be anywhere from 15 view. The reality is that generational lifespan. I’ll reserve diving deeper into to 30 years, because if the ranges look defi nitions look like a Venn diagram this concept for another article. nearly equal then one tends to think gone crazy (see Figure 1). See Figure 2 for an example of things are comparatively similar. One The lines are blurred, by 300 mil- personally defi ned generations through problem is your current age defi nes the lion+ in the U.S. alone. There techni- the lens of a 30-year-old and a 45-year- size and scope of your shared experi- cally shouldn’t be any cutoff dates. old. Note the signifi cant overlap in ences at any given point in time. For John, born of December 31, 1979, and shared generations between two indi- example, it’s safe to say a 70-year-old his wife Jane, born on January 1, 1980, viduals that could be traditionally de- and a 78-year-old could talk about don’t see themselves as diff erent gen- fi ned as being in separate generations. similar experiences in their lives and erations. This much is obvious, right? Ultimately, generational defini- would consider on another as peers. Even better, like a colleague of mine tions are personally defined, not Can we say the same of a 5-year-old and once said, “This generational stuff is arbitrarily assigned by any governing a 13-year-old? They’re separated by the BS. How is it that I’m in the same gen- organization, institution, market- same eight-year span. I think we can all eration as my twin sons, born 17 years ing firm, ad agency, polling group or agree that a 5-year-old and a 13-year-old later? What a crock.” marketing guru. will not consider one another as peers More simply put, if each of us has a that can relate to similar experiences. 15-year generational defi nition on the Problem 3: The mathematical issue The great thing about comparative older and younger sides of the spec- with ranges and aging analysis is we can set equivalents for trum, that means we each have our Because the fi rst two problems weren’t diff erent age ranges. For example, the own defi ned generation and share mil- enough, I can mathematically demon- 78-year-old is 11.43% older than the lions of generational inclusions with strate the problems with generational 70-year-old and the 13-year-old is 160% other people’s defi nitions – although defi nitions by looking through the lens older than the 5-year-old. If we want

78 Quirk’s Marketing Research Review //July/August 2020 www.quirks.com movie is forever and my 75-year-old mom can’t believe how fast the last year went by. Time is in context of the life you’ve lived to that point. Age presents diff erences along the social, physical and cognitive develop- ment spectrums as well. The younger you are the more changes you go through. Under one of the current defi - a realistic age comparison with the the percent difference in age more nitions of Millennials they are between 5-year-old in a relation that’s similar to accurately represents the difference the ages of 18 and 34. An 18-year-old the 70- and 78-year-old, we can conclude in relatability between humans span- “young adult” is only two years re- that a child who’s fi ve years and seven ning the entire spectrum. A 2-year-old moved from earning a driver’s license months old is the peer equivalent (the is 100% older than a 1-year-old and and preparing to graduate from high older of each set being 11.43% older than there are clear differences in their school, while a 34-year-old adult could the other). Likewise, a 13-year-old and human behavioral needs and capa- be on his/her third career change, a child who’s 11 years and eight months bilities; whereas there’s only a 1.01% married or divorced and have a second old would be equivalent to the 78- and difference between a 100-year-old and child on the way. Please stop with these 70-year-old. These examples seem more 99-year-old. I think most of us would groupings. Do these sound like two realistic in peer defi nition ranges versus agree that their differences in human adults that can relate to each other? the years separating them. You can see behavioral needs or capability differ- Empirically, the mathematics of how this mathematical realization is evi- ences are minimal. aging itself present the strongest case dent when using one of the traditionally This model indicates that the older against designating generations based defi ned ranges of the diff erent genera- we get, the wider range of ages we can on arbitrary birth-year ranges. tions with the current year’s age at the relate to. The percentage gap shrinks bottom and top of each range (see chart). or the rate at which we age slows Problem 4: Our instinctual preference When you look at the full range down. I know, it’s a bit of a mind-blow- for simplicity over complexity of ages from 1 to 100, you can see, ing concept but it explains why my Given the fl imsy nature of arbitrarily yes, each is separated by one year but 6-year-old daughter thinks a two-hour defi ned segments and the obvious issues

www.quirks.com July/August 2020 // Quirk’s Marketing Research Review 79 they present, we have to ask ourselves ences as a 15-year-old one, buy the same wildfi re. “You’ve got to read this book!” why there’s such an obsession with stuff , attend the same Comic-Con events people would say in every marketing them in marketing. The business and share common ground. (Insert meeting for the next 18 months. It world is full of flavor-of-the-month sounds of traditional and stereotypical would reach multiple top business book strategies and buzzwords. Why has age-devised walls collapsing here.) bestseller lists. I would get invites to this one hung around for so long? Don’t forget: Our desire for simple talk shows and podcasts. I’d introduce Here’s my hypothesis: and catchy marketing solutions has tests for identifying which micro-gen- The power of branding is unfortu- clouded our judgment and decisions eration you are most likely to resemble nately stronger than we would like to in employing and executing eff ective based on attitudes and behaviors other believe. Simple phrases and concepts marketing strategies. than your predetermined age. I’d have grab hold of us like parasites and are a business training seminar machine nearly impossible to notice, let alone Problem 5: The ways humans relate making loads of money. I’d develop shed. Give it a label and it will hang goes way beyond age the concept for diff erent countries, around our necks like an albatross. Lastly, the complexities of geographic, making it an international hit. My Humans gravitate toward concepts family, social, economic, racial, cultur- house, kids’ educations and retirement that are easy to remember and con- al, values and a myriad of other circum- would all be paid for. cepts that can be easily shared. stances can have further implications And I’d be a fraud – no diff erent When you strip away the brand- on shared life experiences. I’m only two than the frauds peddling the current ing element of “generational target- years older than my wife (who can be generational targeting approach. ing,” what do we have? It’s simply labeled Millennial or Xer depending on I’d be preying on the business lead- “age-range targeting.” When you call which defi nition you use) and I, a tradi- ers around the world obsessed with gen- it what it is, the veneer starts to dull tionally categorized Xer, periodically erational targeting, seemingly unaware rather quickly. Worse, this “strategic, reference childhood memories of MTV of the inherent confi rmation biases targeted” approach only allows you to music videos and various TV shows. it presents and how it’s nonsensically use fi ve diff erent age ranges – one on She regularly reminds me that she has guiding their marketing decisions. the way out (the Silent generation) the no idea what I’m talking about. You’d other still emerging (Gen Z) so, really think I was talking to someone 15 years Know your customers there’s only three. It’s safe to say this older than me. She grew up in a small So, what’s a generational marketer to is anything but targeted. southwestern Virginia town and had do given the underwhelming evidence These limited segments sure sound no cable television. Maybe only two or of this approach’s value? Get to know simple and are easy to wrap my head three local broadcast stations were all your customers. Get to know how your around, whereas, having hundreds, if that really came in on their television. customers diff er from your industry’s not thousands, of diff erent behavioral All these factors come into play on customers. Get to know how your cus- or usage-based targets sounds daunting. shared experiences but are not account- tomers and your industry’s customers Who can blame a stressed-out marketer ed for when creating generational or diff er from the markets you serve. And for wanting a simpler way? But the age-range targeting segments. I don’t mean get to know them simply strategic reality is, if this conventional by age or traditional demographic “generational targeting” is your ap- Trendy marketing concept breakdowns. Learn about their lives, proach, you’re barely walking upright wildfire their activities, their interests, their on the evolutionary chart of marketing. The truth is, at one point I considered spending habits, technology behaviors Over time, contributors from writing a book called “Micro-Genera- and more. These details will immeasur- the media, marketing and advertis- tions; the Targeted Approach that Will ably impact the way you go to market ing industries came up with these Forever Change Marketing.” In the fi rst and target the greatest opportunities. arbitrary generational labels, success- half of this book I would outline the If I’ve been able to kick your gen- fully funneling a lot of attention and clear issues with generational targeting erational-targeted marketing crutch money their way. The realities are as it’s defi ned now (similarly to this in the least bit, let me be the first to that marketing has become increas- article but with greater detail, research welcome you to the only generation ingly more complex and business and charts to validate the premise even that truly exists, where sweeping ste- decision-makers are still searching for further). In the second half, I would reotypes no longer apply: It’s called simple constructs that hearken back to off er newly minted generations defi ned Your Generation. decades-old, sweeping approaches to by individual years. I would outline Now go, spread the word about how targeting. Voila! The birth of Millenni- stereotype-derived descriptions for we’re being fooled and help others als and generational targeting. each of the 100 diff erent and newly de- wean themselves off this wretched fi xa- The advent of technology and a fi ned generations, with the best proof tion. It’s time to bury this way of think- digital society hasn’t only impacted of concept being each reader’s response ing for good and start employing more the youngest of our society, it’s helped to their own. That moment where evolved approaches. Best of luck! erode what fl imsy walls may have al- the reader thinks, “This describes my ready existed between varying age seg- micro-generation to a T,” would help Adam Cook is chief research nerd at ments. Now, a 55-year-old Marvel comic to validate the concept and spring- research firm Cranium Tap. He can be reached at [email protected]. book fan can share the same experi- board it into trendy marketing concept

80 Quirk’s Marketing Research Review //July/August 2020 www.quirks.com TRANSFORM YOUR INSIGHT TEAM IN 2020

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. ••• qualitative research Stop making sense How counterintuitive thinking can inject some fresh perspectives into your research

| By Susan Fader

A car stuck in the mud – wheels spinning, going nowhere – is how many snapshot of us have felt at some point when confronted with a business chal- lenge. We are stuck because we don’t know how to reframe the situation Susan Fader explains how the use of to get us moving forward. In many market research challenges, where a unexpected approaches to research round of research has not uncovered the needed insights, we revert to the often-quoted defi nition of insanity: doing the same thing over and may be just what you need to overcome over again and expecting a diff erent result. While the techniques or Aresearch provider may change in the subsequent rounds, in most cases strategic challenges. the same baseline assumptions are kept. But what if these baseline assumptions are wrong? You may stay stuck in the mud, spinning your wheels. If you’re looking to generate new perspectives, try some counterintuitive thinking. Counterintuitive thinking and behavioral economics share some common roots. Behavioral economics work has shown that people make irrational decisions and/or behave the opposite of what you might think. Counterintuitive thinking is about injecting some of that ir- rationality, something that might not appear logical, into your research design. Counterintuitive thinking can reframe the strategic challenge and enable you to think diff erently so you have an approach that leads to more meaningful results. Before discussing specifi c marketing research counterintuitive think- ing approaches, let me share examples of how counterintuitive thinking can impact marketing and positioning decisions. Is five out of five stars the best rating? While for some things like your vacation hotel you may want a rating of 5/5 stars, for many consumer products the sweet spot is actually a 4.2-4.5 stars. A study by Northwestern University’s Spiegel Research Center that used 22 product categories encompassing over 100,000 SKUs across multiple www.quirks.com/articles/2020/20200715.aspx e-commerce platforms found that most consumers feel that perfect user reviews are too good to be true. About 80% of consumers in these

82 Quirk’s Marketing Research Review //July/August 2020 www.quirks.com out some oil allowed the women to feel like they contributed more to the process and that the resulting cake was truly homemade.

Counterintuitive thinking – use an outsider approach in design When designing a research project, experi- ence obviously matters but if there’s a project where you are stuck or want to generate some innovative ideas, the Einstellung Effect says it might be useful to bring in someone who’s unfamiliar with your situation. The Einstel- lung Effect refers to a person’s predisposition to solve a problem in a specific manner, even though better or more appropriate methods exist. David Epstein, in his book “Range: Why Generalists Triumph in a Specialized World,” product categories actually search out negative reviews because the uses trench-digging to illustrate this: “Every- negative reviews are seen as a reassurance tool, helping to establish one is digging deeper into their own trench trust in the other ratings and boost their authenticity. In many cases, and rarely standing up to look in the next the negative feedback is not even relevant to them, e.g., “didn’t like trench over, even though the solution to their the color blue” or “took three days to arrive.” problem happens to reside there.” Are your most reliable customers your best customers? Are they A specialist may dig a deep trench and the ones who are going to generate the most income? Credit card users only employ methods they’re familiar with who pay their bills in full each month may feel it is counterintuitive for and construct hypotheses within the con- credit card companies to send preapproved card applications to people fines of their specific expertise and POV. A who just declared bankruptcy and don’t have money to pay their bills. generalist – the outsider – may have a wide That doesn’t seem to make sense! But they don’t generally have money to breadth of knowledge and experience, allow- pay for things now, so they have to charge purchases and when the bill ing them to pull from many different sources comes, they can’t pay in full so they do partial payments and thus pay to find solutions in experiences across a growing amounts of interest. broader range of options. Without context, are you solving the problem? You have to make The outsider approach can be integrated in sure you identify the right problem and frame it within the right three ways into market research. context. Instant cake mixes were developed to solve what was perceived Complete outsider. For a study on meat, to be housewives’ (yes, this was in ancient historical times, when the for example, consider having a vegan design main target was housewives) complaints about not having the time it. Because a vegan has no personal experi- to whip up a cake from scratch. When the mixes were first put on the ence eating meat, they will bring different market you just needed to add water to the contents. Sales were ter- perspectives and questions than a meat-eater. rible. But they skyrocketed when the mixes were reformulated with the The vegan will also probe differently. In new requirements of adding an egg and oil in addition to the water. conversations, the research participants, Why did that make such a difference and wasn’t it counterintuitive who are aware that the moderator has never to what the women were saying? Well, what frustrated women about eaten a hamburger, will tend to explain baking from scratch was the time it took and the mess it made. They things in detail that they might just assume loved creating something homemade rather than store-bought and the a meat-eater would know. Better yet, divide near-effortless version of the cake mixes took that satisfaction away. the moderation between a vegan and meat- Eggs and oil were things that almost every housewife always had in eater and you will get even more insights. their larders and adding the steps of cracking an egg and measuring Kind of an outsider. Sometimes when you www.quirks.com July/August 2020 // Quirk’s Marketing Research Review 83 do research you have to break through can moderator – they had not gone to get them to talk about you. When the defensive barriers of the people into detail because the show-and-tell setting this up and when observing you are talking to. In a study with had just been meant to be a quick ice- this research, be in the frame of mind white evangelical Christians that I breaker and it was obvious to all what that you are the competition and you worked on, the objective was to iden- the products were and why they were are listening to what your customers tify ways that they might, at a mini- used so there was no need for the (who are really competitive custom- mum, not be against passing state details to be explained. ers) are saying about their relation- laws making it illegal to discriminate ship with your competitor (but you against LGBTQ people in the area Counterintuitive thinking are listening as if you are the compe- of housing and jobs. (At the time it – unconventional purchase tition). It’s fine if they start talking was legal in more than 30 states to demographics about you organically but know that evict someone from a rental and fire Counterintuitive thinking says that they may not. Focus instead on the them from their job if they were gay.) there are times you need to step away opportunities that listening to these When talking about beliefs and ways from focusing on your traditional loyalists can offer you. to rationalize a point of view, it is not demographics. Consider: unusual for the conversation with People who no longer need your Counterintuitive thinking – narrative white evangelical Christians to begin product or service. I did a study for economics, storytelling as input with sourcing and quoting the Bible a well-known jewelry company on Counterintuitive thinking is about as a first line of defense. I am not an engagement rings. Who did I talk focusing on stories as input, not as evangelical Christian but I did grow to? Nope – I didn’t talk to people output. Robert J. Shiller, the 2013 up in a religious home and I know my who were getting married and had Nobel Prize Winner in Economics and Bible. So after a bit of back and forth bought engagement rings. I spoke to the father of narrative economics, where I established that I respected people who had broken their engage- believes that stories should be used religion and I knew my Bible, we ments and now had rings they no as input not as output. Most market were able to get down to having hon- longer needed and could not return. researchers focus on using stories est, open discussions because while People who are getting married are as output, as part of the deliverable what we were talking about was to generally in la-la land and are in a function of distilling and sharing them a very controversial issue, they very different frame of mind and what was learned during the research knew I shared common foundational emotional state from those who are process. If research participants are knowledge and experiences and so raw and hurt from a broken engage- asked to share stories, a primary was not judging them or trying to ment. The broken-engagement people gauge of the story’s value is whether make them look bad. were much more introspective and it can be featured in the reporting to Obvious outsider. For another honest about sharing positives and help sell a message. The focus is on project, I was called in at the last negatives about their engagement in creating or selecting stories from re- minute to take over the modera- general and their engagement ring search based on what will best convey tion of in-person focus groups with shopping experience. the research insights and many of African American women to identify People who are angry. Bill Gates those stories are consciously curated new product ideas for their haircare nailed it when he said, “Your most to convey specific messages. needs. I’m not African American unhappy customers are your greatest Counterintuitive thinking says to and while I had prior experiences in source of learning.” Your angry cus- focus on stories as input and recog- haircare and beauty products, they tomers are upset because of something nize that stories can be many things. were more geared toward white con- you did or didn’t do but they still need As Shiller says, a story “may be a song, sumers. As part of the introduction your products or services. Generally, joke, theory, explanation or plan that the women were told to bring in all the rule is to not recruit people who has emotional resonance and that can the haircare products they used and are overly negative or angry and if easily be conveyed in casual conversa- do a show-and-tell. Being the white one makes their way into research, tion…Narrative is a story or represen- lady in the room, who had never seen you let them vent for a couple of tation used to give an explanatory or many of these products before or even moments and then move on. With justifi cation account of a society.” known of their existence, the women counterintuitive thinking you are Also, very importantly, I believe took pity on me and went into exten- deliberately recruiting people who are that narrative economics puts a sive detail about each of them, how angry at you. WARNING: This type of different spin on how behavioral they used them and what they would study should only be undertaken by economics should be viewed. Classical do to make them better. The client a highly experienced moderator who economics says that people make ra- was thrilled. Because the women can handle a very opinionated and tional decisions; behavioral econom- assumed I knew nothing, they felt verbose crowd. Not an easy task. ics says that people make irrational they couldn’t imply anything and the Competitor loyalists. Here, the decisions. Narrative economics says detail they provided identified many focus is on your competition, not you. people can be making decisions that new product opportunities. When the When doing research with competitor are rational to them but appear to be women had done the show-and-tell loyalists, counterintuitive thinking irrational to the outsider. Therefore for the insider – the African Ameri- emphasizes that you resist the urge I believe that behavioral economics

84 Quirk’s Marketing Research Review //July/August 2020 www.quirks.com should be viewed as the outsider’s mation about. Backstories provide example showed, pre-work/homework – the market researcher’s – perspec- context by allowing people we want should be designed as a self-diagnos- tive/judgement on whether the per- to hear from to frame the narrative tic ethnography tool that helps the son being studied is making a rational and decide the context. research participants get insight into choice or decision. Narrative econom- For example, I did a study with their own behavior and helps them ics should be viewed as the insider’s heavy users of fabric softener. The cli- formulate ideas and perspectives – the person being studied – perspec- ent wanted to jump right in and ask about things that may generally be tive of why the choice or decision them questions about fabric softener. subconscious/automatic behavior. may be rational to them. I pushed back. I wanted the research Having research participants self- participants to do some self-diagnos- report in the form of stories identi- Counterintuitive thinking – tic ethnography at home – to self- fies how they see and interact with backstories – it’s not about what observe their laundry habits and then the world. The words they use, where you know, it’s about what they think share three things they like and three they start their stories and what they When designing and fielding re- things they didn’t like about laundry leave out are so important. search one of the things we always as part of the introduction. We had wrestle with is too much stuff to them do that in a three-dimensional Inject some fun fit into a limited amount of time. collage. (See my Quirk’s article on 3D So, reexamine your baseline assump- It’s not unusual to hear, “Hey, we collages for more details: https://bit. tions, inject some fun and integrate already know that. We don’t need ly/2XQD5Lm) Guess what? A number counterintuitive thinking when you to ask that again.” So it would seem of these hardcore fabric softener us- want to get out of that rut and move counterintuitive to spend precious ers did not even mention fabric soft- forward with your research insights. time on letting research participants ener in their stories. A tremendous Sometimes the best path to take is share information that you already insight, one we would have missed the least obvious one. have reams and reams of data on. had we not moved our baseline as- But hey, counterintuitive think- sumption starting point. Susan Fader is qualitative researcher, ing is about resetting baseline as- strategist and moderator at FaderFocus, a New York research firm. She can be sumptions. It’s not about what you Counterintuitive thinking – more reached at [email protected]. know, it’s about what the people you than collecting data are talking with want to share infor- Just as the previous fabric softener

www.quirks.com July/August 2020 // Quirk’s Marketing Research Review 85 20 Top Online Insight Platform Companies SPECIAL ADVERTISING SECTION

••• special advertising section 20 TOP ONLINE INSIGHTS PLATFORM COMPANIES

With many businesses and consumers alike continuing to follow social distancing guidelines, more and more brands are opting for online research methods to gather insights and reach consumers. Online insight platforms enable companies to reach a wide variety of consumers quickly and accurately, and with so many people shifting shopping behavior due to altered business guidelines, online research has become a valuable way to study this new consumer. 20 l 20 Research Founded 1986 | 164 employees The following insight platforms utilize a variety of tools to meet Isaac Rogers, CEO your research needs, whether you’re looking to conduct virtual focus groups and IHUTs or trying to better know your consumers 20|20 is the through data collection and analysis. leading expert and innova- tor in digital qualitative research. Over its 30+ year history, 20|20 has pioneered solutions and approaches that are used by researchers around the globe, including platforms to support online discussions, virtual focus groups and IDIs, digital diaries, mobile ethnog- raphies and more. The company’s quirks.com/articles/2020/20200744.aspx proprietary technologies are ideally

86 Quirk’s Marketing Research Review //July/August 2020 www.quirks.com 20 Top Online Insight Platform Companies SPECIAL ADVERTISING SECTION

Brand Kinetics Founded 1987 | 250+ employees Michael Bylinkin and Michael Sack, Co-Founders

suited for a variety of research objec- Architected by tives, from creative testing to product market research- innovation, branding, path-to-purchase ers for market and more. A part of Schlesinger Group, researchers, Aha! 20|20’s unique combination of exper- delivers the tools Online neuro-insights in real time tise, services and technology makes it to create and with visual semiotics! We have visual easy to uncover the strategic insights deploy custom prompts that are proven to stimulate and consumer stories that will create consumer and 150 specific neuro-reactions in the change and drive growth. B2B research brain. Validated in 56 countries and Phone 1-800-737-2020 studies, uncovering and capturing rich used successfully in 101. In our inter- www.2020research.com in-the-moment emotions resulting in views, large or small projects can be amazing insights. Aha!’s mobile- and conducted online anywhere, any time. video-friendly technology features In our deepest dive interview, the both asynchronous and live activities, moderator is online with the respon- such as Aha! Live Conversations™, dent as they select from the full set of TruRotation™ concept testing, the pro- prompts. The moderator can directly jective Dynamic Canvas™ and social/ question respondents about their collaborative tools to engage people unconscious System 1 responses as they where they live, work, shop and play. happen. Connections that facilitate the The skilled Aha! team also provides translation from System 1 to System 2 services including study design, project are immediately provided during the management, recruiting, moderating interview. Please contact us at Michael. and consulting, plus hands-on training [email protected] and we will Aha! Insights Technology and tech support. You can do it your- gladly share how complex color impacts Founded 2012 | 12 employees self or we can do it for you. neuro-response, including its links to Ray Fischer, CEO Phone 1-313-312-0014 Jungian archetypes. ahaonlineresearch.com Phone 1-513-712-0604 www.brandkinetics.net/consumer-insights Aha! is the most strategic and com- prehensive online insights technol- ogy platform in the marketplace.

www.quirks.com July/August 2020 // Quirk’s Marketing Research Review 87 20 Top Online Insight Platform Companies SPECIAL ADVERTISING SECTION

C&C Market Research Civicom Marketing Founded 1992 | 500 employees Thomas Morrison, Project Director Research Services Founded 2000 l 500+ employees Rebecca West, Global President, Marketing Confi rmit Research Services Group C&C Market Founded 1996 Research is the Kyle Ferguson, CEO complete answer to all of your data collection Confirmit is the needs. For over world’s lead- 25 years our ing vendor for data collection market research, specialists and customer experi- field locations, ence and em- coupled with our proprietary program- ployee engage- ming and data transmission capabili- ment solutions. ties; have ensured countless successful Civicom Marketing Research Services The Confirmit projects for all our clients. We are the is leveraging its strength to offer an ef- Horizons plat- largest privately owned and operated fective alternative solution to insights form enables data collection, analysis, data collection company in the U.S. industry professionals without the visualization and action management and have remained a leader in today’s risk of in-person meetings or travel. to empower businesses to make smarter marketplace through hard work, inge- Civicom’s CyberFacility® solution decisions that drive business growth. nuity and a dedication to quality. We enables you to conduct your research Confirmit supports over 650 clients understand the need to adapt and our remotely, with moderators, clients and in more than 50 countries, including online data collection capabilities have respondents all joining the interview many of the world’s leading brands. allowed us to continue successfully or focus group from their own indi- Researchers use Confirmit’s powerful collecting the data needed to complete vidual locations. CyberFacility® can end-to-end capabilities to meet the ev- projects during these trying times. help you protect the integrity of your er-growing demands of their clients for Each of our 38 facilities across the U.S. online research as you transition to re- greater insight. From advanced panel have localized databases that have been mote tools due to the health crisis. You management to innovative digital solu- created through our F2F data collection no longer need to postpone or cancel tions and world-class text analytics, over the years and can now be utilized any projects, keeping with our motto, Confirmit Horizons forms the backbone for multiple types of online projects. “Your Project Success is Our Number of MR agencies around the world. Please call or e-mail us at bids@ccmar. One Priority.” Contact us at inquire@ Phone 1-800-864-5266 com and we can help with your next CivicomMRS.com. www.confi rmit.com project! Phone 1-203-413-2423 www.CivicomMRS.com Phone 1-479-785-5637 www.ccmarketresearch.com

88 Quirk’s Marketing Research Review //July/August 2020 www.quirks.com 20 Top Online Insight Platform Companies SPECIAL ADVERTISING SECTION

Discuss.io DigitalMR Ltd. Founded 2012 | 34 employees Founded 2010 | 15 employees Simon Glass, CEO Sophia Papagregoriou

Decision Analyst Inc. Founded 1978 | 150 employees Jerry W. Thomas, CEO

DigitalMR is a tech company with proprietary platforms for high accu- racy social intelligence, listening247, and DIY private online communities, communities247. Specializing in the use of AI for insights and the integra- Conduct interviews and research, test tion of social, survey and sales data, concepts and products and dive deeper DigitalMR’s main areas of research into discussions. With Discuss.io, you include automated text and image can gather insights quickly, effi- Decision Analyst started building analytics, particularly high accuracy ciently and as a team without combing its online research capabilities and sentiment, semantic (topics) and emo- through hours of video. Automatic systems in 1996. Since then, we have tions analysis in any language, as well transcription makes finding keywords become a global leader in digital as image theme captioning and logo de- a breeze. Organize and analyze the research systems by developing secure, tection. DigitalMR’s platforms were de- same question across interviews, save scientifically valid, advanced software veloped by researchers for researchers and bookmark key discussion points for and systems. Decision Analyst offers through years of focused research and quick reference later and flag moments both quantitative and qualitative development and can provide market like facial expressions. Collect thoughts online research, including traditional research agency users with a distinct from your team working remotely, online surveys, large scale qualitative, advantage over their competitors. immediately and automatically. Easily virtual ethnographies, website or app Phone +44 (0)20-3176-6800 create clips of important moments and usability, mobile surveys, video diaries www.digital-mr.com build a highlight reel that tells a story. and in-vehicle video. Decision Analyst’s Translation allows you to converse with researchers can recommend the quali- people in over 17 different languages. tative or quantitative technique best Collect, categorize and analyze valuable suited to your research needs. Decision conversation insights, share critical Analyst has over four decades of information with decision makers and experience in marketing research and make better business decisions to drive consulting and delivers highly analyti- success. Contact us today at insights@ cal and decision-oriented insights. discuss.io! Phone 1-817-640-6166 Phone 1-866-557-6716 www.decisionanalyst.com/online discuss.io/insights

www.quirks.com July/August 2020 // Quirk’s Marketing Research Review 89 20 Top Online Insight Platform Companies SPECIAL ADVERTISING SECTION

GutCheck DISQO Founded 2010 | 100 employees Matt Warta, CEO Founded 2015 | 130+ employees Explorer Research Armen Adjemian, CEO Founded 2004 | 50 Employees Marc Inkol, President GutCheck is the DISQO is a global leader consumer-first Explorer in agile market insights plat- Research is a research. As an form that de- leading behav- online research livers unprec- ioral research partner to lead- edented data company provid- ing consumer and analytics ing innovative brands, we offer to the mar- online research a wide variety of ket research solutions for solutions mix- industry. The over 15 years. ing qualitative, quantitative and company powers insights professionals Our online behavioral data to provide clients with and marketers with automated solu- research ap- actionable insights that help them tions that drive consumer research and proaches combine immersive environ- meet strategic business objectives. Our improve ad effectiveness. Today, DISQO ments with System 1 tools to measure full-service team of researchers work delivers an accurate and complete view emotional drivers of behavior. Explorer as an extension of your team, taking a of the consumer via technology built has immersive 3D online environments consultative and personalized approach on the foundation of the largest first- that can be used to measure reactions with the right blend of rigor, speed and party research audience. By engaging to packaging, planograms, POSM and human expertise to uncover valuable consumers who choose to share their store design using eye-tracking, facial audience insights, helping you make attitudes and behaviors, DISQO cap- coding and implicit testing techniques. more informed decisions quickly and tures the highest quality opinion and Our immersive online research helps with confidence. Contact us today to behavior data, empowering its clients optimize digital touchpoints through schedule a meeting with one of our to make confident decisions. Founded testing in-situation on real websites, research experts. in 2015, DISQO is headquartered in Los helping our clients to optimize digi- Phone 1-877-990-8111 Angeles and has over 130 employees. tal advertising, promotion and hero www.gutcheckit.com Phone 1-818-287-7633 images. CX and UX can be optimized www.DISQO.com via our online DecisionPATH Customer Journey service that identifies and optimizes important touchpoints along the customer journey. Email us today at [email protected] to find out more about our immersive behavior- based online solutions. Phone 1-855-251-5434 explorerresearch.com

90 Quirk’s Marketing Research Review //July/August 2020 www.quirks.com 20 Top Online Insight Platform Companies SPECIAL ADVERTISING SECTION

InnovateMR KL Communications Hatchtank Founded 2014 | 110 employees Founded 1996 Lisa Wilding-Brown, Chief Research Offi cer Kevin Lonnie, President and CEO Founded 2004 Shamsu Bhaidani, CEO

Designed with KLC is a collab- HatchTank is you in mind, orative research the next-gener- the InnovateMR agency special- ation platform! insights platform izing in online We have taken offers transparent communities and the best qualita- sampling, proj- co-creation. By tive and quanti- ect management connecting your tative research and data quality brand with your options and solutions. The plat- customers, an packaged them form empowers online community into a flexible, dynamic, results-orient- researchers to take the reins, delivering from KLC lets you uncover insights that ed platform that works across multiple Faster Answers™ without sacrificing drive innovation using our suite of devices and operating systems. For par- quality. Featuring an intuitive, easy- collaborative research tools. Through ticipants, it’s like a social networking to-use interface, the platform allows CrowdWeaving™, our proprietary site – it allows familiarity and provides for complete project control from one solution, you can uniquely co-create a comfortable space to share their centralized dashboard. The platform with your ideal customers to inspire thoughts and opinions. For researchers offers seamless integration with all and inform your next innovation. With and administrators, it boasts a power- survey authoring tools and supports more than 24 years of online commu- ful, intuitive back end that makes get- multi-vendor sample blending. Access nity and co-creation expertise, KLC can ting and organizing the data necessary Innovate’s deeply profiled respondents help you truly innovate your brand an easy task. You can connect with us or employ our quota management and through customer insights and inspira- here to schedule a time to further dis- industry-leading data quality tools tion. Full and flexible service models cuss: hatchtank.youcanbook.me. across all of your sample sources. Doing are available. Phone 1-403-608-6880 it yourself doesn’t mean doing it alone Phone 1-732-224-9991 www.hatchnewideas.com – Innovate’s 24/7 support team offers www.klcommunications.com unparalleled customer support. Phone 1-888-229-6664 www.InnovateMR.com

www.quirks.com July/August 2020 // Quirk’s Marketing Research Review 91 20 Top Online Insight Platform Companies SPECIAL ADVERTISING SECTION

Maru SurveyMonkey Founded 2016 | 300 employees Ged Parton, CEO Founded in 1999 | 1,300+ employees Zander Lurie, CEO

Maru is a technology and advisory services insight compa- ny. Our founda- Plaza Research tion is our self- Founded 1982 | 150 employees serve technology Laura Kibala, VP of Operations ecosystem which has the broadest SurveyMonkey Market Research capability set in Solutions make it easy for anyone – the market. Our from insights professionals to market- clients can choose to self-serve in this ers – to collect quality data from their platform directly to create, launch and target audience, fast. Our global online analyze projects, or choose to utilize panel includes powerful targeting so knowledgeable support from insights you can reach consumers or profession- experts. Our advisory offer from Maru/ als and get results in minutes instead Matchbox operates at the intersection of months. Our on-demand research of behavior and emotion. We are com- solutions include flexible surveys that mitted to providing emotional under- Founded in 1982, Plaza Research has allow you to design your own market standing, so our approaches capture long since been regarded as the nation’s research, Expert Solutions for concept how people feel, think and behave for premier network of focus group facili- and creative testing that generate a holistic System 1 and System 2 ap- ties. Plaza Research is the beginning AI-powered insights and presentation- proach to informed decision-making. and end point for all your focus group ready reports for you, as well as light Actionable insight needs reliable and needs whether it be in person – or now research services that help you scale valid data. Maru/Blue provides our cli- remote! We offer multi-city project your research program. By offering a ents with access to known respondents coordination, competitive pricing, range of market research solutions, we often with deep longitudinal histories excellent customer service, innova- provide everything you need to conduct through our own panels of respondents tive recruiting procedures and several quality research, make better decisions and with an international quality guar- virtual focus group platforms for all of and save time and money. Contact us antee. Maru/Blue also uses the group your research needs, whether it’s con- to learn more or to get a demo of our technology ecosystem. sumer, B2B or health care. Through the solutions. use of our nationwide database, we can www.marugroup.net [email protected] also provide project coordination and www.surveymonkey.com/market-research recruitment in markets where Plaza Research is not physically located. Contact Laura at Lkibala@plazare- search.com or at our general bid e-mail: [email protected] today! Phone 1-201-265-7500 www.plazaresearch.com

92 Quirk’s Marketing Research Review //July/August 2020 www.quirks.com 20 Top Online Insight Platform Companies SPECIAL ADVERTISING SECTION

Symmetric, A Decision Analyst Company Founded 2016 | 150+ employees Jason Thomas, President

Symmetric provides sampling services to companies that place a very high value on representative samples, scien- tific sampling methods and advanced fraud-detection systems. Our online panels are carefully balanced, con- tinually refreshed and systematically cleaned via high-tech and low-tech methods. Non-responders, speedsters and cheaters are continually purged. Symmetric provides sample for both qualitative (focus groups, depths inter- views, ethnographies, etc.) and quanti- tative projects. Our American Consumer Opinion® worldwide panel consists of over 7 million consumers. Symmetric also operates five B2B worldwide online panels for physicians, contractors, medical professionals and executives. munity of influencers at the ready, Additional services include program- Toluna delivers rich, reliable, real-time ming, hosting, online communities, insights to individuals and companies tabulation, coding and IHUT mailing. of all sizes. Our automated consumer Phone 1-817-649-5243 insights platform, TolunaInsights™ www.symmetricsampling.com Toluna underpins everything we do. Clients Founded 2000 | 1,400 employees can access the platform directly, lever- Frédéric-Charles Petit, CEO age Toluna’s managed services or create fully customized digital consumer insights programs via our engineered Toluna provides services. TolunaInsights was built to consumer in- complement QuickSurveys, Toluna’s on- sights designed demand platform designed for quick- to empower suc- turn, automated research. cess in today’s on-demand, Phone 1-203-834-8585 www.tolunacorporate.com global economy. Powered by the perfect fusion of technology, expertise and the largest global com-

www.quirks.com July/August 2020 // Quirk’s Marketing Research Review 93 CALENDAR OF EVENTS ••• can’t-miss activities

The Quirk’s Event Virtual will be held on July 14-16. Attend ESOMAR will hold its APAC Event on November 1-3 in New Delhi. virtual sessions through live presentations and pre-recorded video Visit bit.ly/2YEt8RO. broadcasts from a range of companies including CNH Industrial, SAP, Constellation Brands, eMoney Advisor, Voya Financial, Molson Coors, PBS, Mars Wrigley, Clear M&C Saatchi and many more. Take a The European Pharma Market Research Conference will be break from scheduled sessions to participate in video happy hours, held on November 3-4 in Opfi kon, Switzerland. Visit europe. browse exhibitors' offerings and take fun classes – such as yoga, pharmamarketresearchconference.com. sewing and cooking. Visit thequirksevent.com.

The 2020 Pharma CI Europe Conference and Exhibition will be IQPC will hold its Customer Contact Week event on August 24-28 in help on November 5-6 in Opfi kon, Switzerland. Visit europe. Las Vegas. Visit bit.ly/37LuwGw. pharmaciconference.com.

The Merlien Institute will hold its Qual360 APAC event on The Merlien Institute will hold its MRMW APAC 2020 event on September 1-2 in Singapore. Visit apac.qual360.com. November 17-18 in Singapore. Visit apac.mrmw.net.

Digital Food & Beverage 2020 will be held on September 24-25 The Merlien Institute will hold its MRMW EU event on December 1-2 at the Hyatt Regency in Austin, Texas. Visit foodandbeverage. in Amsterdam. Visit eu.mrmw.net. wbresearch.com.

The Pharma Market Research Conference USA will The Merlien Institute will hold its virtual MRMW NA event on be held on February 3-4 in Newark, N.J. Visit usa. September 30 - October 1. Visit na.mrmw.net. pharmamarketresearchconference.com.

Worldwide Business Research will hold its eTail Boston 2020 event Event details as of June 17, 2020. Please see websites for more details. on October 13-15 at The Sheraton in Boston. Visit bit.ly/2YHLAco. To submit information on your upcoming confer-

The Bay Area Pharma Market Research Conference will be held on October 14-15 in San Francisco, Calif. Visit bay-area. ence or event for possible inclusion in our print pharmamarketresearchconference.com.

and online calendar, e-mail [email protected]. Empresarial will hold its 2020 Printemps Des Etudes (Spring Studies) Trade Show on October 22-23 at Palais Brongniart in Paris. Visit printemps-etudes.com. For a more complete list of upcoming events visit

www.quirks.com/events.

94 Quirk’s Marketing Research Review //July/August 2020 www.quirks.com

ESSENTIAL READING FOR RESEARCH PROFESSIONALS

Moderating to the Max Stir It Up! A Full-Tilt Guide to Creative, Insightful Recipes for Robust Insights & Focus Groups and Depth Interviews Red Hot Ideas Detailed instructions for more than 20 From time to time, every moderator, meeting techniques that will deepen focus group chairman, or in-depth interviewer needs fresh findings and bring life to a fading group. ideas to jazz up a tired group or reenergize a From perceptual mapping to personification, flagging meeting. Here are 50 fresh ideas for you will never again have to guess whether exercises in an easy-to-use cookbook format. a technique is the right one for the occasion. Organized by category, from Ice Breakers to Full of examples and illustrations, the book’s Idea Developers each “recipe” (exercise) is emphasis is on “play”: how fun exercises can inspire focus presented with a brief description, an estimation of time group respondents to reveal deeper motivations. required, a list of materials needed, instructions for how to do 160 pages, 7x10, 978-0-9830436-2-1 $34.95 paper it, and useful tips. 140 pages, 7x9, 978-0-9830436-3-8 $24.95 paper Qual-Online: The Essential Guide What Every Researcher Needs to Know The Complete Guide to Writing about Conducting and Moderating Questionnaires Interviews via the Web How to Get Better Information for From the types of tools at your disposal to Better Decisions planning your first online study, this extensive A comprehensive framework for creating guide will help you understand the sequence of questionnaires from planning research to steps to follow, timing, and costs involved and support decision-making, conducting qualitative help you manage all of the useful insights you will research, and planning the questionnaire before gather—making your job of sharing information you begin writing questions, with guidelines with your client that much easier and your reports more to make questions clear, answerable, easy, and robust. The must-have guidebook. unbiased for the three most common tasks researchers ask 216 pages, 6x9, 978-1-941688-26-7 $29.95 paper respondents, and how to properly pretest a questionnaire. Starting with the Shopper 220 pages, 7x10, 978-0615917672 $54.00 paper Research Insights for Winning at Retail A Job-Seeker’s Guide to Careers Actionable insights, case studies and “lessons in Market Research learned” from thousands of studies conducted How to Decide if a Career in Market Research by Perception Research Services, a global leader is Right for You in packaging and shopper marketing research. An authoritative guide to the market research What works in store, in home and online, and industry at the beginning of the 21st century, how best to apply shopper research to drive its size and scope, what value it provides, who and measure success. works in the field, who uses it and for what 136 pages, 7x 9, full color; 978-1-941688-23-6 $39.95 paper decisions, the market research process, common A Nation of Numbers methodologies, growth prospects for the industry, and more. The book explores market research as a career choice—skills, The Development of Marketing Research education, and training; how to get that first job, moving in America upward, potential earning power, success profiles, and Paul Scipione identifies the factors and stepping stones to related careers. events that came together to make America 174 pages, 6x9, 978-1-941688-31-1 $34.95 paper the birthplace of marketing research and documents how far the marketing research industry has come in its first 100 years, Buy direct and save! morphed from analog to digital, with new tools You will always find the best pricing at our website, in big data and advanced analytics, observation of actual consumer behavior via scanning UPC paramountbooks.com codes, and advances in the neurosciences, and speculates where the industry will be in the future. Most PMP books are also available for Kindle, Nook and iPad readers. 546 pages, 7x10, 978-0-9852482-2-2 $49.95 cloth For more information on any title listed here or to see a complete list, visit our website or call 607-275-8100. ••• This issue of Quirk’s is made possible by our valued advertisers. Their ongoing support - along with that of INDEX OF the other companies and organizations that market themselves on our Web site, e-newsletter and related outlets - helps us bring you Quirk’s and all of its ADVERTISERS associated resources. When you contact the organizations listed below, let them know you saw their ad in Quirk’s!

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Quirk’s Marketing Research Review, (ISSN Subscription Information: U.S. annual rate (12 POSTMASTER: 08937451) is published bi-monthly - Jan/Feb, Mar/ issues) $70; Canada and Mexico rate $120 (U.S. Please send change of address to Apr, May/Jun, Jul/Aug, Sep/Oct, Nov/Dec - by funds); international rate $120 (U.S. funds). U.S. Quirk’s Marketing Research Review Quirk Enterprises Inc., 4662 Slater Road, Eagan, single-copy price $10. Change of address notices P.O. Box 22268, St. Paul, MN 55122. MN 55122. Mailing address: P.O. Box 22268, St. should be sent promptly; provide old mailing © 2019 Quirk Enterprises Inc. All rights reserved. Paul, MN 55122. Tel.: 651-379-6200; Fax: 651- label as well as new address; include ZIP code or Quirk’s Marketing Research Review is not 379-6205; E-mail: [email protected]. Web address: postal code. Allow 4-6 weeks for change. responsible for claims made in advertisements. www.quirks.com. Periodicals postage paid at St. Paul, MN and additional mailing offi ces.. www.quirks.com July/August 2020 // Quirk’s Marketing Research Review 97 ••• Conversations with BEFORE YOU GO corporate researchers

10 minutes with... Tanya Pinto Director, Market Research, Microsoft

You’ve been with Microsoft since 2017. What has been the most rewarding aspect of your job? Microsoft and our CEO, Satya Nadella, represent so many great values and in- spiring principles that I admire. The focus that Microsoft has on diversity, inclu- sion, environment and philanthropy is world-class in terms of corporate values and corporate social responsibility, and one of the key reasons I joined Microsoft. Since joining the Customer and Market Research organization at Microsoft I have been given so many opportunities for growth and learning. My research work supporting the Worldwide Education Marketing team has been the most re- o t in warding because I have been able to explore and delve into the needs, motivations P ya and pain points that those working in K-12 and higher education face around the Tan world when it comes to technology. Now more than ever, the need for technology to keep students connected to learning opportunities is critical. Conducting re- search to support education has been extremely rewarding, especially when these learnings can really help educators during this crisis.

“The focus that You presented a session at Quirk’s Brooklyn, Decoding Signal vs. Noise. Could you share a few highlights from the session? Microsoft has on This was my first time both attending and presenting at Quirk’s in Brook- lyn and it was an amazing experience. The session I co-presented with Marc Goulet, partner at Russell Research, was really well attended with a great diversity, inclusion, mix of corporate and agency researchers. Developing an intentional and systematic work stream to uncover trends that are coming around the cor- ner – vs. looking backwards, hindsight – was something that seemed to pique environment and the interest of the attendees. Many of the questions and feedback I got after the session concerned the processes, funding and work streams that enabled philanthropy is those insights, particularly for corporate research departments that are really stretched for time and resources.

world-class in terms Outside of marketing research, you have been running a nonprofi t, Baal Dan Charities and Food Mission, since 2005. What inspired you to enter the of corporate values nonprofi t space? I started my own nonprofi t after taking a life-changing sabbatical to work at Mother Teresa’s orphanage and home for the dying in Kolkata, India. My grand- and corporate social father was an orphan so growing up I had always had a dream to help children in need in some way. The hands-on experience I gained working in the orphanage and witnessing extreme poverty motivated me to do something to help children responsibility.” in need so I started Baal Dan Charities, which means “donation to children” in Hindi, with the mission of providing grants for essential food, supplies, educa- tion and health care to children in need. To learn more, visit www.baaldan.com.

Read the full interview at www.quirks.com/articles/2020/20200722.aspx.

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